Cyber Risk Oversight

In the modern corporate world, Cybersecurity Risk Management, or simply Cyber, isn't merely a technical problem. It's a business one. The caveat is, it's often considered solely the IT department's headache. However, Cyber should be a primary component in your corporate strategy. If it's not? Well, you're not alone, but you're on the wrong path. A staggering 83% of company boards admit they lack confidence in their Cyber resilience, per a WEF report. Incredible, isn't it? But then again, it's not entirely shocking. John, a seasoned CEO, used to quip: "We have an IT team, why would the board bother with cyber threats?" That's a common sentiment, but it has a fatal flaw - it assumes that cyber threats are just an IT, or technology, issue. But really, a data breach, a data privacy concern, or a network outage, isn't merely an IT problem; it's a business catastrophe that can be systemic in nature and/or lead to lost revenue, reputation damage, and legal fees lasting years. Simply delegating Cyber to the IT department is like trying to pilot a jumbo jet with a single person with handlebars and peddles. It may work, but not for long. Now you might be thinking, so what can a board do about Cyber threats? The board isn't populated by tech experts, after all. The board doesn't need to be tech savvy, they just need to be risk savvy. Here's a thought - start by bringing Cyber Risk Management to the board. Make them aware of what Cyber is and is not. Make them aware of the terminology. Have the board review and approve the cyber strategy, demand regular risk assessments, and ask tough questions about cyber preparedness. Most importantly, don't let IT speak jargon. Insist on clear language, real-world impact analyses, and straightforward risk metrics. And remember, the board's role isn't to manage risk but to oversee risk management. Moving on, let's delve a bit into the economic implications. A solid understanding of Cyber economics is key to board oversight. It's not just about how much to spend on Cyber, it's about how to invest in Cyber. It's about connecting cyber risk to financial performance. It's about understanding how a security breach could hit the bottom line. It's about factoring Cyber into M&A due diligence. It's about recognizing Cyber as a part of the company's ESG profile. This means that each board member needs to wrap their head around the financial repercussions of cyber threats. How will a data breach affect revenue? How will a ransomware attack impact profit margins? What are the potential legal costs of a cyber incident? These are the kind of questions that board members should be asking and that your cyber risk management team should be answering. To sum it up, in an era when "technical" risks can bring even the mightiest corporation to its knees, board oversight of Cyber Risk Management isn't a luxury; it's a necessity. So, if Cyber isn't yet on your board agenda, isn't it about time it made the cut?