CIO OPINION which is now a crucial consideration for every business . One of the best ways to assess existing resilience levels is to test how well security and IT teams and their processes and technologies respond to , and recover from , unexpected cyber-incidents .
In this test scenario , the aim is to assess the response and identify key areas for improvement in both protection and mitigation strategies that go beyond just cybersecurity and examine every part of the IT estate where vulnerabilities are found to exist . This is only possible when the process itself covers all aspects of the response , ranging from tech issues and challenges , to employees , training levels and established protocols . Without the full involvement and consent of both the CIO and CISO , improvements will be very hard to deliver .
In addition , there ’ s the growing list of challenges presented by constantly evolving / expanding regulation and compliance requirements that today ’ s businesses face . Here , the C-suite must work together closely to ensure they are operating within the parameters of key legislation on an operational level ( of particular interest to the CIO ) and that their security is sufficiently robust enough to minimise the risk of a data breach ( which falls under the remit of the CISO ).
Once again , without a high level of collaboration and consent between the CIO , CISO and wider C-suite , delivering the kind of joined-up approach required will
be difficult to achieve , putting the organisation at risk of regulatory fines and reputational damage .
By aligning behind common organisational goals , CIOs , CISOs and their respective teams can quickly start to establish working processes and practices that benefit everyone involved . This level of co-operation also enables teams to navigate the increasingly complex digital technology landscape together and identify the best solutions to meet evolving business needs .
Organisational maturity can also play an important role in future-proofing leadership teams against inevitable personnel changes at the top . Given the typical tenure of a CIO and CISO is just three to five , embedding robust processes into their areas of responsibility is now vital for minimising disruption in the event of key personnel leaving .
In every business , CISOs and CIOs naturally have their own differing agendas , duties and priorities .
However , it ’ s crucial that both roles also acknowledge the growing number of common goals they also share .
As IT and data security become increasingly intertwined , the ability for CISOs and CIOs to collaborate effectively in pursuit of common business goals has become a key factor in determining how well organisations can protect their data , optimise operations , and ultimately , help ensure their long-term future is secure . p www . intelligentcio . com INTELLIGENTCIO LATAM INTELLIGENTCIO LATAM 41