CIO OPINION ensure they are operating within the parameters of key legislation on an operational level ( of particular interest to the CIO ) and that their security is sufficiently robust enough to minimise the risk of a data breach ( which falls under the remit of the CISO ).
Once again , without a high level of collaboration and consent between the CIO , CISO and wider C-suite , delivering the kind of joined-up approach required will be difficult to achieve , putting the organisation at risk of regulatory fines and reputational damage .
By aligning behind common organisational goals , CIOs , CISOs and their respective teams can quickly start to establish working processes and practices that benefit everyone involved . This level of co-operation also enables teams to navigate the increasingly complex digital technology landscape together and identify the best solutions to meet evolving business needs .
Organisational maturity can also play an important role in future-proofing leadership teams against inevitable personnel changes at the top . Given the typical tenure of a CIO and CISO is just three to five , embedding robust processes into their areas of responsibility is now vital for minimising disruption in the event of key personnel leaving .
In every business , CISOs and CIOs naturally have their own differing agendas , duties and priorities .
However , it ’ s crucial that both roles also acknowledge the growing number of common goals they also share .
As IT and data security become increasingly intertwined , the ability for CISOs and CIOs to collaborate effectively in pursuit of common business goals has become a key factor in determining how well organisations can protect their data , optimise operations , and ultimately , help ensure their long-term future is secure . p
46 INTELLIGENTCIO NORTH AMERICA www . intelligentcio . com