The outdated notion of cybersecurity as a siloed, technical function is a thing of the past. Today's rapidly evolving threat landscape, supercharged by advancements in artificial intelligence, demands a holistic "air to ground" approach that permeates the entire organisation. At the heart of this transformation is the chief information security officer (CISO), whose role has expanded beyond technology to that of a strategic business partner. A CISO now provides essential operational context to risk and helps position the firm to adapt, not just react.

A key to success lies in the relationship between the board and the CISO. Boards must develop the proficiency to align innovation, risk, and business strategies, while CISOs bring an indispensable level of expertise. This collaboration is now a defining factor in an organisation's long-term cyber resilience. Rather than treating cyber risk as merely an investment to prevent loss, it should be framed as a shared responsibility that drives competitive advantage.

The most effective interactions occur outside formal meetings, in more casual settings, where both parties can openly discuss concerns and share knowledge. This proactive engagement empowers board members to ask more informed questions and collectively support the organisation's mission. Ultimately, the quality of this ongoing dialogue will determine how securely an organisation can navigate the future.

Effectively communicating cyber risk to the board requires moving beyond technical jargon and into the realm of strategic storytelling. Board members are typically active and knowledgeable, but they often lack the deep technical background to understand arcane terms. To bridge this gap, a chief information security officer (CISO) must simplify the message and present it in a way that resonates.

A successful approach involves using storytelling supported by data. This method helps the content stick in people's minds and provides a framework for deeper, more meaningful conversations. When a board member asks a question more than once, that topic should be incorporated into the foundational materials for future discussions. Beyond formal presentations, a CISO should seek out informal opportunities, such as hallway conversations or lunch-and-learns, to understand the board's concerns and empower them with the knowledge needed to ask better questions.

This form of engagement builds trust and strengthens the CISO-board relationship, fostering a collaborative environment where both parties feel they are helping each other make the organisation more secure. This proactive communication ensures that cybersecurity is not perceived as an uncomfortable exam, but rather as a joint journey to enhance the firm's resilience and strategic position.

The greatest risk a company can take in the next five years is not embracing technology risks. Leading boards are transitioning from a reactive, compliance-focused mindset to a proactive, strategic offensive. They are realising that technology governance moves faster than any other oversight function, demanding a new level of engagement and expertise. This is particularly true with the proliferation of new technologies, and boards must ensure they have the right composition and governance structures to get ahead of emerging issues.

While a few years ago only a small minority of Fortune 500 companies had a dedicated technology committee, this is quickly changing. The board’s role is to challenge and oversee, and this extends to asking pointed questions about technology adoption and tech debt. They must empower management and leaders across the organisation to be the first line of defence, because technology is only a tool.

CISOs and technology leaders play a crucial role in this process by educating boards and helping them stay ahead. They must accurately represent and balance risk, cost, and value, demonstrating how initiatives reduce risk while also creating business value. By fostering a culture of continuous learning and leveraging independent assessments, boards can ensure they are not only protecting the organisation, but also strategically positioning it for growth in a technology-driven world.