(Guest article by ND Concepts)
In a world where cyberattacks have become the norm, security in the company has become essential for businesses. Many companies initially rely on technology, hoping it will solve all their problems. But in doing so, they forget one key factor: people.
After all, technology is used by people. Very few processes function without human involvement. That is why security should start with people. In companies, this is referred to as building a culture of security.
It describes how a company manages risks, distributes responsibility, and integrates safety into everyday work. It forms the basis for safety measures to be effective.
Suppose a company wants to enhance the security of its communications and purchases a tool like Teamwire for this purpose. If there is a lack of understanding of why secure communication is important, sensitive data may still be transmitted via insecure channels. Even if both channels are to be used identically, no added value is attributed to the secure channel. The situation is different in an actively practiced security culture.
The following sections show how a safety culture can be structured.
Phase 1: Building understanding for security in the company
Initially, there is often a lack of understanding of what a safety culture truly entails. Many management teams still see safety as a purely technical measure or as a mandatory program that can be quickly ticked off. This misunderstanding is passed on to the workforce:
Rules are seen as a chore, circumvented whenever possible, but not understood as a natural part of one’s own actions.
A culture of security means that everyone involved – from the board of directors to every employee – understands the issue and takes it seriously. It ensures that security is not just a task for the IT department, but a shared value throughout the company.
It is crucial to make the concept of security understandable from the outset. When management demonstrates that it prioritizes protecting the business, sensitive data, and customer trust, the foundation for a culture of security is established. Employees recognize that security is desirable and not seen as an obstacle. In this way, security is understood as contributing to long-term success.
👉 Tip 1: Explain the need for security in a way that everyone can understand.
👉 Tip 2: A safety culture develops from the top down – it cannot happen without leadership.
Phase 2: Clarify and communicate responsibilities
New security projects are often planned from above without any real understanding of the workforce or active support. Measures appear to be formalities that have little to do with everyday life, and managers often leave the issue to IT. This leads to rejection or even silent refusal among employees.
A functioning safety culture requires that responsibilities are clearly distributed and made visible. Open communication is a key element. Questions, concerns, and suggestions must be taken seriously. Only in this way can safety measures be developed that are suitable for everyday use, accepted by the workforce, and ultimately implemented successfully.
👉 Tip 3: Clearly define responsibilities and distribute them in such a way that relevant departments are involved.
👉 Tip 4: Enable and encourage open communication so that feedback is incorporated at an early stage and acceptance of security increases.
