How to drive cybersecurity as a top business priority

Executive Summary: Elevating cybersecurity to a top business priority requires unified efforts across all organizational levels. Aligning strategies to address critical risks ensures a more resilient enterprise, as highlighted in Red Sift’s recent webinar.​

This article:

• Emphasizes the collective responsibility in protecting enterprise security.​
• Discusses aligning strategies to mitigate critical risks effectively.​
• Provides a recap from Red Sift’s recent webinar on elevating cybersecurity priorities.

Introduction

Everyone has a role to play in protecting the enterprise. Whether you’re shaping strategy or implementing solutions, aligning efforts to mitigate critical risks ensures a stronger, more resilient enterprise.

If you missed Red Sift’s recent webinar on “From Data to Buy-In: Driving Cybersecurity as a Top Business Priority” we’ve got you covered. The session brought together panelists Christopher Hetner, Dominique Shelton Leipzig, and Kumar Dasani, moderated by Managing Director of Resilience Strategy at Red Sift, Sean Costigan. 

Watch the live briefing below or keep scrolling for the written recap:

How can you prioritize risks and communicate with leadership?

Prioritizing cybersecurity risks is critical to ensuring resources are effectively allocated, yet Chris noted how 70-72% of board members feel uncomfortable with the level of risk and visibility they have over cyber threats that impact their company. A crucial step is identifying the top risks that pose a systemic threat to the organization. This includes an informed risk assessment approach, with Kumar urging organizations to “clean their house first” by addressing the basics first, offering examples of internal vulnerabilities like poor MFA implementation or unprotected endpoints. Taken as a part of a holistic plan, such foundational measures can significantly reduce the attack surface while building credibility with the board.

“70-72% of board members feel uncomfortable with the level of risk and visibility they have over cyber threats that impact their company.”

Christopher Hetner

Cyber Risk Advisor, NACD (National Association of Corporate Directors)

Effective communication with leadership was another key theme. Sean highlighted the need for CISOs to present cybersecurity risks in plain risk language, focusing on actionable insights rather than overwhelming details. For example, discussing the financial and operational impact of a potential ransomware attack resonates more with board members than technical jargon. Dominique added that contextualizing risks within the framework of revenue, operations, and strategy increases the likelihood of securing funding and support for necessary actions. Boards are on alert: a recent analysis of 923 shareholder derivative actions in the last 12 months shows that two-thirds dealt with privacy or cybersecurity issues naming board members specifically. 

Likewise, demonstrating measurable progress is essential for building trust. Kumar pointed out that boards value CISOs who can clearly show how their efforts reduce systemic risks and improve the organization’s security posture. This includes implementing quick wins and holistically aligning cybersecurity investments with the organization’s long-term goals. By framing security as a strategic enabler, CISOs can foster a deeper understanding and commitment from leadership.

Leveraging data to drive actionable decisions

Data and visibility play a crucial role in helping organizations identify risks and allocate resources effectively. Chris highlighted the importance of using Annual Loss Expectancy (ALE) analysis to quantify the financial impact of potential threats. This involves analyzing company-specific factors, such as industry verticals and revenue streams, alongside external data like risks by sectors, macroeconomic trends, and regulatory changes. Through clear and actionable data, CISOs can help boards prioritize investments and avoid viewing cybersecurity as a reactive expense.

The panelists also noted the growing risk posed by third-party vendors and suppliers. Chris revealed that 70% of cyber incidents originate from external sources, emphasizing the need for continuous monitoring and oversight. CISOs must proactively assess supply chain risks and implement measures to mitigate vulnerabilities, such as regular audits, contractual security requirements, and ongoing stress testing.

Continuous visibility of risks to the digital estate is also essential, not only to assess risks but also to identify opportunities for improvement. Dominique shared an example of how clear, contextualized data is a critical need for a Fortune 500 board to take decisive action on security investments. She further noted that organizations need actionable asset inventories of the digital estate to help eliminate blind spots. When risks are tied to potential business outcomes—such as revenue protection or regulatory compliance—boards are more likely to fund cybersecurity initiatives and support cross-functional collaboration.

Integrating security across the enterprise

Collaboration across departments is vital for creating a robust cybersecurity strategy. The panelists agreed that CISOs must work solo and collaborate closely with cross-functional teams, as Dominique noted there is a need to bust through silos and CISOs should not be operating separately from others, it has to be an integrated approach to avoid technical blind spots that CISOs might not see. By working together blindspots can be minimalised. 

Proactive engagement is also key to fostering collaboration. By framing security as a shared responsibility, CISOs can build partnerships across the C-suite and ensure alignment on critical initiatives, rather than a ‘set and forget action. Chris added that this approach also helps CISOs position themselves as credible business partners who contribute to innovation and growth.

“CISOs should not wait to actively insert themselves into discussions and demonstrate how cybersecurity supports the organization’s broader goals.”

Kumar Dasani

Award-winning (and recovering) Global CISO

On the matter of budgets, there was wide agreement that cybersecurity should be part of long term capital budgets. Innovation budgets can dwarf security, but integrating security into innovation budgets is being done now, which often have more flexibility than standalone cybersecurity allocations. Dominique noted that embedding security into new projects enhances resilience and reinforces the critical understanding of cybersecurity as a business enabler. By aligning cybersecurity with enterprise priorities, CISOs can ensure they remain integral to the organization’s strategic direction.

Bridging the gap between security and strategy

To conclude the panel gave final guidance to CISOs struggling to breakthrough, including how to move away from the perception of cybersecurity as a “cost center”, where CISOs must align security strategies with enterprise risks and opportunities ensure leadership buy-in and long-term success to demonstrate value as a driver of business resilience and innovation.

“There is a growing need to break down silos and embed cybersecurity into the core of business decision-making.”

Dominique Shelton Leipzig

CEO, Global Data Innovation 

In short, to effectively navigate cybersecurity challenges, CISOs must focus on prioritizing risks, leveraging data, and fostering collaboration across departments. By aligning security strategies with business goals and communicating effectively with leadership and communicating this in clear terms with the board, CISOs can drive meaningful progress and ensure cybersecurity becomes an integral part of enterprise resilience and innovation. The path forward is clear: build bridges, focus on what matters, and turn challenges into opportunities.

Understanding how to align risks with the right tools and priorities can be a challenge, but Red Sift is here to help. Stay ahead of rapidly rising cybersecurity threats and gain visibility into your digital assets by speaking to the team today.