Ugly, Dirty and Bad: A CISO Tale

To illustrate the profound difference between mere involvement and genuine commitment, one might borrow from the well-known breakfast metaphor of bacon and eggs. In that scenario, the chicken is involved: it provides eggs with relative ease. The pig, by contrast, is commited "all in", quite literally giving itself to become bacon. This difference is more than a cute anecdote; it’s a cautionary tale about the depth of engagement needed in modern organizations to thrive in a digital environment characterized by relentless change and existential risks.

In the sphere of digital transformation, too many companies behave like chickens. They dabble in new technologies, adopt a veneer of innovation, and pride themselves on “digital readiness.” Yet, they remain hesitant to commit the resources, cultural shifts, and strategic realignments necessary to truly harness the power of advanced technologies such as Artificial Intelligence (AI). In part, this arises from a risk-averse mindset: if a new technology fails or public sentiment changes, one can always disavow it or pivot away with minimal damage. The tragedy here is that half-measures do not build resilience or long-term viability. They only serve to postpone the inevitable disruptions that will come from competitors fully committed, those “pigs” ready to sacrifice the status quo for meaningful advancement.

I find an even starker illustration of this phenomenon in cybersecurity. In the digital underworld, hackers are undoubtedly the pigs in this metaphor: they are fully committed, investing time, resources, and creativity into discovering new vulnerabilities, monetizing security breaches, and continually evolving attack methods. They are not hampered by organizational silos, internal politics, or lengthy approval processes. Their singular mission: to exploit weaknesses for profit, gives them a formidable advantage.

On the corporate side, however, many organizations find themselves in the role of the chicken. They might roll out mandatory cybersecurity training once a year or allocate a few resources toward a new regulation or threat detection system, merely checking compliance boxes. They may even maintain a veneer of diligence through policies, procedures, and committees, yet these efforts often aim to satisfy regulators or reassure the board rather than embody a deep, strategic commitment to safeguarding digital assets. Conformity for conformity’s sake is ultimately self-defeating. It might reduce short-term legal exposure, but it does not address the fundamental vulnerabilities that linger unpatched or the skill sets that remain underdeveloped.

The Role of CISOs and the “New Kids on the Block”

Trust stands at the crossroads of politics, business, and technology. Customers, employees, and investors alike need to believe that organizational leaders are acting ethically and competently. Unfortunately, this trust is often eroded by the same performative tendencies that plague modern politics. Leaders can be more focused on optics than on fostering genuine security, durability, or innovation. Digital transformation initiatives meant to boost efficiency or expand market reach can quickly descend into mere corporate theater if they are not underpinned by genuine commitment and robust stakeholder engagement.

In the domain of cybersecurity, trust is the currency that underpins transactional relationships with customers, partners, and the public. A major breach can shatter trust overnight, undoing years of brand equity in a single blow. Given these high stakes, businesses must recognize that trust is built not through superficial involvement, but via meaningful, structural commitment to multiple stakeholders.

Trust sits at the intersection of business and technology, making the Chief Information Security Officer (CISO) arguably the most pivotal figure in preserving it. In a world often consumed by performative optics, the CISO stands out as the organizational steward of genuine security, focused on substance over show. Whether customers, employees, or investors, all stakeholders seek evidence of ethical conduct and reliable protection of their interests. Sadly, in many companies, CISO insights can be overshadowed by short-term optics or political maneuvering, and digital transformation efforts risk devolving into mere corporate theater if they lack robust stakeholder engagement and a true commitment to security.

Given that a single cybersecurity breach can erode years of trust and brand equity, businesses need more than superficial solutions to instill confidence: they require CISOs to be fully empowered, with the authority and resources to implement transformative security measures. However, the emergence of Legal Teams as the “new kids on the block” in privacy, cybersecurity or AI strategies has added further complexity. While these teams excel at interpreting regulations and meeting compliance targets, they often do not share the same depth of knowledge or urgency regarding digital risks. Their focus on form can eclipse the substance of effective trust, potentially leaving organizations vulnerable to more sophisticated threats.

For the modern enterprise to maintain genuine, lasting trust, the voices of both CISOs and Legal Teams must be integrated. Yet it is the CISO, with specialized expertise in security, risk, and technology, who should guide strategic decisions about safeguarding digital assets. By collaborating, rather than competing, CISOs and Legal Teams can balance the demands of regulation with the realities of escalating threats, ensuring that compliance becomes a platform for true protection instead of a box-ticking exercise.

Embracing the Pig’s Mindset

So how do businesses become more like pigs, fully committed to harnessing digital transformation and fortifying their cyber defenses? First, senior leadership must cultivate a culture where cybersecurity and digital innovation are not peripheral concerns but central to corporate strategy. This means embedding security into product development, operational workflows, and customer engagement, rather than treating it as a bolt-on feature. It also demands that executives be comfortable making significant strategic pivots, dedicating resources to technology investments and skill development, even when returns are not guaranteed in the short term.

Second, leaders should adopt a more holistic stakeholder perspective. Rather than prioritizing the demands of a single powerful group (be it shareholders or regulators) organizations must balance the needs of customers, employees, partners, and society. Such an approach is inherently complex but lays the groundwork for sustainable success in a marketplace shaped by public perception, regulatory shifts, and technological leaps.

Third, governance structures must empower CISOs and Legal teams to act as genuine partners in strategy, not bureaucratic roadblocks. This involves granting them a seat at the highest decision-making bodies, sufficient budgets to implement state-of-the-art solutions, and a voice that resonates equally with other C-suite executives. It means recognizing that cybersecurity, data protection, and compliance are not afterthoughts but essential elements of a resilient and future-ready organization.

Finally, CISOs (and, indeed, all organizational leaders) must be “ugly” enough to accept that meaningful transformation will be disruptive and uncomfortable, “ugly” in the sense that profound change often disturbs entrenched hierarchies and sacred cows. They must also be “bad” in the sense of fearlessly challenging conventional wisdom, taking risks that may unsettle short-term thinkers. And yes, they must be “pigs” in their level of commitment, ready to sacrifice the comfort of existing processes and structures for a more secure, innovative, and ultimately rewarding future.

From Eggs to Bacon

In an era of ever-changing market demands, intensifying competition, and sophisticated cyber threats, organizations can no longer afford to remain passive spectators of their own transformation journeys. The metaphor of the pig and chicken goes far beyond a playful anecdote: it illustrates the stark contrast between superficial involvement and the deep-rooted commitment that true innovation demands. As hackersand disruptive competitors fully invest in exploiting vulnerabilities or pioneering the next wave of digital advances, businesses must respond with an equally unwavering determination. By empowering CISOs, embracing a holistic stakeholder perspective, and ingraining security and innovation into the very core of corporate strategy, organizations can shed the “chicken” mindset and adopt the “pig’s” level of dedication. It is this willingness to challenge the status quo, address vulnerabilities head-on, and push beyond comfort zones that will ultimately separate the truly resilient and future-focused from those left behind in an increasingly unforgiving digital landscape.

Bruno Horta Soares

#SareHarder