Security leaders, how are you working with your CIO when it comes to ‘secure by design’ strategies/projects? Are you seeing any progress/benefits come out of those efforts yet?

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Director of IT in Healthcare and Biotech, 11 - 50 employees
I happen to wear both hats and it is really a mindset that has to come as part of the work.  I view it as part of requirements gathering and it just means we have that in mind from the get go.  All 3rd party vendors have a security review from the start and we just incorporate this mindset across the organization.
Chief Technology Officer in Media, 2 - 10 employees
Yes there are benefits like enhanced security, cost savings, reduced risk, user trust and reputation.
VP of IT and Platform Strategy and Product Management in Telecommunication, 1,001 - 5,000 employees
Absolutely. This is a critical part of the relationship and key to our success.
Senior VP & CISO, 1,001 - 5,000 employees
AS others mentioned, there are benefits related to cost savings, risk reduction, and improved security. But i think the real value to the CIO is they gain the time back for their team -- no more rework, fire drills, proactive not reactive, etc. By shifting left, the work is done up front and more efficiently. 
CIO, Self-employed
There are a few comments here related to risk reduction, operational efficiencies, etc. which are all exactly right. The benefits in the big picture are (nearly) indisputable. I think the challenge is how and where to begin - Do we start a 'Secure by Design' project as a separate entity? Do we designate product managers or senior developers as Security Champions?  My personal experience is that Secure by Design feels a lot like Six Sigma efforts of years past. Big program offices are expensive and prone to failure. Success here for me has been very tactical, enlisting a key leader or two, or selecting a single prominent to focus on as a win. Then, build on that ground up. 
Head of Cyber Security in Manufacturing, 501 - 1,000 employees
This should be a nig leverage, but means that administrators finally accept that they are key stakeholders in setting up secure systems(the vendors include next to always security considerations). Another pain attached to it is, that some trainers still teach to not consider security or to bypass capabilitirs due to lack of inderstanding. This leads to further friction as people say in my traininhmg i got told..
Chief Information Security Officer in Healthcare and Biotech, 1,001 - 5,000 employees
Collaboration between Security Leaders and CIOs:

Establishing a common understanding: Security leaders and CIOs work together to develop a shared understanding of the importance of security in technology initiatives. They recognize that security should be integrated into the design and development of systems and applications from the outset.
Strategic alignment: Security leaders and CIOs align their goals and objectives to ensure that security is integrated into the overall IT strategy. They collaborate to prioritize security requirements and identify areas of potential risk.
Risk assessment and mitigation: The security leader and CIO collaborate on conducting risk assessments to identify vulnerabilities and potential threats early in the project lifecycle. They work together to develop mitigation strategies and ensure that security controls are implemented effectively.
Policy and compliance: Security leaders and CIOs collaborate to establish policies, procedures, and guidelines that enforce security standards across the organization. They work together to ensure compliance with relevant regulations and industry standards.
Communication and awareness: Security leaders and CIOs collaborate on raising security awareness among employees and stakeholders. They jointly communicate the importance of secure design principles and educate the organization on best practices.

Progress and Benefits of 'Secure by Design' Efforts:
While the progress and benefits of 'secure by design' strategies/projects can vary based on various factors, some common advantages include:

Reduced vulnerabilities: Integrating security from the beginning helps identify and address vulnerabilities early in the development lifecycle, reducing the risk of potential breaches or incidents.
Cost savings: Fixing security issues during the early stages of a project is generally more cost-effective than addressing them later. 'Secure by design' practices can help avoid expensive rework or the need for major security enhancements post-implementation.
Enhanced compliance: By incorporating security measures into the design process, organizations can proactively meet compliance requirements and avoid penalties associated with non-compliance.
Improved reputation: Adopting 'secure by design' practices demonstrates a commitment to protecting sensitive data and customer information, enhancing the organization's reputation for security and trustworthiness.
Streamlined processes: Integrating security into the design and development process can lead to more efficient and streamlined workflows, as security considerations become an inherent part of the development lifecycle.

It's important to note that the success of 'secure by design' efforts depends on the commitment and collaboration between security leaders, CIOs, and other stakeholders involved in the project. Regular evaluation, monitoring, and continuous improvement are key to ensuring the effectiveness of these strategies over time.


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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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