Much of a security leader’s job is spent in stakeholder management, managing up and down the organisation.

More often than not, it includes C-level and board-level presentations. Too often, this is just to confirm “Are we safe? Are we compliant?”

The risk of this is the Board, and CFO may think it is somewhere where the investment can stop.

A modern leader needs the business and soft skills to own the room, the ability to position cyber as an investment, and in today’s market the skill to secure the space to experiment, fail fast, test and learn.

Key Takeaways:

  • Board understand cyber security priorities in terms of risk, strategy, and culture
  • There is an onus on the CISO to educate the board and understand the board’s risk appetite
  • There are four layers of cyber security perspectives: cyber controls, regulatory compliance, commercial approaches to cyber security, and ethical risk
  • CISOs should partner with CIOs to communicate effectively with the board and create a cohesive end-to-end strategy
Contributors
Claudine Ogilvie CEO at HivePix, ADAPT Advisor, and former CIO at Jetstar
Entrepreneur, CEO and board director with 20 years’ experience in strategy, technology leadership, and innovation. Claudine is the Managing Director of O&O... More

Entrepreneur, CEO and board director with 20 years’ experience in strategy, technology leadership, and innovation. Claudine is the Managing Director of O&O Consulting, co-founder and CEO of HivePix, and a Non-Executive board Director for Cuscal and Scyne Advisory. Claudine was awarded Top CIO50 in Australia in 2016. She has expertise in data, artificial intelligence, quantum computing, cyber security governance and risk management.

Previously, Claudine was a Non-Executive board Director for Youi Insurance. Claudine led the Digital and Data businesses and innovation for Compass Group Asia Pacific, and was the Group Chief Information Officer (CIO) for the Jetstar Group of Airlines (Jetstar’s Branded Airlines include Singapore, Japan, Vietnam, ANZ businesses & JVs), and Ridley Corporation; She led Consumer and Industrial Markets (CIM) at KPMG; and broad industry experience in sales, marketing, and product management.

She is a 2015 graduate of the Australian Institute of Company Directors (GAICD). She has completed a Quantum Computing course at Massachusetts Institute of Technology (MIT), has a Bachelor of Business from the University of Technology Sydney, Australia (B.Bus) and a Diploma of Business Management from the Ecole Supérieur de Commerce Reims, France (Dip.Mgnt).

Claudine is also an advisor and coach to innovative and bold leaders from a variety of industries. She is a champion for diversity, inclusion, ESG and the role it plays in business and leadership effectiveness.

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Aparna Sundararajan Senior Research Strategist
Aparna Sundararajan leads the emerging and disruptive technology research agenda within ADAPT’s strategic advisory team. As Senior Research Strategist, her role is... More

Aparna Sundararajan leads the emerging and disruptive technology research agenda within ADAPT’s strategic advisory team. As Senior Research Strategist, her role is to create independent advice for the Australian C-Suite around emerging technologies, trends and investment priorities and developing industry leading content for the ADAPT portfolio of Edge events.

As a technology analyst and marketer, Aparna aligns the burning issues of senior executives with digital business dynamics and emerging technology capabilities to create strategic advice for ADAPT’s Members and Strategic Partners.

Aparna has had 12 years working in the IT services sector, much of it with Gartner, where she developed independent advice for senior IT managers on the emerging roles and responsibilities they face in digital technologies, digital customer behaviour, and business model transformation.

 

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