The role of C-suite in cyber security incident prevention

Yet too many executives cling to the belief that they are too small to be targeted, that their IT teams and initiatives will be sufficient protection or that their data is already completely protected (a surprising 64%). So, for cyber specialists trying to get the business to take cyber security more seriously and invest more, how can they secure the necessary investment to keep the business safe?

Shifting this mindset requires framing cyber security not as a technical afterthought, but as a strategic priority tied directly to survival.

Debunking the myths of complacency

The most pervasive myth – that small businesses cannot be attractive targets for cyber criminals – is easily disproven in the market. Small businesses are often targeted precisely because of their lack of preparedness and robust defences. A 10-person firm with weak email security is as attractive as a Fortune 500 company if it provides a payout. Now, cyber criminals automate attacks, scanning for vulnerabilities indiscriminately, meaning ROI is guaranteed for bad actors as long as someone folds.

Similarly, leaders who say “they have never been breached misunderstand the nature of modern threats. Attacks are inevitable; preparedness merely determines whether they become catastrophes.

“In almost every industry and at every company size, the majority of businesses are targeted by attacks each year. Yesterday’s luck won’t stop tomorrow’s breach.”

– Cy Sturdivant, Partner, Forvis Mazars US

Another dangerous assumption is over-reliance on external IT providers. This year’s Verizon DBIR has a section titled “It is third party and we will breach if we want to” – the overarching theme of the data indicating that complex supply chains and digital ecosystems lead to more prevalent and more devastating incidents.

Empower the CISO as a storyteller

A Chief Information Security Officer (CISO) must act as both educator and strategist. When leaders show fleeting interest – say, after reading about a breach – the CISO should pivot quickly to scenario-based planning. For example: “If our accounting team’s emails were compromised today, how would we isolate the threat? Let’s review our response playbook.” 

Leverage real-world scares

When competitors or similar-sized organisations are hit, seize the moment; executives respond most to relatable scenarios. Finding incident reports for competitors, or even just similarly sized businesses in the industry, will be the most compelling argument for investment.

Building credibility is key. CISOs should benchmark against peers, both in terms of real-world cyber incidents and in terms of how competitors are securing their own organisations effectively. Concrete examples facilitate concrete discussion, and CISOs can use these incidents to ask leaders: Could we recover faster? Would our insurance cover this? What would the impact be on our reputation? This can help drive much needed buy-in and investment.

To turn abstract threats into boardroom priorities, anchor them in real numbers:

●     The average cost of a breach is up to nearly $5 million

●     It takes 292 days on average to identify and contain breaches involving stolen credentials

●     70% of organisations in 2024 experienced a significant or very significant disruption to business as the result of a breach

●     22% of breaches are caused simply by human error with no need for bad actors, likely as the result of poor workforce education or lax policies

To make risks tangible, try translating abstract threats into financial terms: 

Downtime costs: Calculate potential losses using annual revenue ÷ 365. If revenue is $10M, one day offline costs ~$27,400. 

Reputational damage: 65% of customers lose trust in companies post-breach, impacting sales and partnerships. 

Insurance premiums: after an attack, premiums can spike by up to 200%—or insurers may deny coverage altogether.

These metrics reframe cyber security from a “cost centre” to a safeguard for revenue and reputation and can help compel investment.

Foster a culture of collective responsibility

Cyber security cannot thrive in silos. Business leaders must model proactive behaviour, such as: 

• Normalising vigilance: publicly thanking employees who report phishing attempts or rewarding teams for completing training; when the recognition comes from business leaders, it is viewed as a business- critical function, so get leaders involved in doling out acknowledgement.
• Simulate crises: run tabletop or red team exercises where executives play out responding to a breach. The pressure of “real” scenarios both builds empathy for security teams and highlights areas for improvement, again driving investment. These exercises can also help with quantifying the cost and impact of cyber programmes.

Start small, think long-term

For resource-strapped organisations, incremental steps matter and taking the slow approach could help acclimatise business leaders to the idea of more robust cyber security. Start by conducting a risk assessment and adopting the basics, then layer on more trendy or buzz-worthy additions that align with business focuses, such as AI, once the foundation is solid.

Remember, even modest investments – like $5,000 annually for phishing simulations – can prevent million-dollar losses.

The cost of waiting

The hardest sell in cyber security is urgency without a crisis, but leaders who defer action gamble with their organisation’s future. The goal is not to eliminate risk but rather to make cyber security a regular part of the conversation so it is second nature to consider and respond to it. By framing preparedness as a competitive advantage, tying risks to financial outcomes and fostering shared accountability, CISOs can transform scepticism into action.