You can’t “compliance” your way out of culture problems.
Yet, that’s what many organizations try to do by rolling out robust, enterprise-grade security policies that are solid on paper but go unread, unenforced, and ultimately ignored.
The truth is that any security measure implemented for compliance's sake is rarely good security. A stack of robust policies does not enable a company unless it’s fully funded and properly tuned to the business objectives and business strategy.
That’s because security policies are ultimately only as strong as the corporate culture they live in. That culture springs from cross-functional alignment around how security supports the achievement of business objectives, especially at an executive level. We’ve never seen policies that exceed the corporate culture’s embrace of security contribute in a meaningful way to an organization’s resilience.
The security of an organization is a team sport. And we all know that the most successful teams have a strong culture, share a similar goal, and support each other.
The same applies to security. When your security program is well aligned with your business strategy and objectives, it becomes a business enabler. It helps the company reduce risk proactively, satisfy customer expectations, and move faster with greater confidence.
But when that alignment is missing?
If IT, engineering, or product teams see controls as roadblocks, they'll find ways around them to keep moving. If the leadership team isn’t prioritizing a security culture, the rest of the company won’t either. And if policies are too rigid, people will create workarounds—sometimes in ways that create even more risk.
When your organization rolls out a new policy, restructures your GRC program, or hires a CISO, it’s critical to start with a solid foundation. That means understanding not only your technical landscape but also your organizational one.
Security can’t succeed in silos. It has to be built in context with the business strategy, customer needs, and daily workflows in mind. So the first step in any successful program is to assess, plan, and align the company—starting with the executive team—on clear, strategic security goals that are aligned with and supporting the company’s business strategy and objectives. You should consider questions such as:
With that clarity, you can begin to build a roadmap and budget that aligns security efforts with your broader business strategy.
Before you hire another leader or roll out another policy, IOmergent can help you take a closer look at how your organization actually works, and what it will take to build a culture where security thrives.