Bridging the Gap: Communicating Cybersecurity Risks to Business Leadership
Chani Simms
NCSC Cyber Advisor for Cyber Essentials | Managing Director Meta Defence Labs | SHe CISO Exec. Founder | TEDx Speaker | Virtual CISO
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IT Manager: "We need to implement multi-factor authentication with a strong password policy to mitigate credential stuffing attacks."
CEO: "So... you want me to remember another password? Can’t we just use '1234' and call it a day?"
IT Manager: "No, because that’s like leaving your house keys under the welcome mat. We need an authentication process that ensures security."
CEO: "Right. So we’re installing more welcome mats?"
IT Manager: "No! We’re making sure that only authorised people can enter. Think of it like a high-tech lock that requires both a key and a fingerprint scan."
CEO: "Ah, got it! But, can we make it optional? I hate remembering passwords."
IT Manager: Facepalms. "I'll send you a report... in big, friendly letters."
One of the biggest challenges in achieving Cyber Essentials certification and maintaining strong cybersecurity practices is effectively communicating technical risks to business leadership. Many vulnerabilities go undetected not because they are unknown to IT teams but because they are not fully understood or prioritised by management. This article explores the difficulties in bridging this gap and offers solutions to ensure that cybersecurity remains a business priority.
Challenges in Communicating Cybersecurity Risks
Technical Jargon vs. Business Language
Coming from an IT background, this is a challenge I face every day. Understanding how basic one has to go to make certain that non-technical business owners comprehend the risks can be difficult. IT professionals often use technical terminology that may not resonate with business leaders. Business decision-makers focus on financial impact, operational efficiency, and compliance rather than the specifics of security vulnerabilities.
Perceived Low Risk of Cyber Threats
Many executives may believe that cyber threats are unlikely to affect their business. The lack of immediate consequences can lead to complacency, making it harder to justify investments in security.
Cybersecurity Competing with Other Business Priorities
Cyber risks often compete with revenue growth, customer satisfaction, and regulatory compliance. Without a clear link between cyber risks and business impact, security can be deprioritised.
Undetected Vulnerabilities
Many vulnerabilities remain undetected due to insufficient asset management, lack of visibility, or outdated security practices. If vulnerabilities are not identified, they cannot be communicated effectively to leadership.
How Undetected Vulnerabilities Become Business Risks
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Unpatched Software and Legacy Systems
Outdated systems that are no longer supported can be a major entry point for attackers. Management may be unaware that unsupported software is being used, leading to invisible risks.
Shadow IT and Unauthorised Applications
Employees may use unsanctioned software and cloud services without IT’s knowledge. These unmanaged tools can introduce vulnerabilities that remain off the radar.
Human Error and Poor Security Awareness
Many cyber incidents occur due to employee mistakes, such as clicking on phishing emails or using weak passwords. If these risks are not properly documented and reported, they can remain invisible to decision-makers.
Improving Communication Between IT and Business Leadership
Translate Technical Risks into Business Impact
Instead of discussing complex technical vulnerabilities, it is important to explain how a security risk could lead to financial loss, reputational damage, or regulatory fines. For example, rather than stating that outdated software needs to be patched, it is more impactful to explain that a cyberattack on the outdated software could result in a significant financial loss and reputational harm.
Use Real-World Examples and Case Studies
Providing real-world examples of businesses that suffered cyberattacks due to poor security practices helps leadership understand the risks. It is also helpful to highlight regulatory requirements and legal implications of non-compliance.
Implement Regular Risk Assessments and Reports
Conducting regular vulnerability assessments and presenting the results in an easy-to-understand format is crucial for ensuring that risks are visible to leadership. Visual aids, such as dashboards and risk heatmaps, significantly enhance comprehension and help highlight priority areas. In my experience, incorporating visuals makes it much easier to communicate vulnerability results effectively.
To support continuous improvement, we utilise Cyber Essentials-specific dashboards, enabling our customers to monitor how they are managing vulnerabilities and staying compliant with Cyber Essentials standards. These dashboards provide transparency and accountability, helping everyone involved to take an honest and proactive approach to managing IT assets.
Engage Leadership in Cybersecurity Drills and Awareness Training
Cyber incident response simulations can illustrate the potential impact of a breach. Additionally, offering non-technical cybersecurity awareness sessions for executives can help improve their understanding of risks and mitigation strategies.
Make Cybersecurity Part of Business Strategy
Ensuring that cybersecurity discussions are included in board meetings and strategic planning helps align security initiatives with business objectives and risk management.
Conclusion
Communicating cybersecurity risks effectively is critical for ensuring that vulnerabilities are identified, prioritised, and mitigated before they become major incidents. By bridging the gap between technical and business language, aligning security with business goals, and using real-world impact examples, organisations can ensure that cybersecurity remains a top priority at all levels.
By addressing these challenges proactively, businesses can improve their Cyber Essentials compliance, reduce risk exposure, and build a resilient security culture that extends from IT teams to leadership.
Would you like a free Technical readiness assessment for CE? get in touch with me.
This raises an important question. How much simplification is necessary, and whose responsibility is it? Tech professionals often don’t attend business school, and business leaders rarely receive formal training in technical fields—yet these two worlds must collaborate. If neither side is naturally equipped to bridge the gap, who takes ownership of clear communication? Is it the responsibility of technical leaders to adapt their messaging, or should business executives make an effort to understand the technology that underpins their operations? The reality is, both sides have a role to play. Technical experts must learn to frame cybersecurity risks in terms of business impact, while business leaders must be willing to engage with the technical aspects of their organisation's risk landscape. Effective collaboration requires shared responsibility—because in cybersecurity, miscommunication doesn’t just lead to confusion; it leads to real business consequences.
CEO at STORM Guidance
2 周Many thanks Chani - excellent advice. My view is that we need to stop trying to teach CXOs about the intricacies of cyber risk management. Most boards do now appreciate the potential losses. Absolutely, realistic and applicable analogies and scenarios also help but what we have found in analysing data from over 1000 (Sept 23') incidents to which we have responded is that there are seven board-level business strategies that directly affect cyber risk. They are essentially the 'Master Controls'. Orgs that implement these CyberSeven strategies are highly likely to be resilient to attack. Conversely, if they do not operate them they will be highly vulnerable and can expect to get popped. Using board-level speke from the get go means we don't need to translate to get the engagement. www.cyberseven.global.