Cyber and privacy leaders' agenda
Cyber and privacy leaders must act now to tackle today’s most pressing security challenges.
The COVID-19 crisis has been a wake-up call for CISOs. The business has looked to the cybersecurity team to protect it from an evolving cyber threat, while enabling urgent technology transformation and new growth.
Now more than ever, you need to get your strategies and priorities right. Here's how in four steps:
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Reassess your alignment with the business
Cybersecurity teams have traditionally been strongest when it comes to assessing their capabilities, identifying risk, and building roadmaps for the future. CISOs should focus attention on the elements of cybersecurity where many have been weaker in the past. Specifically, they should look to strengthen their engagement with stakeholders, ensure their alignment to core business goals and objectives, and assess their business partners’ satisfaction with the performance and delivery of security services.
As their relationships with business partners have deteriorated in recent years, CISOs may now lack the visibility they need to operate in sync with other functions and pursue a strategy that aligns with the business. Explore next steps for CISOs in the articles below.
Cybersecurity: How do you rise above the waves of a perfect storm?
The EY Global Information Security Survey 2021 finds CISOs and security leaders battling against a new wave of threats unleashed by COVID-19.
22 Jul 2021
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Review your talent profile
To respond to the organizational challenges highlighted by EY research, as well as the sophisticated nature of recent high-profile attacks, CISOs need the support of versatile, multi-skilled professionals.
However, the breadth of skills needed in today’s function is expanding in several directions at once. There is no such thing as a “standard” cybersecurity profile. CISOs need individuals with advanced technical skills, as well as the ability to build interdepartmental relationships.
We outline in this article some of the many cybersecurity executive profiles that have emerged in recent years, despite the profession’s relative newness. Each profile has its own area of focus, relies on its own range of soft skills and professional qualifications, and plays an important role in meeting the changing needs of the business.
Cybersecurity: How do you rise above the waves of a perfect storm?
The EY Global Information Security Survey 2021 finds CISOs and security leaders battling against a new wave of threats unleashed by COVID-19.
22 Jul 2021
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Focus on four key stakeholder groups
CISOs are familiar with the principle of “shifting left,” striving to involve cybersecurity earlier on in the transformation and product development lifecycle. The challenges of COVID-19 indicate, however, that shifting left is no longer all that is required. Our suggestion to CISOs is that they shift north, east, south, and west. In practice, this means navigating four key stakeholder groups.
Addressing the concerns of management, at “north,” means focusing on reporting and accountability, as well as budgeting and resource allocation. Shifting the focus “east,” to regulators, is a case of prioritizing certifications and attestations, along with regulatory mapping. Shifting south is about enhancing standards and testing. And shifting west involves focusing on security and privacy by design, along with certifications and continuous testing.
If CISOs can position themselves in the center of these four vital stakeholders, they will be in the right place to take their function to the next level of strategic influence.
Cybersecurity: How do you rise above the waves of a perfect storm?
The EY Global Information Security Survey 2021 finds CISOs and security leaders battling against a new wave of threats unleashed by COVID-19.
22 Jul 2021
Despite ongoing uncertainty over budgets, EY research reveals that leaders expect to invest in the following areas:
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Data protection and privacy
It is well understood that privacy needs to evolve. This is driven by technological developments as well as changes in societal attitudes and perceptions – ordinarily rooted in national and cultural factors – which are highly reactive to the perception of peripheral events.
Now, in the midst of the COVID-19 pandemic, we must ask ourselves … what happens next? Have consumer perceptions of privacy fundamentally changed? Have our perceptions about trustworthiness of government and business shifted? Is there an opportunity for governments and businesses to redefine approaches to collection and use of personally identifiable information (PII) moving forward?
How to successfully embed a culture of Privacy by Design
Protecting personal data, and how it is gathered, stored and used has taken on a new urgency as a result of fast emerging technologies.
20 Oct 2020
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Co-sourcing and outsourcing
Cybersecurity is increasingly diverse and complex and is now a critical function to enterprise risk management, requiring constant proper due care. The COVID-19 pandemic has demonstrated the negative impact of rapid operational disruption. The need to temporarily redirect internal resources, to meet a surge in certain areas or obtain specialized resources, can make adding an outsourcing partner to your strategy a sound component to your business risk management efforts.
At minimum, seeking help with critical cybersecurity operational functions, such as cyberthreat detection and response or identity and access management, might be the right decision.
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