The Real (Business) Value of Cybersecurity
Security isn’t just about stopping threats—it’s about enabling business outcomes. What so many security leaders don’t seem to recognize is that they are *part* of the business. This misperception can doom security programs to be reactive, outsider organizations.
Here are five reasons why cybersecurity should be viewed as a business enabler, not a cost center, and some guidance on how a CISO can earn a seat at the table with the rest of the C-level executives.
First and most importantly, Cybersecurity is a business problem, not just an IT problem: Security decisions impact revenue, reputation, and growth. Protecting data means protecting trust. I’ll say it louder for those in the back. Cybersecurity is a business problem, not an IT problem.
Second, you must align security with business objectives, not just IT priorities. The security team should be embedded across all business units—finance, marketing, advertising, and corporate strategy—to support their strategic objectives. For instance, the finance team needs security that ensures data integrity and compliance but also helps in reducing fraud risk and ensuring smooth transactions. Marketing requires secure platforms for customer engagement and trust-building, particularly when handling sensitive customer data. Advertising benefits from security measures that protect user privacy while enabling targeted campaigns. Corporate strategy benefits from risk-informed decisions that help achieve strategic goals without compromising security.
If your security program is nested under the IT organization, you may encounter budget and prioritization friction. Worse, you are going to miss out on providing strategic value to other business units, increasing the cost of delivering security services to the rest of the business.
Third, change your approach from reactive to proactive strategies: Security must provide value by addressing risks before they are actualized, helping all business units make well-informed, risk-based decisions while achieving their objectives. For example, integrating security into corporate strategy can foster innovation while ensuring regulatory compliance doesn’t slow down business growth.
Fourth, measure value, not just costs: A strong security posture leads to improved customer confidence and business continuity, driving competitive advantage. Security should empower business decisions, not be a hindrance to progress. It is critical to recognize that a mature and well-integrated culture of security across a company is a risk reducer, but no program can remove risk entirely. ROI is sometimes hard to calculate for cybersecurity programs, so speaking the language of the business and defining tolerance for risk of business disruption is essential.
Fifth, focus on outcomes, not outputs: Security should enable business differentiation. This is sometimes tough for security leaders to accept, but the CISO owns all security outcomes. Many of those outcomes you cannot control, but a key part of the CISO role is to influence. To influence your peers and upstream executives, you must understand their objectives and goals. True security focuses on reducing risk while empowering strategic growth.
Organizations that treat cybersecurity as a business enabler will drive better decision-making and stronger outcomes.
How has cybersecurity helped your organization achieve strategic objectives? Share your thoughts!
