Linking Cybersecurity To Organizational Priorities

Within an organization, either in the public or private sector, fostering a culture of continuous improvement is paramount to staying ahead of emerging threats. As a CIO, I find that open communication is the cornerstone of cultivating such a culture within my team. It's not just about setting goals; it's about sharing thoughts and inviting input from team members. Together, we make informed decisions on how to best meet the security objectives of our organization.

To ensure the best results from our continuous improvement we conduct an annual review of our security solutions. This allows us to assess whether they still align with the organization's needs and explore new technologies that may offer better protection at lower costs. However, none of this is possible without the support of leadership. It's essential to help them understand the benefits and necessity of adapting to the ever-changing threat landscape.

Aligning Cybersecurity Initiatives with Organizational Goals

In my role as part of the San Francisco District Attorney's Office cybersecurity team, I emphasize the importance of aligning our initiatives with the broader mission and goals of the organization. We position ourselves as strategic partners, ensuring that our security measures not only protect the Office but also contribute to its overall success.

This alignment is achieved through effective communication with leadership and staff. It's crucial to convey that security must underpin any solution we implement. Additionally, bridging the gap between technical and business language is vital to ensure mutual understanding of risks and necessary measures. Regulatory requirements are also a key consideration, and we make sure these are understood and adhered to across the organization.

Strategic Budget Planning for Cybersecurity Initiatives

When it comes to budget planning and allocation for cybersecurity initiatives, my approach revolves around prioritizing the organization's strategic goals. I aim to align technology goals with business objectives and involve my team in identifying and addressing any security gaps.

Using a simple analogy of a ship with holes, we assess whether existing solutions can be expanded or if new products are needed. Being a Navy guy, I like to use the analogy of the organization as the “ship” and the threats are “holes in the ship” taking on water and the security threats are “plugs” for the holes, which are of different sizes. This is to illustrate that different solutions are needed for the various sized holes and locations (below the water line are high risk/serious threats and above the water line are low risk/less serious threats.) Proof of concepts helps us articulate how proposed solutions address security concerns and align with the business strategy. By linking cybersecurity investments to organizational priorities, I ensure internal buy-in and support.

Fostering Collaboration and Accountability in the Team

Developing a high-performing cybersecurity team requires emphasizing key leadership principles. I advocate for a simple yet effective approach encapsulated in the acronym "P.A.C.E.I.T."

The “P” is for Pride, we take pride in our. “A” is for Accountability, we are accountable for the services that are delivered to the organization whether that is something that we build and implement in-house or hire a third-party vendor to implement on our behalf. It is our job as the technical professions, delivery team to deliver the service. ‘C” is Communication, we communicate the who, what, when, why, and how the service will be delivered so that staff understands the impact to the organization. “E” is for Empowerment, I empower my team to make discussions, but hold them accountable for their decisions, but also that we need to empower staff through education. Staff cannot be expected to know how to use new technology without some form of education and understanding. “I” is for Innovation, innovated in our mindset, we are here to solve problems; thinking outside the box and producing multiple solutions to present to the business and working with the business to select the right solution. And finally, “T” is for Teamwork, no one does it alone…not being afraid to ask for help and partner with the business. Our success as a unit is based upon our collective success and the success of the business’ mission and goals.

Adapting to Evolving Cyber Threats

In the face of constantly evolving cyber threats, adaptability and resilience are essential. Continuous education through conferences, articles, peers, and training as well as the evaluation of new technologies help us stay abreast of emerging risks. We remain proactive in updating procedures and protocols to mitigate both known and unknown threats effectively.

Balancing Security with User-Friendliness

As a CIO with security responsibilities, at times there are delicate balances between security, user interface (ease of use), adoption and satisfaction, especially in government where staff are accustomed to doing things a certain way and are not always open to change which requires a multifaceted approach:

• Starting with what are the security requirements of the solution and then interweaving these requirements into the user interface design and workflows.
• Communication with all levels of the organization ensuring there is buy-in, which should consist of user acceptance testing prior to finalizing the solution.
• Followed by educating staff on the use of the solution. I also like to find an advocate, someone in the organization that can sing the praises of the solution and sell it to others in the organization, “word-of-mouth” advertising.

This does not necessarily guarantee “success” as there may still be persons that do not agree with the solution and/or improper user testing could also result in “failure”.

Successful Cyber Security Initiatives

I would like to say that all our cybersecurity initiatives to date have been successful; however, they are only successful until they have been compromised. The key is understanding and communication. Understanding what you are attempting to protect and from whom (internal, external, both types of threat actors), any regulatory requirements, and data classification (i.e., public, sensitive, need-to-know).  Lastly, implementing a solution that addresses the security requirements and acceptable level of risk for the organization. All security solutions need to provide balance of usability and security. If the security solution impacts staff productivity negatively, then staff will look for alternative ways to circumvent the security, which could then inadvertently lead to a data breach. A breach being any data that is obtained by someone not authorized access to the data, whether purposely or by accident due to the mishandling of the data.