Cyber-security: a critical concern for the C-Suite

For too long, many organisations have viewed cyber-security as a technical problem that sits squarely with the IT department. This belief has always been misguided, but in today’s modern threat landscape it is actively dangerous. The pace and sophistication of cyber-attacks have risen dramatically, yet many leadership teams remain detached from the operational reality of defending their organisations. Cyber-risk is now not just a technology risk, but a business risk and the C-Suite needs to treat it as such.

 

When leadership teams put cyber-security solely on the shoulders of IT, they inadvertently set the entire organisation up for failure. Most IT teams are already stretched thin, supporting every corner of the digital environment from infrastructure and devices to data management and software. Many operate with budgets that are already tightly allocated. Expecting them to carry full responsibility for safeguarding the business is neither fair nor feasible. 

 

A culture of shared cyber-security accountability can only emerge when leaders understand that cyber-resilience is woven into every aspect of the organisation, from finance and operations to human resources and procurement.

 

 

Putting cyber-risk on the boardroom agenda 

The first step is to make cyber-risk a standing agenda item at board level. Leaders must receive clear, contextualised reporting on cyber-exposure, emerging risks and the effectiveness of current controls. This reporting should be framed in terms of business impact rather than technical jargon so that conversations become strategic and informed. 

 

Senior leaders should ask questions, challenge assumptions and make sure that cyber-security decisions align with wider corporate objectives. In doing so, they signal to the entire organisation that cyber-security is not a back-office concern, but a core business priority.

 

To embed this mindset further, executives must take visible ownership of cyber-security behaviours. When leaders follow secure practices, complete training on time, and talk openly about cyber-security responsibility in staff communications, they demonstrate that cyber-security is a shared obligation that extends well beyond IT. Culture flows from the top, and employees are far more likely to take cyber-security seriously when they see leadership doing the same.

 

 

Stop chasing badges and build meaningful governance

Many organisations pour money into certifications and accreditations, believing they offer blanket protection. While frameworks such as Cyber Essentials or ISO standards have their place, they are only as effective as the strategy and partners supporting them. Accreditation without genuine operational understanding creates a false sense of security. A certificate on the wall does not stop a phishing attack, an internal breach or a misconfigured cloud service. Without the right partner to interpret, implement and maintain controls dynamically, these accreditations can become expensive tick-box exercises that lull leaders into dangerous complacency.

 

Effective cyber-security governance requires more than compliance. It demands clarity around roles, responsibilities and accountability across all levels of the business. Leaders should establish a governance model that connects cyber-strategy to business strategy with defined ownership for each area. This often includes forming a cross-functional cyber-security steering group which brings together representatives from IT, risk, finance, HR and operations. This group can help ensure that decision-making is balanced, informed and aligned with organisational goals rather than being driven by isolated teams.

 

Investment decisions should also be governed with maturity rather than panic. Many boards fall into the trap of approving new cyber-security tools whenever a new threat emerges. This reactive spending rarely leads to meaningful resilience. What is needed instead is an investment model based on risk, impact and long-term value. Leadership teams should build a clear picture of their threat profile and identify which controls genuinely reduce risk. With the right partner involved early in this process, organisations can avoid costly missteps and build a programme that enhances resilience rather than simply expanding the toolset.

 

The key message is simple. Responsibility for governance rests with senior leadership. IT can implement controls, but they cannot decide the organisation’s risk appetite, they cannot resolve budget constraints, and they cannot influence culture on their own. Governance becomes effective only when the board is actively involved, asking the right questions and treating cyber-security as a strategic enabler rather than a compliance requirement.

 

 

Turning cyber-security from a burden into a shared duty

The success of any cyber-strategy, however, depends on how well it is communicated across the organisation. Leadership teams play a critical role in shaping these communications so that cyber-security responsibility becomes an everyday consideration rather than an occasional reminder. Too many organisations rely on one-off training sessions or dense policy documents that fail to resonate with staff. What is needed is a continuous communication strategy that keeps cyber-security relevant and accessible.

 

Open dialogue should be encouraged about cyber-incidents and near misses. When employees understand that reporting suspicious activity is welcomed rather than discouraged, they become an essential layer of defence. Executives can reinforce this by sharing anonymised case studies or lessons learned from industry breaches. This makes cyber-risk tangible without creating fear. The goal is to foster a culture in which people feel informed, involved and empowered.

 

Communication must also address the reality of today’s hybrid and decentralised working models. Cyber-security behaviours outside the office are just as important as those inside. Staff need to understand that secure practices extend to home networks, personal devices and remote collaboration tools. Leadership should ensure that communications and policies reflect this, offering guidance that is practical and straightforward.

 

 

The long winding road to cyber-protection 

Finally, boardroom members must recognise that cyber-security is not a destination but an ongoing journey. 

 

Threats evolve, technology evolves and organisations evolve. Maintaining a culture of shared accountability requires consistent communication about progress, changes in risk and improvements being made. This transparency builds trust and reinforces the message that everyone has a part to play.

 

Organisations that build this communication culture are those that move beyond the outdated notion that cyber-security is an IT problem. Instead, they create an environment where resilience is collective, governance is embedded and investment is aligned with need rather than novelty. In a world where every organisation is a potential target, this cultural shift is not optional. It is the only sustainable path to long-term protection.

 

The leadership teams that thrive in this era will be those that understand their influence reaches far beyond strategy and finance. They set the tone, define priorities and model behaviour. 

 

By taking ownership of cyber-accountability, aligning governance with investment and communicating with clarity, they create an organisation where every individual becomes part of the defence. That is how modern resilience is built and how businesses protect not just their systems but their future. 

 

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Glen Williams is CEO at Cyberfort

 

Main image courtesy of iStockPhoto.com and Urupong