What do you do if your boss is not prioritizing information security initiatives?

Identify Vulnerabilities: Research and document any weaknesses in your organization's current security posture. This could include outdated software, weak password policies, or lack of employee training. Potential Impact: Evaluate the potential consequences of a security breach. Consider the type of data your organization stores, potential financial losses, reputational damage, and legal ramifications. Cost of Inaction: Estimate the cost of not implementing strong information security measures. This includes potential fines, remediation costs, and loss of productivity.

Collect evidence to support the importance of infosec- cybersecurity incidents, industry compliance needs, or financial and reputational risks, present this to your boss in a clear and concise manner. Understand the underlying reasons why your boss may not be prioritizing information security - could be due to a lack of awareness or understanding of cybersecurity risks, competing priorities within the organization, or resource constraints. Demonstrate the ROI of InfoSec initiatives by quantifying the potential cost savings and benefits. Emphasize the importance of proactive rather than reactive approach to cybersecurity. Be persistent and patient as change takes time, especially in large organizations.

When your boss overlooks security initiatives, begin by understanding their perspective, possibly tied to budget or other priorities. Educate them on risks and align security with business goals, highlighting how breaches can impact reputation and compliance. Suggest a phased approach to manage costs while addressing critical vulnerabilities. Quantify risks and ROI to make a compelling case. Leverage external expertise and industry resources, like Microsoft Azure's best practices, to reinforce your arguments. Finally, if necessary, seek support from higher-level executives who recognize the importance of cybersecurity. Persistently communicate security as an essential investment for the organization’s resilience and success.

One thing I found helpful is to show losses related to risks, more than a tecnical approach, but executive instead, with this approach we can have a better strategy to bring the board to our side.

Creo que la mejor manera de lograr que se priorice en la Seguridad de la Información, y se invierta en ella, es demostrando la importancia de ésta en la empresa. Se puede lograr haciendo visibles los riesgos actuales y el impacto que produciría una brecha de seguridad debido a éstos, generando pérdidas tanto económicas, como de imágen. Se debe trabajar diariamente para generar conciencia sobre la ciberseguridad, en todos los niveles jerárquicos de una organización.

It's critically important to communicate the value of security through the language of business. This doesn't always mean tying every activity directly to revenue, as some don't really map that way, and trying to connect non-revenue functions to revenue can be seen as politically driven and self-serving. Cost avoidance and risk reduction are well-recognized business objectives performed by functions such as Legal, who have figured out how to engage with business leaders as trusted advisors and value enablers. No need to reinvent the wheel. Understand the business value chain, map your activities to it, figure out if you're adding value or protecting other value-generating activities, and communicate accordingly. Stay away from tech jargon.

If your boss is not very much into the prioritizing of the information security initiatives, you may, start with explaining in detail about the possible risks and outcomes that would arise because of poor security: data breaches,financial losses, and damage to reputation.Provide a brief business case centered on ROI & competitive benefits with regard to enhanced security.Support your case with industry standards and compliance requirements that would help you justify such potential investments if you were to upgrade security to have a competitive edge.Consider involving stakeholders from other departments to build broader support.If need be, consider consulting with security authorities from the outside,who will bring an authorized opinion.

Presenting the findings of the risk assessment to decision-makers, such as your boss, can be instrumental in gaining their support for information security initiatives. By articulating the potential consequences of security breaches, including financial losses, reputational damage, and regulatory non-compliance, organizations can effectively convey the urgency of investing in cybersecurity measures. This enables organizations to allocate budget, personnel, and other resources more effectively to address critical vulnerabilities. By demonstrating a proactive approach to managing risks, organizations can enhance their overall security posture and resilience against cyber threats.

If boss is not take care about the risks or persist not to understand the impacts, you can do very few things, one of them is to show the real cases and try to adopt the situations by making disaster demos for his/her perimeter. You can get an external help (consultants) which makes assessment and explain the possible cases from objective language . If still persists and if you can, escalate it to his/her senior/boss about possible financial/ monetary losses , this is a little bit dangerous for you future career but could work if there is real danger and your boss is not taking care of it.

You should analyze the risk reduction impact of each initiative to the bussiness. Take into consideration other involved departments needs and calendar in order to define the priorities and ensure project success. Propose the sorted initiatives list to your boss highlighting how this security strategy aligns with business strategy and how it reduces the linked risks over the time.

Frame it as a Business Risk: Shift the conversation from technical jargon to business impact. Research data breaches in your industry and showcase the potential financial and reputational damage they can cause. Highlight the possibility of legal repercussions or regulatory fines if data is compromised. Focus on Benefits, not Just Costs: Acknowledge budgetary constraints, but showcase the cost-saving benefits of strong security. Present information security as an investment that protects valuable data assets and avoids costly disruptions.

Catch the Person - not the Role! Our experience shows that prioritisation of information security can be achieved by inspiring the board, IT and employees in parallel with tangible methods and results that also reach a boss not only in the role of the boss who releases the budget, but also, for example, as the father of a family. Example - we carried out a simulated cyberattack on an administration in such a way that a colleague from reception realised that a 2FA procedure not only protects her data at work, but also her daughter's Instagram account, for example. When the results were presented, she stood up and clapped -> boss felt it was relevant -> IT department was accepted!

Security should be horizontal to all vertical initiatives. We need to tackle security as if it goes without saving with other initiatives - it doesn't need to get prioritized separately. When you adopt DevSecOps, its already in. That becomes part of culture!

First you will need to analyze your boss and see what are resources which consider as valuable to the boss. Then refer to those resources and find evidence of cybersecurity incidents and damage and present them to your boss. It is important to communicate with the boss's language.

1. Boss is not technically aware: Set up meetings with the boss and provide education regarding risk and risk acceptance. Frame it as to how it will help and/or hurt the business. Hopefully this will change the perception and the items can be implemented 2. Boss is technically aware: Set up meetings and go straight into risk and acceptance. If the boss still chooses not to implement the initiatives, then you must make a decision. Are the initiatives worth escalating? If so, have the same conversation two-levels up. If not, you have made your boss aware of the risk, in writing, and the boss has accepted the risk.

The approach of educating about information security is spot on. It's crucial to frame it as a business enabler, not just a protective measure. By making analogies to physical security, it becomes relatable, making it easier for non-tech savvy individuals to understand. Additionally, emphasizing the competitive advantage and reputation protection aspects can help underline the business value of robust information security. Education should consider the fact that every employee contributes to the risk profile of the company and its assets and the better educated they are, the more likely they will assist and participate in response programs. Attacker focus on the weakest link, and that's typically the uneducated employee.

I‘ll leave … and because LinkedIn prefers at least 125 characters here are some more rather unnecessary but gap-filling words. :)

I would propose emphasizing the importance of cybersecurity investments as a part of private business responsibility in the entire cyber resilience. Broadening of potential implications of breaches to clients' and partners' reputation could also highlight the role of cybersecurity in reputation managament and philosophy of doing business responsibly.

The key is to approach the subject carefully. Highlight how robust security protocols can serve as a competitive advantage, safeguarding company integrity and customer trust. Avoid intimidation tactics; instead, focus on positive results. Use simple-to-understand analogies, such as comparing digital security measures with the basic act of locking the doors of a store, to clarify the importance of the concept. This approach makes complex information more digestible, promoting a proactive stance towards security.

We could start by framing the conversation in a positive way, acknowledging your Organization’s perspective while gently highlighting the importance of information security. Also Sharing relevant examples or case studies to illustrate the potential impact of security breaches on the organization. Offer to provide additional information or resources to help your Organization better understand the risks and benefits of prioritizing security initiatives. Use language that emphasizes collaboration and finding solutions together rather than placing blame or creating conflict. Additionally, be open to listening to your Organization’s concerns and perspectives to foster a constructive dialogue.

To convince your boss to invest in data security, you can: 1. Frame the issue as a business risk by focusing on the impact and quantifying the risk. 2. Present a cost-benefit analysis by highlighting ROI and proposing a gradual implementation. 3. Demonstrate alignment with industry standards by researching compliance requirements and potential competitive advantages.

To convince the bosses, you need to speak their language: Money The easiest way to convince bosses is to show them something that will make them money or something that will make them lose money. I've never had a boss that I couldn't convince after showing them the ransomware attacks and payment figures that happened to competitors in the same country and in the same industry.

I will prefer to share some use case and examples similar to our work and possible security risk which will be more helpful to convince my boss to think more about information security.

To effectively invest in security, consider these key points: 1. Understand your product and its specific security requirements. 2. Prioritise security measures relevant to safeguarding assets. 3. Coordinate closely with other teams to ensure a cohesive plan. 4. Designate a capable leader to oversee execution with top priority. 5. Thoroughly assess and plan for costs associated with security measures. Following these practices will provide clarity on whether security enhancements are necessary, and if so, how to optimize spending and strengthen our security program based on the unique aspects of our product and assets.

Agree with using the common unit of measure for businesses: $$$. There are good quantitative/semi-quantitative approaches that help to arrive at a defensible conclusion. Factor Analysis for Information Risk (FAIR) is the most complete in my opinion. Remember, you only need enough information to support the decision. So, figure out what's useful and use it; defer the rest for another day.

In a previous role, I encountered a similar challenge when my boss underestimated the importance of information security initiatives. To address this, I crafted a strategic proposal detailing the potential consequences of neglecting security measures, along with a comprehensive plan outlining the benefits, costs, and a realistic timeline for implementation. By framing the proposal in terms of business continuity and risk mitigation, I effectively conveyed the significance of these initiatives. Ultimately, my proactive approach gained buy-in from leadership, leading to the successful integration of security measures without disrupting existing operations.

Start with no cost or low cost and short timeline items. It sounds like security in this scenario isn't trusted. Build trust with success.

In my view, the strategy should be to approach our managers with a cybersecurity awareness approach. I'm not talking about evangelising on risks that could affect the organisation, but rather a contribution of technical value; with practical evidence and well-detailed possible scenarios, giving them the tools to be discerning about our projects and others.

Seek alignment not support. If everyone is aligned then the conversation is easier. Compliance, technical risk, these are all business decisions. Frame them as such and if the business wants to accept the risk then that is what needs to be done.

collaborating with other departments and team members is crucial for the success of information security initiatives. This collective approach not only strengthens the case for implementing security measures but also highlights the organizational benefits, including regulatory compliance and enhanced customer trust.

It's worth achieving a synergetical effect inside organization. Show how your initiatives can contribute to business growth to BDMs, how compliance can help avoid issues to legal department, or how expenditures can efficiently fit into financial plans to CFO. This may require additional focused presentations for each of units involved but finally can result in the crucial vote for your initiative.

In a previous role, my boss wasn't prioritizing information security initiatives despite escalating threats. I decided to leverage support by aligning with the compliance team and key stakeholders. Together, we presented a unified front, emphasizing regulatory requirements and potential risks to sensitive data. By illustrating how these initiatives safeguarded not only our organization but also customer trust, we garnered broader support. Ultimately, our collective effort compelled management to recognize the importance of information security, leading to the implementation of crucial measures to fortify our defenses. This experience underscores the power of collaboration in driving organizational change.

There maybe chances that you are going into discussions with your boss as an effect of tunnel vision. This may limit the scope and effectiveness of your proposal. So its always useful to partner with other key teams to gain deeper understanding and articulate a more power-packed proposal. The other advantage you have is that you have run it through all the other experts in the company and arrived at your proposal through consensus. So it doesnt come as a surprise to them when you present it and you will face lesser questions in the meeting when you present it in front of your boss. It will also compel your boss to take more serious note of your proposal, since it has backing from all the other SMEs.

Leveraging the IT department's initiative, which dramatically improved system reliability across functions, exemplifies the power of cross-departmental support in information security efforts. This collaborative approach not only amplifies the message about the importance of cybersecurity but also showcases its widespread benefits, including regulatory compliance and enhanced customer confidence. By involving various departments, it becomes evident that information security is not just an IT concern but a foundational aspect of the organization's overall strategy. Such unity strengthens the proposal for security measures, making a compelling case for the investment and effort required.

In my years of experience I have found the legal department the best ally to push some initiatives. This is not about scaring people out, but putting the precise legal context where it belongs. For example, in the European Union, GDPR has been a good driver for improving security. Talk with your legal department and align on objectives, then present a unified front.

In my practice internal help is useful however, the market research reports and peer comparisons are even more powerful. Internal opinions tend to be considered as bias while external ones show look we're not the only ones facing this issue.

Tener un sponsor dentro de la organización significa tener un aliado en el proceso de implementación de controles de seguridad de la información, esto no debe considerarse solo desde la perspectiva financiera, sino desde una perspectiva estratégica que trascenderá en los beneficios de adopción de los controles. En este caso no es pedir ayuda, es encontrar alianzas que fortalezcan la misión de la estrategia y así permeen el tema dentro de cada una de sus áreas, esto ayudará al proceso de implementación, y en lo posterior, en los procesos de capacitación y concientización.

I agree, it is mostly about creating links with areas that share the vision in order to achieve consensus and traction for our initiatives. I think HHRR is always a good starting point because our projects often help to automate, streamline or solve shared problems such as identity management or user education.

When pitching a security pilot, think from your boss's view. They care about projects that support biz goals, reduce risk, and deliver ROI. Frame the proposal around priorities like protecting customer data, ensuring compliance, or enabling new products. Show how the pilot reduces risk in those areas. Map out a lean plan with milestones and metrics tied to outcomes. Cover resources needed so they're confident you'll deliver. Share examples of similar projects at other companies leading to savings or competitive advantages to highlight potential upside. Connect your pilot to goals that matter to your boss. Build trust and gain buy-in.

If a full-scale implementation is intimidating, recommend initiating pilot projects. These smaller efforts act as proof of concept, showing the value of information security measures with limited resource commitment. Successful pilots yield concrete results, persuading skeptical leaders of the benefits of broader security practice adoption.

A 1-page report of a POC speaks volumes above a 10-slide powerpoint presentation. It clearly shows to your boss that you are willing to walk the talk and have come well-prepared to establish your point. It always becomes difficult for anyone to argue on real-world actionable data. Your POC should have a specific outcome and predefined KPIs, which are aligned to the values and benefits that your boss would like to see. If your POC leverages a free and open-source tool, then your boss will be more likely to accept your proposal due to no budget constraints.

I‘ll leave … and because LinkedIn prefers at least 125 characters here are some more rather unnecessary but gap-filling words. :)

Instead of just pointing out the problem, come prepared with potential solutions or compromises that address your boss's concerns while still improving security. This could include phased implementation plans, cost-effective solutions, or leveraging existing resources.

You suggest starting with a pilot project, perhaps implementing MFA for a specific department or setting up a simulated phishing campaign to assess employee awareness. As these pilot projects unfold, you meticulously track metrics like reduction in successful phishing attempts or improved login security. When the results come in, you present them to your boss—a tangible demonstration of the effectiveness of these bite-sized initiatives. Seeing the concrete benefits firsthand they realize that these small-scale projects are not only manageable but also highly impactful. It's like dipping a toe in the water before diving into the deep end—testing the waters first ensures a smoother journey to comprehensive security practices.

If large-scale implementation seems intimidating to your boss, suggest starting with pilot projects. These smaller, controlled initiatives can act as proof of concept, demonstrating the effectiveness of information security measures without committing significant resources. Successful pilots provide concrete results that can convince skeptical leaders of the value of expanding these security practices throughout the organization.

Suggest pilot projects to facilitate large-scale information security measures for the boss. These smaller initiatives offer a manageable proof of concept. Successful pilots deliver tangible results, convincing leaders of the value of broader implementation. This approach mitigates risks and demonstrates effectiveness with minimal initial investment.

That's a great approach. Starting with pilot projects allows for a more manageable and less intimidating way to demonstrate the benefits and effectiveness of information security measures. Once these pilots show positive results, it becomes easier to persuade skeptical leaders to invest in broader implementation across the organization.

Make sure you include individuals from multiple disciplines across your company. Its one thing to present a Pilot that goes successfully, but you need to capture any roadblocks or hardships during the pilot. This will help ensure future pilots go smoothly. If you test on the "IT" computers is successful, roll it out to individuals who operate differently to make sure the resolution\impact is the same.

maintaining open communication about information security is essential. By regularly updating your boss and colleagues on the latest threats and best practices, you can help foster a culture of awareness and appreciation for security within the organization. This continuous effort will lead to incremental improvements in the company's security posture over time, making it more resilient against potential threats.

I‘ll leave … and because LinkedIn prefers at least 125 characters here are some more rather unnecessary but gap-filling words. :)

Never be discouraged if your boss turns you down the first time and dont take it personally either. All leaders are good-willed and you must understand the intent behind their actions. They may want you to do better research, come better prepared or they may need more time to think over your proposal - all of which is fair and natural. So your proposal might require multiple meetings and continued discussions, making incremental progress each time, showing to your boss the persistence and seriousness you have towards your proposal. In the process, you will also definitely see how it changes your professional traits for the better.

It is very unlikely you will be received as the hero of the company for bringing unpopular security initiatives (unless there was a hack that you managed to contain). Keep the conversation going, address management concerns and make sure to also get feedback about your own work and proposals. Keep refining your project and make it in line with business objectives.

Have an open and honest dialogue. What are his or her priorities? There's always a reason and usually it is being directed by the Board. If he/she truly just being reckless and doesn't care, then create the business case rationally. How do your projects support Client Success is obtaining new business and retaining current business? Are they legal contracts mandated requirements? How do the project support Enterprise Risk Management? Etc.

If your boss isn't prioritizing information security, gather data on potential business risks from cyberattacks. Frame a meeting to discuss solutions, emphasizing how strong security can improve compliance, avoid legal problems, and in some cases provide a competitive advantage. Seek allies in other departments and present a unified front.

These executives have no problem make risk decisions when it comes to money. They have had lots of time to understand this and the positive and negative effects. I would couch cyber risk in the same context — you can’t predict the future of money in the same way you can’t predict the future of cyber. Therefore, model out the positive and negative risk of both and invest or insure against the undesired outcomes of both.

Continues dialogue is the key to convince the management about the security threats. We must inform them about the new threats and importance about the security measures required for the company and how it can be affected the revenue and operations of the company.

From my point of view, this is a priority. The importance of the issue must be fully explained to the boss. In the next phase and after convincing him, the following can be done: 1- Strategic proposal 2- pilot projects 3- Show the benefits of information security with the previous two steps compared to the past

Get a new boss! Cyber is too short to be wasted on folk who don’t get it. Can’t believe there’s a minimum character response for this A.I. training model. That should do it.

One must balance communication, persuasion, grit + determination. 📌Highlighting risks is key; overlooking is akin to inviting a thief home, then wondering at the theft. 📌Quantify Impact - Australia's lengthy data breach record offers solid statistics for argumentation. Use ACSC/ASD for credibility. 📌 In the private sector, service continuity for market position. For government, public trust is key, should be in the private sector too. There the bottom line shouts louder than the voice of caution 📌 Discussing ROI it seems redundant with a boss blind to risks or see change as a threat. Let’s not wait for a data breach to be the trendsetter in our industry, shall we? Being a headline for the wrong reasons is hardly the award we want

Engaging executive stakeholders, including managing up to your boss and their stakeholders, means building several skills and developing good content. Be confident you have a strong business case; articulating that gets easier with practice yet it will always take some time to do your homework.

Actualmente se ha fortalecido el entendimiento del valor que los datos y la información aportan a los procesos core del negocio, esto conlleva a la generación no solo de nuevos estándares de la industria sino también al robustecimiento del marco legislativo tanto local como externo. Estar al día al respecto, dependiendo del giro del negocio, permite identificar obligaciones existentes en materia de valor probatorio, confidencialidad, controles de seguridad, plazos de conservación, procesos para compartir o transmitir información, entre otros; esto no solo da guía en la estrategia sino que permite tomar acciones que prevengan la imposición de sanciones pecuniarias y el correspondiente daño reputacional. ¡Haz que la dirección sepa de esto!

Unfortunately my boss always prioritizes information security initiatives :D jk Out of Joke, it is true that in most of the organizations, management is not prioritizing info sec initiatives. The main problem I see here is, management is with lac of understanding and awareness about the impact of a security breach and how it will directly affect to organization revenue. It is important to make the awareness. Mean time with the initiative it is always important to show how important it is to organization and benefits of the initiative (both commercial and non commercial). This will help to convince the management.

Understanding why your boss is de-prioritizing security is key. There are many competing demands on always limited resources and by understanding the business priorities you are better placed to reposition security concerns and issues in the context of the business. You might also be able to see ways to consolidate security spending to meet short and mid-term business investments.

Consider the benefits. Can the business make more money if it stands out from the competition by being secure? Management likes solutions and benefits, don't try to scare them with risks. Entrepreneurs thrive in risky environments.

Security is important, there is no doubt on that but sometimes the business needs to accept the risk due to the remediation being outside of the budget or some other business consideration. Make sure the decision-makers are aware of this, and that you've done your due diligence to mitigate as best as possible if a full remediation is not possible. Document all of this on whatever risk you are trying to solve for, and re-evaluate it at a later date. Ultimately this is for the protection of yourself and the company long-term.