This is in an era of elevated security risk. Catalyzed by the pandemic, the cyber threat, in particular, is at an all-time high.
Remote workers are using less secure networks. Organizations don’t always have the resources to monitor the activities of employees and contractors who have access to sensitive data. Oftentimes, the family members of employees even using work devices.
Add to the mix: security leaders, tasked with running security operations, are facing unique challenges of their own – challenges that are seriously compromising their ability to function effectively.
What’s going on?
According to survey data from the Ponemon Institute, only seven per cent of security leaders report directly to the CEO. That’s even with three in five respondents saying that they should report directly to the top to increase awareness of security issues throughout the organization.
As a result, nearly two in three security leaders cite insufficient budget to invest in the right technologies. More than half of polled security leaders believe they lack executive support.
They are right; security leaders are being kept out of the loop.
CEOs, intentionally or not, don’t see their security deputies as stewards of overarching business goals. They often consider the security program itself as an administrative burden rather than a value-adding function.
What can security leaders do to change the calculus?
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