In too many boardrooms, cybersecurity is still treated as a purely IT issue. This perspective can prove costly for companies. Digital risks have long since become strategic, directly impacting revenue, brand, and competitiveness.
Senior executives who take digital transformation seriously understand security as a strategic responsibility.
Trust begins at the top
Digital transformation, new business models, and global partner networks are built on trust. This trust requires security. Executives who actively manage cybersecurity create operational resilience and increase company value.
My experience in discussions with boards and CEOs worldwide shows that security is a leadership issue. It’s not just about preventing attacks but about acting proactively, building resilience, and taking responsibility.
It doesn’t necessarily require detailed technical knowledge. What’s crucial is the ability to integrate cybersecurity into the overall strategy, ask the right questions, and establish a corporate culture in which security is understood as a collective responsibility.
Responsibility cannot be delegated
Security is no longer a purely technical discipline
Cyberattacks not only compromise systems; they undermine the trust of customers, partners, and investors – affecting a company’s strategic credibility.
In 2024, 58% of consumers said breaches affected their trust1. Companies operating in digital networks bear responsibility for the trust of all stakeholders. And this responsibility begins at the top of an organization.
The board must turn risks into opportunities
If adequately embedded, cybersecurity is not a cost but a value driver. That means proactive risk assessment across all business models, transparent governance, and consistent integration into M&A, innovation, and growth strategies.
The board must ask the right questions:
How secure is our digital ecosystem? And how quickly do we identify vulnerabilities before others do?
Leadership also means shaping culture
Security culture is not created by policies but by setting an example. When the board treats IT security with the same strategic clarity as financial or ESG issues, this changes the mindset throughout the company. Security then no longer becomes a control mechanism but part of shared responsibility.
Key takeaways
- Cybersecurity is essential: Neglecting it jeopardizes growth, brand, and future viability.
- Leadership is critical: Forward-thinking boards understand, prioritize, and actively manage cyber risks.
- Trust is capital: Organizations must provide credible security internally and externally.
Conclusion
Digital sovereignty isn’t created by technology alone but by leadership. Boards and CEOs who prioritize security protect assets and strengthen the company’s backbone. It’s not about fear; it’s about responsibility.
“The competition of the future is also a competition of resilience.”
See you in the following memo,
– Mike Flache
Source
- Vercara, Consumer Trust & Risk Report, 2024