Crucial Questions From CEOs and Boards

The smartest CTOs I know don't tolerate conversations about "velocity." Not "engineering velocity" or "product velocity" — they redirect the conversation to make sure there's a clear business strategy, then a clear product strategy to implement the business strategy, and then a technology strategy1 in turn. This redire

Thus, presenting a sky-is-falling scenario to justify a fatter security budget, “does not resonate at the board level,” she said in her talk. “Board members must be very optimistic; they have to believe in the vision for the company. And to some extent, they don’t always deal with the reality of what the situation really is.

To improve decision making at this level, the metrics provided by the security team must be risk based and framed in a way that aligns with business drivers.

The answer, I believe, lies in fostering a strong cybersecurity culture within organisations. It’s not enough to simply implement technical solutions and hope for the best; we must fundamentally change the way we think about and approach cybersecurity. This means embedding security into every aspect of an organisation’s operations, from the boardro

Both Easterly and Zhora stress the importance of communicating cyber risks in a language that resonates with business decision-makers. This enables informed decision-making when allocating resources to cybersecurity initiatives. By aligning cybersecurity efforts with business goals, organizations can view cybersecurity not merely as a constraint, b