The professional standing and even employment of CISOs is at risk due to a number of reasons, including breaches, damages, compliance problems, inadequate security implementation, which are often their sole responsibility. But more frequently than not, the real cause of a CISO’s failure could be that they were never a perfect match in the first place.
Post-COVID-19 outbreak, with a lot of external risks to keep an eye on, CISOs today face enormous stress about job stability. So dealing with internal strife is the last thing they need to do. But all too frequently, that’s the case because they were employed too late, with little to no assistance, for the wrong reasons.
With cyber security rapidly becoming a huge risk, most companies have hired CISOs with little or no preparation for their support. In many cases, applications and software are not provided for them to do their job correctly, and in some other cases, the IT security team is not equipped with the right skills and resources to stand with the CISO in their struggle against cyber threats. In any case, their hiring seems to be trifling unprepared and the brunt is borne by them.
Here are three typical reasons why the hiring process for CISOs is not adequately efficient, along with some tips on how to avoid the same missteps.
Not delegating but abdicating
According to a number of sources, CISOs typically stay in their positions for 18 to 26 months on average – just long enough to break into a new workplace chair. Furthermore, it speaks more about the company that hired (and then promptly let go) this employee, than it does about the individual.
In a perfect world, security isn’t just one person’s responsibility. To bear the weight of one person (and a suitable scapegoat to stick the blame on when things go wrong). Instead, it should be a crucial component of a company’s overall mission statement. Security ultimately is a joint responsibility, and the accountability should rest with a select group of people.
However, they must be supported by an “organizational commitment.” Then, of course, there is the technology and, last but not least, processes. Because processes will ultimately ensure that everything happens as it should.
Inadequate security applications and base software
Threat intelligence is only data. However, after analysis, it develops into actionable intelligence, which is a crucial element for helping firms stay on top of the most recent risks. It is crucial to know how to gather threat intelligence and apply it to develop a clever cybersecurity program.
It’s crucial for CISOs to gather intelligence that can be used to ascertain who is after the information that organizations are seeking to safeguard, how they would go about doing it, and how ready those firms are to ward off an attack.
It is almost as crucial to ensure the security staff has the knowledge and expertise to process the results of threat intelligence, develop a workable plan, and integrate it into their strategy. Technical Competence Mismatch
Based on the changing environment, even technical skills are becoming more diversified. That’s a lot of expertise and many diverse fields of competence. Enterprises desire someone who is aware of how each of those factors works together. However, firms will often find employees that lean toward specializing in a small number of areas.
But given the current tumultuous situation in the technology skills industry, not have a good supportive skill set for the CISO to perform optimally, is a huge constraint on their ability to deliver better security. Organizations need to make sure that all factors are supporting the CISO- the right processes, the skilled people and the correct technology tools.