Non-technical stakeholders downplay the risk of a cyber attack. Are you prepared to handle the consequences?

Ignoring cyber risks is like a bakery owner thinking they don’t need to lock their shop because they’re small. One night, a thief steals their secret recipes and customer list, wrecking their business. Similarly, companies believe they aren't important enough to be targeted, but hackers focus on easy victims, not just big names. A breach can cause loss of data, trust, money, and legal trouble. It’s not about how valuable you think you are it’s about how vulnerable you actually are. If you’re easy to attack, you’re already a target. Being prepared is like locking the shop, not hoping thieves stay away.

Non-technical stakeholders often underestimate the impact of cyber attacks, viewing them as abstract threats. This mindset can be dangerous and costly. Consider these consequences: • Financial losses from data breaches • Reputational damage and lost customer trust • Operational disruptions and downtime • Legal and regulatory penalties To prepare: 1. Educate stakeholders on real-world cyber incidents 2. Conduct risk assessments and penetration tests 3. Develop and regularly test incident response plans 4. Invest in employee security awareness training 5. Implement robust security measures and keep them updated

To handle the consequences, you need to know what are their risk perception. This is so that you would know what they think of regarding the risk of a cyber attack. You need to then make sure that you use simple layman terms when explaining about these risks to them. This is so that they would be able to understand what are the actual risk of cyber attacks. You should also use real life examples of cyber attacks when you're explaining to them about these things. This is so that they would be able to relate to it.

When non-tech folks downplay risk, we don't argue. We show simple math... cost of breach >>> cost of prevention. Pain is expensive. Prevention is cheap.

Incident Response Plan Develop a comprehensive incident response plan that outlines roles, responsibilities, and procedures for responding to cyber incidents. Regularly review and update the plan to reflect new threats and changes in the organization. Employee Training Conduct regular training sessions for all employees on recognizing phishing attempts, social engineering tactics, and safe online practices. Foster a culture of cybersecurity awareness to empower employees to report suspicious activities. Security Measures Implement multi-factor authentication (MFA) to add an extra layer of security to critical systems. Regularly update and patch software to protect against known vulnerabilities.

In my experience, the most dangerous cybersecurity risks are those dismissed as unlikely. Non-technical stakeholders often see cyber threats as abstract or low-probability events until it’s too late. This disconnect stems from a lack of clear, relatable threat modeling. I’ve found success in translating technical threats into business language linking ransomware, for example, to days of operational downtime and customer trust erosion. Shift perception from “if” to “when” by tying cyber risks directly to strategic business objectives. Start with stories, not statistics.

In my experience with the Coast Guard and defense contracting, cybersecurity is always a top priority. But for many non-technical stakeholders, threats can seem distant or unlikely. I explain it like this: cybersecurity is like locking your doors at night—not because you expect a break-in, but because the risk is real. A data breach can expose customer data, lead to major financial loss, and bring legal consequences. Real-world examples like the Equifax breach show how damaging these incidents can be. In a world with ever increasing technology use and understanding failing to implement proper cyber security isn't just leaving your door unlocked, it's leaving it wide open.

I've seen that stakeholders aren't interested in investing in security and also it's hard for a security team to show ROI in a shorter time frame. But the reality is that a cyber attack can seriously harm your business operations. It’s not just about losing data but also it can stop your business from running smoothly, damage your reputation, and lead to big financial losses. IMO helping stakeholders see the bigger picture is key. When they understand that a single attack can break customer trust and disrupt the entire business, they’re more likely to support security efforts. Clear communication shows that protecting information is protecting the business itself.

I've seen this happen. Stakeholders think it won't happen to us. :) I share real stories - like a small breach that lost a 5-figure client. I just keep it simple: lost trust = lost money. That usually gets their attention.

When a breach occurs, the first 72 hours can redefine a company’s future. I’ve advised firms where downtime meant millions in revenue loss and irreparable brand damage. But many leaders still underestimate the compounding effects of operational, regulatory, and reputational fallout. Quantify impact through business continuity scenarios and board-level tabletop exercises. Show how cyber risk directly affects the bottom line, legal exposure, and investor confidence. The clearer the impact narrative, the stronger the executive alignment.

You must tell your non-technical stakeholders about the business impact of the cyber attack. This is because they would probably understand this more than the attack itself. You need to explain to them about how the operation of the business needs to be halted due to the attack. This is so that they would be able to see how severe this attack is. You should also tell them how this incident would cause them their reputation. This is because this is necessary in obtaining the trust of their clients.

If you want to get the buy-in, you need to make sure they understand your point and can realize the potential real pain on themselves. So: 1) Try to speak their “language” always. 2) Relate potential risks or benefits tying to their operation, especially their business priorities. 3) Earn their trusts at work and if possible in personal life. For example if you are talking to finance team about upgrading the existing ERP system, you should talk about potential disruption in their daily work if old system fails, potential time saving if new system comes in place, estimated RoI, potential cost and time saving for the team, which the team can use on their new strategic initiatives. Nevertheless, be professional and consistent to earn trust.

Cyber attacks aren't just IT issues, they’re business continuity issues. When a breach stalls operations or hits your reputation, it’s the boardroom, not just the server room, that feels the heat. One time at work, a minor misconfiguration led to a security incident that halted operations for hours. That day made it clear that even small lapses can have a big impact on business continuity. In discussions with executives, I now always emphasize that the real cost of cyber attacks goes beyond fines. It affects customer confidence, market position, and long-term trust. When leadership sees security as essential to business survival, priorities shift.

Cybersecurity isn’t just about stolen data—it’s about business survival. One breach I investigated caused three days of downtime, angry clients, and permanent damage to the brand. I now make it a point to walk stakeholders through the real impact: lost revenue, legal action, and a dent in customer trust that marketing alone can't fix. When people see security as a business continuity enabler, not just a cost, they take it seriously.

Cybersecurity is often seen as a cost center, not a business enabler. I’ve led transformations where investment shifted only after showing how proactive security reduces insurance premiums, accelerates audits, and enhances customer acquisition. Instead of technical ROI, speak in terms of risk-adjusted returns: how each dollar in cyber investment reduces business exposure. Highlight competitor breaches as cautionary tales. Treat cybersecurity like fire insurance: you don’t want to use it, but you must have it.

You need to be able to convince the stakeholders that security is also an investment. This is because it's needed to ensure smooth operation of a business. You must explain to them how security incidents such as cyber attacks can affect their business. This is so that they would realise how harmful it is. You should then tell them how investing in security measures is able to help prevent security incidents. This is so that they would be willing to invest in it.

One thing I have found helpful in securing budget is moving the conversation away from fear and focusing on value. I often explain that security investment is like maintaining a strong foundation for a building. You may not see the benefits every day, but when a storm hits, that foundation holds everything together. Preventing one major breach can justify years of investment. Framing cybersecurity as long-term cost avoidance rather than a short-term expense has made a big difference.

Cybersecurity isn’t an expense—it’s insurance against disaster. I once showed a CFO how a $25,000 investment could prevent a $250,000 loss from a phishing-based ransomware attack. That was all it took. I always position security investment in business terms—risk avoided, trust earned, operations protected. Being reactive is expensive. Being prepared is profitable. That’s the story we need to tell.

No incident response plan survives first contact with a real-world breach unless it’s been tested under fire. I’ve found the most resilient organizations are those that rehearse chaos regularly. Involve legal, PR, and executive teams in simulations, not just IT. Practice disclosing a breach to regulators, customers, and investors. Build muscle memory. The goal isn’t perfection but coordinated speed. A well-rehearsed plan reduces panic, accelerates containment, and preserves trust. Don’t wait for a crisis to find your gaps.

You need to have a good response planning when a cyber attack occurs. This is so that your organization wouldn't be in a mess when a cyber attack happens. You must explain to them in detail about how a response plan is able to help your organization or business run smoothly after the cyber attack. This is so that they would understand the purpose of the response plan. You should delegate certain tasks or duties stipulated in the plan to each of these stakeholders. This is so that each of them would know what role they should play in this plan.

There was a time when our response plan looked great in theory, but during a real incident, roles were unclear and decisions were delayed. That experience taught me that response planning needs more than just a document. It requires simulation, ownership, and clarity across departments. Everyone must know their role before an incident happens. I now push for real-life simulations and clear escalation paths, because without them, even the best plans fall apart under pressure.

When a breach happens, it’s too late to plan. I tell stakeholders: incident response isn’t IT jargon—it’s our emergency drill. Who alerts whom? Who talks to the media? What do we tell clients? We once ran a tabletop simulation and found 7 gaps. It helped everyone realize this isn’t just about tech—it’s about roles, responsibility, and recovery. Everyone has a part to play, not just the SOC team.

Security isn’t just a tech issue: it’s a behavior issue. I’ve watched phishing simulations flop because employees saw them as IT’s responsibility. Build a culture where cybersecurity is everyone’s job, from interns to executives. Celebrate secure behavior. Tie security awareness to performance reviews. Embed cyber hygiene into onboarding. Most breaches stem from human error, so influence mindset, not just tools. A resilient culture resists attacks even when controls fail. Make security personal, visible, and constant.

You need to instil the culture of security in the non-technical stakeholders. This is so that they would know what should be done when a cyber attack occurs. You must teach them how to detect cyber attacks. This is so that they would know how to spot it and avoid it if possible. You should also remind them to regularly update their devices and systems as well as their antivirus. This is to ensure that it's always equipped with the highest level of security features.

As we navigate the ever-evolving landscape of cybersecurity threats, it's imperative that our organization recognizes the importance of building a culture of security within its walls. This shift in mindset is not only crucial for protecting against cyber attacks but also for fostering an environment where employees feel empowered to take ownership of their role in safeguarding sensitive information. Based on my experience within cybersecurity and military, I've seen firsthand the devastating impact of complacency on even the most well-intentioned organizations. Cybersecurity is not solely the responsibility of our IT department; it's a company-wide commitment that requires buy-in from every level of leadership and employee.

From what I have seen, security culture does not come from policies alone, it comes from people seeing that security matters at every level. I once conducted a training where a senior manager openly dismissed the need for password hygiene. That one moment had a ripple effect on the team. Since then, I focus on leadership buy-in and continuous reinforcement. A strong culture is built when security is discussed openly, not just during audits, but in daily operations.

Security is not just the CISO’s job—it’s everyone’s. I always say: “You can buy the best lock, but if someone leaves the door open, what’s the point?” We made security part of onboarding, created fun awareness challenges, and added quarterly trainings. Slowly, it became culture. When stakeholders promote this top-down, people follow. A strong culture can do what tools alone never will.

Reacting to threats is table stakes. Winning teams predict, prevent, and pivot. I’ve worked with organizations that monitor threat intelligence feeds, simulate adversary tactics, and adapt security postures monthly not annually. Proactive doesn’t mean overengineering; it means building visibility, agility, and adaptability into your security DNA. Implement continuous risk assessments, threat hunting, and attack surface management. The adversary evolves daily, so must you. Don’t just guard the gates, watch the horizon.

You must implement proactive measures when a cyber attack occurs. This is to ensure that it wouldn't happen again. You need to make sure that you conduct regular activity checks. This is to help you detect any anomalies in the activity log. You should also regularly re-evaluate and re-assess passwords used and other security policies. This is to see if it needs to be changed according to current times or not.

In my experience, being proactive has saved us from several near-misses. I recall a situation where a regular vulnerability scan flagged an overlooked exposure that could have been exploited. It reminded me that prevention is much cheaper and easier than response. Continuous auditing, staying updated with threat trends, and reviewing controls regularly might not seem urgent, but they build real resilience over time. A strong security posture is the result of small consistent actions, not just one-off efforts.

A company I worked with ran regular phishing simulations and patch audits. Result? They caught a real phishing attempt within minutes. That’s the power of being proactive. I tell leadership: staying ahead isn’t a luxury—it’s a shield. Tools get outdated, but a mindset of vigilance stays. Routine audits, red-team drills, and updates aren’t just tasks—they’re habits that keep us safe long before a real attack hits.