IBM Study Reveals Critical Shift in the Role of Chief Information Security Executives Globally

  IBM Study Reveals Critical Shift in the Role of Chief Information Security
                             Executives Globally

Analysis of 130+ interviews presents a new class of security chiefs; CISO role
follows the evolution of CIO and CFO with more strategic organizational

PR Newswire

ARMONK, N.Y., May 3, 2012

ARMONK, N.Y., May 3, 2012 /PRNewswire/ -- A new IBM (NYSE: IBM) study reveals
a clear evolution in information security organizations and their leaders with
25 percent of security chiefs surveyed shifting from a technology focus to
strategic business leadership role. 

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In IBM's first study of senior security executives, its Center for Applied
Insights interviewed more than 130 security leaders globally and discovered
three types of leaders based on breach preparedness and overall security
maturity. Representing about a quarter of those interviewed, the "Influencer"
senior security executives typically influenced business strategies of their
firms and were more confident and prepared than their peers—the "Protectors"
and "Responders."

Overall, all security leaders today are under intense pressure, charged with
protecting some of their firm's most valuable assets – money, customer data,
intellectual property and brand. Nearly two-thirds of Chief Information
Security Executives (CISOs) surveyed say their senior executives are paying
more attention to security today than they were two years ago, with a series
of high-profile hacking and data breaches convincing them of the key role that
security has to play in the modern enterprise. More than half of respondents
cited mobile security as a primary technology concern over the next two
years. Nearly two-thirds of respondents expect information security spend to
increase over the next two years and of those, 87 percent expect double-digit

Rather than just reactively responding to security incidents, the CISO's role
is shifting more towards intelligent and holistic risk management– from
fire-fighting to anticipating and mitigating fires before they start. Several
characteristics emerged as notable features among the mature security
practices of "Influencers" in a variety of organizations:

  oSecurity seen as a business (versus technology) imperative: One of the
    chief attributes of a leading organization is having the attention of
    business leaders and their boards. Security is not an ad hoc topic, but
    rather a regular part of business discussions and, increasingly, the
    culture. In fact, 60 percent of the advanced organizations named security
    as a regular boardroom topic, compared to only 22 percent of the least
    advanced organizations. These leaders understand the need for more
    pervasive risk awareness – and are far more focused on enterprise-wide
    education, collaboration and communications. Forward-thinking security
    organizations are more likely to establish a security steering committee
    to encourage systemic approaches to security issues that span legal,
    business operations, finance, and human resources. Sixty-eight percent of
    advanced organizations had a risk committee, versus only 26 ^ percent in
    the least advanced group.
  oUse of data-driven decision making and measurement: Leading organizations
    are twice as likely to use metrics to monitor progress, the assessment
    showed (59 percent v. 26 percent). Tracking user awareness, employee
    education, the ability to deal with future threats, and the integration of
    new technologies can help create a risk-aware culture. And automated
    monitoring of standardized metrics allows CISOs to dedicate more time to
    focusing on broader, more systemic risks.
  oShared budgetary responsibility with the C-suite: The assessment showed
    that within most organizations, CIOs typically have control over the
    information security budget. However, among highly ranked organizations,
    investment authority lies with business leaders more often. In the most
    advanced organizations, CEOs were just as likely as CIOs to be steering
    information security budgets. Lower ranking organizations often lacked a
    dedicated budget line item altogether, indicating a more tactical,
    fragmented approach to security. Seventy-one percent of advanced
    organizations had a dedicated security budget line item compared to 27
    percent of the least mature group.

"This data painted a profile of a new class of CISO leaders who are developing
a strategic voice, and paving the way to a more proactive and integrated
stance on information security," said David Jarvis, author of the report and
senior consultant at the IBM Center for Applied Insights. "We see the path of
the CISO is now maturing in a similar pattern to the CFO from the 1970s, the
CIO from the 1980s – from a technical one to a strategic business enabler.
This demonstrates how integral IT security has become to organizations."

Recommendations to Evolve the Security Role in an Enterprise
To create a more confident and capable security organization, IBM recognizes
that security leaders must construct an action plan based on their current
capabilities and most pressing needs. The report offers prescriptive advice
from its findings on how organizations can move forward based on their current
maturity level.

For example, those "Responders" in the earliest stage of security maturity can
move beyond their tactical focus by establishing a dedicated security
leadership role (like a CISO); assembling a security and risk committee
measuring progress; and automating routine security processes to devote more
time and resources to security innovation.

"Security in a hyper-connected era presents a new set of challenges, but these
can be greatly eased by implementing innovative practices and adopting a more
integrated, holistic approach," said Marc van Zadelhoff, an author of the
report and vice president of Strategy, IBM Security Systems. "CISOs that
prioritize these factors can help their organizations significantly improve
business processes and achieve measurable success in their progress toward
building a risk-aware culture that is agile and well-equipped to deal with
future threats."

About the Assessment
The IBM Center for Applied Insights study, "Finding a strategic voice:
Insights from the 2012 IBM Chief Information Security Officer Assessment,"
included organizations spanning a broad range of industries and seven
countries. During the first quarter of 2012, the Center conducted double-blind
interviews with 138 senior business and IT executives responsible for
information security in their enterprises. Nearly 20 percent of the
respondents lead information security in enterprises with more than 10,000
employees; 55 percent are in enterprises with 1,000 to 9,999 employees.

To access the full study, visit

About IBM Security
IBM's security portfolio provides the security intelligence to help
organizations holistically protect their people, data, applications and
infrastructure. IBM offers solutions for identity and access management,
security information and event management, database security, application
development, risk management, endpoint management, network security and more.
IBM operates the world's broadest security research and development
organization and delivery organization. This comprises nine security
operations centers, nine IBM Research centers, 11 software security
development labs and an Institute for Advanced Security with chapters in the
United States, Europe and Asia Pacific. IBM monitors 13 billion security
events per day in more than 130 countries and holds more than 3,000 security

For more information on IBM security, please visit:


Tod Freeman
IBM Media Relations

Colleen Haikes
IBM Media Relations

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