Hey folks! I'm putting together a document for upper management detailing the current state of our IT department since I took the helm. The document covers how things were when I joined, what I've accomplished this year, the budget I anticipate needing for 2026, and importantly, the authority and governance necessary for our IT to run smoothly.
Here's the gist:
- I need to emphasize that every IT request must go through the ticketing system I've set up, yet people still come to me directly, and I have to redirect them to submit a ticket.
- It's crucial for IT to have full control over software and subscriptions to ensure effective troubleshooting without admin access—it's a nightmare otherwise.
- I've outlined key projects necessary for our security, along with the associated risks and potential losses of a data breach, advocating for accountability at the C-Suite level.
- Additionally, I've noted some projects that would be beneficial but aren't essential.
The CEO has asked me to assign a risk and priority score to each project for 2026, and I've submitted my list. However, I'm concerned that our company doesn't take cyber threats seriously, as they think that being small makes us less of a target. I need to prepare for when the CEO gets back to me, potentially asking him to sign off on explicit risks he's choosing not to mitigate. What else should I consider in this situation?
5 Answers
When pushing for authority over software management, make sure to articulate why it’s essential. Assess whether temporary admin rights can work for troubleshooting or if vendor support is an option. You can also clarify to staff that without IT managing subscriptions, their support will be limited, which could motivate them to let you handle access better.
Don't forget to involve risk and compliance teams in your strategy—they can back you up, especially when it comes to cybersecurity insurance and regulatory matters. It’s essential that this isn't just an IT issue but a company-wide awareness. This way, it's not just you pushing for the changes but a whole framework supporting accountability.
It's key that your document connects IT risks to overall business risks. If the CEO sees your proposals as mere IT concerns, they'll likely dismiss them. Consider restructuring your list into a risk register tied to potential impacts on revenue and operations. This helps align IT governance with business goals and shows that you're thinking about the bigger picture.
You might want to start by sending your list via email, emphasizing that cybersecurity needs to be a top priority. If they push back, document everything so you have a record of your communications. Take it a step further by calculating how much downtime could cost the business if a cyberattack occurs. Sometimes showing the potential financial loss can push your case more effectively than arguing technical points.
Be careful with how you frame accountability for the C-suite. You're dealing with interpersonal dynamics, not just technical issues. When asking for more authority, phrase it in a way that shows you're looking for collaboration rather than making demands. Help them see the value in what you need without coming off as confrontational.
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