Not long ago, I was working on a speech and found myself trying to come up with a phrase that encapsulates the difference between organizations that really make cybersecurity a part of their culture and those that merely pay it lip service and do the bare minimum (think ‘15 pieces of flair‘). When the phrase “security maturity” came to mind, I thought for sure I’d conceived of an original idea and catchy phrase.
It turns out this is already a thing. And a really notable thing at that. The graphic below, produced last year by the Enterprise Strategy Group, does a nice job of explaining why some companies just don’t get it when it comes to taking effective measures to manage cyber risks and threats.
Very often, experience is the best teacher here: Data breaches have a funny way of forcing organizations — kicking and screaming — from one vertical column to another in the Security Maturity matrix. Much depends on whether the security professionals in the breached organization have a plan (ideally, in advance of the breach) and the clout for capitalizing on the brief post-breach executive attention on security to ask for changes and resources that can assist the organization in learning from its mistakes and growing.
But the Security Maturity matrix doesn’t just show how things are broken: It also provides a basic roadmap for organizations that wish to change that culture. Perhaps unsurprisingly, entities that are able to manage that transition typically have a leadership that is invested in and interested in making security a core priority. The real trick is engineering ways to influence the leadership, with or without the fleeting momentum offered by a breach. Continue reading →