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Enterprises Are Reimagining Organizational Roles, Risk Management, and Skillsets in the AI Race
As artificial intelligence (AI) and digital transformation evolve into fundamental aspects of modern business, Chief Information Officers (CIOs) and Chief Information Security Officers (CISOs) are increasingly finding themselves under scrutiny, prompting a reevaluation of their operational dynamics.
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Organizations are beginning to redefine how these critical roles should be structured, aligned, and empowered as they confront regulatory challenges, the unpredictable nature of AI systems, and the necessity for operational resilience within an uncertain business landscape.
CIOs today are faced with the dual challenge of managing budgets while simultaneously driving rapid technology innovation. Their responsibilities include ensuring that IT objectives resonate with broader business goals, particularly in response to directives from boards and senior executives for increased efficiency through advanced AI solutions.
On the other hand, CISOs must navigate an expanding attack surface and emerging threat vectors, particularly as enterprises adopt AI tools. Their primary focus is on mitigating risks and safeguarding critical data and infrastructure to ensure continued business operations.
The relationship between CIOs and CISOs is often complicated by conflicting mandates and competing interests, compounded by corporate reporting structures. However, experts suggest that achieving success in the era of AI hinges on fostering collaboration and may require rethinking the CISO’s reporting structure to grant them greater autonomy and authority.
Tom Kellermann, Vice President of Cyber Risk at cybersecurity firm Hitrust, argues against the current model where CISOs report to CIOs, likening it to a football team where the defensive coordinator is subordinate to the offensive coordinator—a scenario that undermines corporate governance. He advocates for CISOs to have independent budgets and the authority to halt technology deployments when risks arise.
Olivia Rose, CISO and founder of Rose CISO Group, echoes this sentiment, noting that having a CISO report to the CIO can create potential conflicts of interest. A compromised reporting structure may lead a CISO to too readily compromise on security in favor of other priorities, as their performance is subject to CIO oversight.
In light of the evolving digital landscape, some organizations are creating new C-suite roles such as “Chief Digital Officer” or “Chief AI Officer.” Embedding CISOs within these structures could align cybersecurity more closely with strategic business goals. As organizations increasingly incorporate AI into their operations, a focus on collaboration within these roles can lead to more effective risk management and business continuity.
These discussions reflect a broader trend in cybersecurity where organizations must prioritize collaboration between CIOs and CISOs, especially as AI technologies introduce new operational complexities. The MITRE ATT&CK framework serves as a valuable reference point for identifying potential adversary tactics and techniques, including initial access, privilege escalation, and persistence, which may be relevant in assessing the vulnerabilities presented by integrating AI systems.
