Defining the Strategic Role of the Chief Information Security Officer

The level of sophistication and dynamism of the security threat environment requires modern organizations to develop novel security strategies. The responsibility to strategize falls to the Chief Information Security Officer (CISO). A review of the security literature shows there has been little emphasis on understanding the role of the CISO as a strategist. In this research, we conduct a systematic literature review from the disciplines of information security and strategic management to identify specific attributes required by CISOs to become effective strategists. We discuss these attributes in the context of Information Security Management and argue that CISOs with these attributes or capabilities are better positioned to overcome the existing strategic security challenges facing organizations. Available at: https://aisel.aisnet.org/pajais/vol10/iss3/3

The Chief Information Security Officer and the Five Dimensions of a Strategist

The modern organisation operates within a sophisticated and evolving security threat landscape that exposes its information infrastructure to a range of security risks. Unsurprisingly, despite the existence of industry ‘best-practice’ security standards and unprecedented levels of investment in security technology, the rate of incidents continues to escalate. Furthermore, a review of security literature reveals an apparent lack of strategic perspective in the field of information security management (ISM) which results in a number of strategic challenges for ISM function in organisations. The level of sophistication and dynamism of threat requires organisations to develop novel security strategies that draw on creative and lateral thinking approaches. Such a security campaign requires the Chief Information Security Officer (CISO) to function as a ‘strategist’. However, there is little or no evidence in security literature to show that the security leader is required to function as a strategist. In this research, we set out to identify the specific competencies required by CISOs to become effective strategists by performing a systematic literature review of both security and strategic management literature. We thematically analysed and coded the characteristics extracted from strategic management literature into the five dimensions of the strategist. We discuss these macro competencies in the context of ISM, and argue that CISOs with these five dimensions of a strategist will be able to overcome the existing strategic challenges facing ISM in organisations

Dynamic Information Security Management Capability: Strategising for Organisational Performance

The increasing frequency, impact, consequence and sophistication of cybersecurity attacks is becoming a strategic concern for boards and executive management of organisations. Consequently, in addition to focusing on productivity and performance, organisations are prioritizing Information Security Management (ISM). However, research has revealed little or no conceptualisation of a dynamic ISM capability and its link to organisational performance. In this research, we set out to 1) define and describe an organisational level dynamic ISM capability, 2) to develop a strategic model that links resources with this dynamic capability, and then 3) empirically demonstrate how dynamic ISM capability contributes to firm performance. By drawing on Resource-Based Theory (RBT) and Dynamic Capabilities View (DCV), we have developed the Dynamic ISM Capability model to address the identified gap. As we develop this research, we will empirically test this model to demonstrate causality between ISM capability and organisational performance

Information security manager as a strategist

© 2015 Mazino OnibereThe modern organisation operates within a highly complex and sophisticated security threat landscape that exposes its information infrastructure to a range of security risks. This threat landscape includes advanced persistent threat (APT) – attackers are well-trained, organised, well-funded and capable of utilising a range of technologies to inflict damage over a prolonged period of time (Giura & Wang 2012; Ahmad 2010). Unsurprisingly, despite the existence of industry ‘best-practice’ security standards and unprecedented levels of investment in security infrastructure, the rate of incidents continues to escalate. The fundamental premise of this thesis is that the level of sophistication of threat requires organisations to develop novel security strategies that draw on creative and lateral thinking approaches. Such a security campaign requires the security manager to function as a ‘strategist’ by exercising ‘strategic thinking’. A review of security literature found little or no evidence that security managers are able or expected to function as strategists. Therefore this research project aims to identify the specific capabilities required by security managers to become effective strategists. A systematic literature review approach was adopted to determine 1) the existing role of the security manager from security literature, and 2) characteristics of a strategist from the management literature. Findings from a review of these literatures revealed 1) a strategic perspective of Information Security Management is missing, and 2) the management literature identifies a range of characteristics and qualities of a strategist. The latter was coded into the 5 dimensions of the strategist. These 5 dimensions are then discussed in the context of security managers and current strategic challenges facing security management. The result was a set of security capabilities required by security mangers to function as strategists. The thesis outlines implications for further research, including the need to expand the scope of literature review to warfare literature and the need to empirically test the 5 dimensions