Taking the Lead in Cyber Resilience
In just a few years, cyber has transformed from the nerd in the corner into the Kim Kardashian of risk. Everyone, it seems, has an opinion on the issue. That’s because it’s serious — businesses can be built on, and destroyed by, cyber risk.
The World Economic Forum’s Global Risks Report 2019
ranks cyber attacks among the top seven risks facing the planet in terms of likelihood and impact, while high-profile CEOs including Warren Buffett of Berkshire Hathaway and Jamie Dimon of JPMorgan Chase see them as the number-one threat to business.
Although the private sector’s investment in protective tech and compliance has increased, few business leaders feel they have a clear understanding of cyber risk and confidence that the necessary safeguards are in place at their firms.
Practical advice for directors on this issue is still hard to come by, so here are some straightforward ways to improve your board’s grip on cyber risk.
1. Lead from the front
Effective cyber security requires leadership, which should come first from the board and then from the executive responsible for this aspect of the business. This is the other way round in many companies, with boards looking to their security leaders for guidance and objectives. Ask your cyber exec to explain the threats facing the organisation. Then give them clear guidance on how quickly you want these addressed and what level of risk you can live with.
2. Talk to your CISO
Few chief information security officers (CISOs) have a close relationship with the board in their organisations — many do not report to it directly. Meanwhile, the chief information officer, who has a very different mandate, often covers cyber security at the most senior level, yet IT operations and security priorities frequently conflict. Boards can learn a lot from how security and technology leaders work together, but the best way to do this is to consult both.
3. Ask all the right questions
To understand your firm’s level of resilience, ask your security leader to tell you: what data systems and assets you have, where they are and which are important (most aren’t); what scenarios are most worrying and how your controls will prevent them; how you will find out — and how quickly — when something goes wrong; and how the organisation will respond if the worst happens, plus its chances of recovery. Use their answers to guide your incident response plan.
4. Demand clarity in reporting
Research by Willis Towers Watson has found that 96 per cent of board members want to invest more in cyber security. What’s stopping them? Security reporting can often be qualitative (terms such as “high”, “medium” and “low” risk can be interpreted differently) or unrelated to business goals. Insist on risk assessments that quantify the likelihood and impact of a cyber security breach. How does the potential cost of an incident compare with the investment you are being asked for?
5. Get more from your non-execs
Not every company needs a “Cyber Ned”, but it is crucial to have someone on the board who has enough experience and knowledge to ask the specialists’ right questions. That person could have led an executive-level response in the past or observed how other firms’ boards approached a cyber incident. The challenge here is to get the appropriate skills on your board. Don’t assume that your most technically literate board member, such as a former chief information officer, will automatically fulfil this role. Instead, assess the capabilities of the board and form a plan to address any gaps in knowledge.
6. Play your part in simulations
Our research indicates that only 13 per cent of board members feel they have learned from their firms’ security mistakes. A key contributor to this is a lack of understanding about how to handle a crisis. All companies should regularly test their readiness. This can be done as a desktop exercise, but it’s better to make it as real as possible. For instance, the IBM X-Force Command Cyber Tactical Operation Center offers a training platform that can run full-scale cyber incidents simulations. A board member should get actively involved in such exercises to practise how to respond.
7. Practise dealing with the media
Serious cyber incidents will hit the headlines, so you need to have a media management strategy ready to limit any reputational damage. Baroness Dido Harding, TalkTalk’s CEO in 2010–17, sought to do the right thing by making a prompt public announcement when a cyber attack in 2015 compromised the details of millions of customers. Yet, she still had to handle intense criticism. Bring in a public relations specialist or crisis management adviser, choose scenarios that most concern you and then stand in front of a camera and, with their help, practise how to handle a grilling from the media.
8 Focus on the human aspects
Cyber risk is seen as an IT issue, but research shows that some 90 per cent of incidents leading to cyber insurance claims resulted at least partly from human behaviour. Your HR, IT and security teams should work together on this — discuss how your company’s culture supports cyber security and risk management, and make sure your board messaging encourages staff to take risk seriously.