In the age of data and digitization, cyber threats are growing. A ConnectWise survey showed 94% of SMBs have experienced at least one cyberattack — a steep increase from 64% in 2019.

Customers are also asking more questions about cybersecurity. 

Cybersecurity is increasingly important not just for protecting businesses from complete shutdown but preserving profit and trust. Incidents can drastically impede productivity, lead to huge ransom payments, or stop businesses in their tracks. As cyber incidents become commonplace, the benefits of preventing them are increasing. 

But cybersecurity isn’t the only thing IT leaders have to think about. You’re also responsible for transforming their company to be more efficient, do more with data and automation, improve employee and customer experiences, and a host of other initiatives — all of which add to the complexity of cybersecurity. 

This means successful cyber leaders — whether CISOs or IT leaders — are embracing a higher-level mission. 

The 3 core missions of a strategic cybersecurity leader 

1. Achieve an appropriate risk posture for your specific organization

There’s no such thing as “100% safe” from cybersecurity risk, which makes your job more complicated. A strategic cyber pro puts in the time to evaluate the biggest risks to their business and where the most critical vulnerabilities are — and then develop a strategy that addresses those cost-effectively. 

What that looks like depends on your industry and business model: Do you have a lot of trade secrets? Store customer PII (personally identifiable information)? Have an ecommerce website that will impact revenue if it goes offline? What you need to protect and where your vulnerabilities lie look different in each case. 

A strategic cyber pro puts in the time to evaluate the biggest risks to their business and where the most critical vulnerabilities are — and then develop a strategy that addresses those cost-effectively. 

A strategic cyber pro analyzes this risk and optimizes security investments and protocols to fit. 

They also realize that effective security actions are often proactive instead of reactive. That might mean training staff on phishing scams or building relationships with different teams to ensure you’re included in decisions that affect safety. You don’t want to find out Accounts Payable committed to a software vendor with unacceptable security risks after they’ve signed the contract. 

2. Plan ahead to minimize damage when incidents occur

There are two kinds of companies: those that have been hit by a cyber incident and those that will be. 

A shutdown in your operations can cost you revenue, money, and reputation, but preparing to respond quickly and effectively will minimize those pains. 

Strategic security leaders at small and medium businesses spend time planning how to get operations running quickly in the event of a breach or catastrophe. 

Preparing for incidents means developing communication plans for internal audiences (your staff) as well as external audiences, which include customers and possibly other interested parties like stakeholders and regulators. 

Strategic security leaders at small and medium businesses spend time planning how to get operations running quickly in the event of a breach or catastrophe. 

Of course, cyber insurance isn’t a thing you can buy after the fact. Some cyber insurers also help you prevent threats and mitigate some of the damage, as well as pay financial claims. 

This preparation is a form of risk mitigation: Even if you don’t stop the breach before it happens, having a plan in place and a team that can react quickly and effectively will minimize the fallout. 

3. Drive business value by managing costs and supporting revenue

Cybersecurity and IT in general are expensive investments, and strategic leaders increasingly find themselves making decisions about how to deliver maximum value for lowest cost. 

A lot of these decisions come down to whether it makes more sense to build tech or functions in house or outsource them. 

Cybersecurity and IT in general are expensive investments, and strategic leaders increasingly find themselves making decisions about how to deliver maximum value for lowest cost. 

As your role becomes more strategic, you’ll find yourself spending more time identifying the right vendors and negotiating deals that add the most value to your company. Strategic leaders typically also spend more time managing vendor relationships to maximize the value they get from those partnerships. 

And finally, cyber leaders can also help companies earn revenue. Buyers increasingly look for evidence their partners are secure, particularly if the business touches software or data. Working with the marketing, sales and proposals teams to document and explain your security posture — and sometimes earn certifications or other proof points that demonstrate it — can help your company win customers and bids. 

Cybersecurity burnout and alert fatigue hinder cyber leaders

The grind of responding to alerts or cleaning up incidents prevents cyber pros from delivering the full value they’re capable of — and that companies desperately need. 

We believe it’s inefficient for most SMBs to run round-the-clock security operations centers or proactively scour internet chatter for emerging threats. In fact, resourcing issues mean many IT teams are even falling behind on basic hygiene like running patches as soon as they’re released, leaving glaring vulnerabilities.  

Staffed by expert threat analysts 24-7, MDR offers a higher level of security at a better value for companies that can’t afford to keep hiring analysts. It’s like having your own SOC, but with a deeper level of specific threat expertise and without the inefficiency of having full-time staff covering every hour of every day of the year. 

And the best benefit might be freeing up cybersecurity leaders to reach their strategic potential and deliver more value. If you’re ready to explore whether MDR is the best way to advance your company’s cybersecurity posture, schedule a 30-min consult with us.