The plight of the Security Awareness Manager:
"I think the boss's decision is wrong, but the boss thinks my opinion is irrelevant"
We hear something like the above quote almost every week when speaking to security awareness managers.
It's because the authority structure in which the "security awareness" function must exist is challenging in many organizations.
Those who decide that the organization needs a security awareness program often have some pre-conceived ideas about what should be in them.
But many times, they also have no idea. It's just a checkbox that somebody needs to fill.
When it's done for compliance reasons, it's common for managers and executives forget that standards are there to provide a baseline for managing risks... the bare minimum.
So, when the responsibility for preparing a security awareness program plan is delegated, there isn't usually much useful guidance from, or collaboration with, senior management.
But those who are given this responsibility quickly learn that there are a lot of unexpected questions, variables, paradoxes, and dilemmas that arise when you are mixing technology and people.
Security Awareness Managers need to make sure that their insights are heard at the top.
The money spent on a compliance exercise can often produce a much higher ROI when you plan to implement the program in an intelligent way.
This means leveraging knowledge about the organization's unique attributes to tailor the program appropriately, with the right tools, KPIs and activities.
Otherwise, the compliance exercise will not only produce little to no return on what is spent, it will provide a false sense of security, and may even erode the corporate culture.
So, try to create a meaningful plan for your organization, and find a way to make sure your executives understand the opportunities for turning a cost center into an investment that improves proficiency of staff.
#securityawareness #securityculture #riskmanagement