Developing a security culture in an organisation can seem a complicated and complex idea. But it doesn’t need to be. Here are four key steps to making sure that compliance features in every decision throughout the organisation. And as always it starts at the top:
A culture is something that needs to be created and cultivated. Its imperative that the leadership of the organisation is behind any initiative and that they continually demonstrate support for it. Actions always speak louder than words. Leaders who actually walk the walk and don’t just talk the talk are the most effective for developing a strong security culture.
Many companies believe that having the right policies in place guarantees a strong security culture. While investing time and money in the “back end” of policy management is the foundation of creating a security culture, nurturing the “front end” of your policy management is what feeds the culture in the organisation. The communication and awareness of these policies is what security culture is all about. Automating your approach to communicating policies or changes in policies is what will educate and engage staff in compliance activities.
While our natural instinct in life may be to ignore problems and hope that they go away, it’s imperative to keep the conversation going about the need to be compliance aware in everyday working practices. Avoid fancy jargon and speak in real words about the real threat of a data breach. Take every opportunity to talk about relevant security breaches in the news. And this doesn’t need to be only in specific security meetings – you can help your staff engage in their own self-development of compliance awareness with automated software tailored to the specific needs of each department. You can then send your support and tailor compliance messages for each department.
A culture is something organic, alive, and ever-changing. The security culture of an organisation, therefore, it is not something that one leader can necessarily control and dictate to a company. Because of this it’s crucial to have the processes in place to monitor changing developments in security in the organisation. Monitoring is not surveillance – monitoring is being informed about the changing face of the security culture in the organisation and taking the necessary steps to continue to nurture it. Creating a security culture is about learning, listening, challenging ideas, collaborating and ultimately making sure everyone is on the same page working together towards developing a strong security culture.