How company leaders view cyber and information security: Do they know what they want and need?

Cybersecurity and information security have quickly risen to the top of executive priorities in the last decade, transforming from technical afterthoughts to board-level concerns. As threats become more sophisticated and cyber incidents more damaging, the need for robust security has become non-negotiable. But as company leaders approach cybersecurity decision-making, are they clear on what they want, what they need, and how to align these choices with business objectives in the short, medium, and long term? Let’s explore how leadership views cybersecurity and how they make these crucial decisions.

What company leaders want vs. what they need

When it comes to cybersecurity, there’s often a gap between what company leaders want and what they actually need. This divide stems from several factors:

Reactive vs. Proactive mindset: Many leaders approach cybersecurity reactively. After a high-profile attack makes headlines, they might rush to buy the latest security tools or hire external consultants to bolster defences. While these actions are well-intended, they often focus on short-term fixes rather than long-term resilience. Leaders want to avoid being the next breach victim, but what they need is a proactive, strategic security plan that aligns with their overall business goals.

Perception of security as a cost vs. Investment: Some leaders see cybersecurity primarily as a cost centre—a necessary but expensive safeguard that doesn’t generate direct revenue. As a result, they may underinvest in critical areas like staff training, ongoing threat monitoring, or security by design in software development. What they want is cost efficiency, but what they need is to view cybersecurity as a long-term investment in the company’s reputation, customer trust, and operational stability.

Overconfidence in tools: With a growing marketplace of security solutions, there is a temptation to believe that buying the right software will solve all problems. Leaders may want a silver bullet—one tool or platform that protects against all threats—but what they need is a layered defence strategy, combining technology, human expertise, and processes that can adapt to evolving threats.

The challenges of knowing what’s best for the Business

Given the complexities of cybersecurity, how do leaders navigate decision-making, especially when they aren’t experts in the field? Several challenges complicate this:

1. Understanding the threats: Cyber threats evolve rapidly, and keeping up requires constant attention. Executives may not always grasp the nuances of various attack vectors—whether it’s ransomware, phishing, insider threats, or zero-day vulnerabilities. They may also struggle to differentiate between low-probability, high-impact events and more frequent, manageable risks. Without a clear understanding of the threat landscape, it’s difficult to assess what the business needs in the short term versus what will sustain it over the long term.
2. Balancing security and business agility: Strong security protocols can sometimes slow down business processes. For instance, multi-factor authentication (MFA) may increase security but also add friction to user experiences. Leaders are constantly balancing the need for security with the need for innovation and speed in delivering services. Striking this balance is challenging, particularly if they feel that too much security hampers business growth, while too little exposes the company to catastrophic risk.
3. Vendor and consultant reliance: Company leaders often rely heavily on third-party vendors or consultants to advise on cybersecurity. While external experts can offer valuable insights, there’s a risk of becoming overly dependent on them. Leaders may find it difficult to separate vendor hype from actual needs, especially if their own in-house security expertise is limited.

Decision-making in the short, medium, and long term

Given these challenges, how do leaders make decisions about what’s best for their organisation? Decisions in cybersecurity must be mapped across three time horizons—short-term, medium-term, and long-term—each with its own priorities and trade-offs.

Short-term decisions (Immediate Needs): In the short term, leaders focus on mitigating immediate threats. This often involves plugging vulnerabilities, implementing critical updates, and responding to incidents. A quick security assessment, vulnerability scan, or patch management can address the most pressing risks. Short-term investments might also include boosting cybersecurity insurance or enhancing endpoint protection. However, these fixes are typically tactical and stopgap solutions rather than long-term strategies.

What’s Best: In the short term, companies need quick wins to manage the most immediate risks, but they shouldn’t view these actions as comprehensive solutions. Communication with IT leaders and CISO teams is critical to ensure that urgent actions are part of a broader security roadmap.

Medium-term decisions (1-3 Years): Medium-term decisions revolve around developing more sustainable security practices. This might include adopting security frameworks like NIST or ISO, investing in workforce training, building incident response plans, or rolling out more robust identity management solutions. Here, leaders need to focus on building a security culture and ensuring that security protocols are embedded into daily business operations.

What’s Best: In the medium term, leaders should focus on scalability and resilience. As businesses grow, so too will their attack surfaces. They need solutions that not only protect the current environment but also scale with future business expansions or digital transformations.

Long-term decisions (3-5+ Years): Long-term decision-making in cybersecurity is about fostering innovation and future-proofing the business. Leaders need to anticipate emerging technologies—like artificial intelligence (AI) and quantum computing—and the new risks they bring. This is also the stage where companies invest in continuous security improvement processes, such as implementing zero-trust architecture or developing robust governance models for data privacy and security.

What’s Best: In the long run, security must evolve in tandem with the business’s digital transformation initiatives. Security by design, where cybersecurity is integrated into every stage of product development and service delivery, becomes essential. Leaders need to cultivate a forward-thinking security mindset that prioritises adaptability and resilience over static defences.

How leaders can make informed decisions

To make informed cybersecurity decisions, company leaders should consider the following best practices:

1. Collaborate closely with IT and Security teams: Communication between business leaders, IT teams, and security experts is crucial. This ensures that decision-makers understand both the technical aspects of cybersecurity and how they align with business objectives.
2. Stay informed on emerging threats and trends: Leaders don’t need to become cybersecurity experts, but they should stay informed about high-level trends and risks. Engaging in board-level cybersecurity briefings, attending industry conferences, or maintaining close relationships with CISOs can help them stay ahead of the curve.
3. Balance immediate needs with strategic investments: It’s easy to focus on the next breach, but leaders should aim for a balanced approach—one that addresses immediate risks while also investing in the long-term resilience and security maturity of the organization.
4. Prioritise a security-first culture: Cybersecurity should not be seen as the sole responsibility of the IT department. Leaders must foster a culture where every employee is responsible for security, embedding best practices across the organisation.

While company leaders may not always know exactly what they want or need in cybersecurity, they are becoming increasingly aware of its importance. The challenge lies in bridging the gap between immediate concerns and strategic security investments that will safeguard the business in the future. By taking a balanced, informed approach and collaborating with experts, leaders can make smarter decisions that protect both their assets and their reputation, ensuring long-term business success in a rapidly evolving digital landscape.

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Martin Cooper

Search Partner – IT & Technology Practice

Executive Recruit

@: martin.cooper@executiverecruitment.co.uk

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