Insider threats are a significant risk for organisations, as they come from within the organisation and can cause significant damage. As a Chief Information Security Officer (CISO), it is your responsibility to detect and prevent these threats. One of the most effective ways to do this is by changing the culture of the organisation. However, this can be a challenging task.

One of the biggest challenges in changing the culture of an organisation is getting buy-in from employees. Employees may be resistant to change, especially if they see it as an inconvenience or as a threat to their autonomy. Additionally, employees may not understand the importance of security, and may not see the value in the changes being proposed. To overcome this challenge, a CISO must communicate the importance of security and the potential consequences of a security breach effectively to the employees, not such an easy task sometimes.

Another challenge is getting the organisation to prioritise security. Organisations may see security as an additional cost, rather than an investment. This can make it difficult to allocate the necessary resources to implement a culture change. To overcome this challenge, a CISO must work with other departments, such as finance and operations, to demonstrate the value of security and how it can improve the organisation's overall performance. In these conversations it is important to speak from the perspective of the business and risk to the business.

Additionally a CISO must ensure that the culture change is sustainable. Organisations may implement changes, but they may not be sustainable in the long term. This can be due to a lack of follow-up and monitoring, or a lack of incentives to maintain the changes. To overcome this challenge, a CISO must ensure that the culture change is embedded in the organisation's policies and procedures, and that there are incentives in place to maintain the changes.

To successfully change the culture of an organisation, a CISO must take a holistic approach. This includes involving employees in the process, communicating the importance of security, and working with other departments to demonstrate the value of security. One of the most effective ways to change the security culture of an organisation, and mitigate insider threat, is through monitoring and detection of unsanctioned or undesirable staff activity. It’s not as difficult as you might think. Using a platform such as ShadowSight will supercharge your work.

Christopher McNaughton

Strategic Advisor, ShadowSight

Who is Christopher McNaughton

Chris is a proficient problem solver with a strategic aptitude for anticipating and addressing potential business issues, particularly in areas such as Insider Threat, Data Governance, Digital Forensics, Workplace Investigations, and Cyber Security. He thrives on turning intricate challenges into opportunities for increased efficiency, offering pragmatic solutions derived from a practical and realistic approach.

Starting his career as a law enforcement Detective, Chris transitioned to multinational organisations where he specialised and excelled in Cyber Security, proving his authority in the field. Even under demanding circumstances, his commitment to delivering exceptional results remains unwavering, underpinned by his extraordinary ability to understand both cyber and business problems swiftly, along with a deep emphasis on active listening.

What is ShadowSight

ShadowSight is an innovative insider risk staff monitoring tool that proactively guards your business against internal threats and safeguards vital data from unauthorised access and malicious activities. We offer a seamless integration with your current systems, boosting regulatory compliance while providing unparalleled visibility into non-compliant activities to reinforce a secure digital environment. By prioritising actionable intelligence, ShadowSight not only mitigates insider threats but also fosters a culture of proactive risk management, significantly simplifying your compliance process without the overwhelming burden of false positives.