Shift Cybersecurity from Compliance to Culture

Defining Cybersecurity Culture

At its core, cybersecurity culture is the collective set of values, attitudes, behaviours and practices that shape how people within an organisation approach digital security. It goes beyond simply getting employees to complete CBT modules, and prioritises everyday reality of how decisions are made, how risks are weighed and how employees act when faced with choices that have security implications.

An organisation with a strong cybersecurity culture does not rely solely on its security team. Instead, its workforce, from senior leaders to new joiners, treats security as a shared responsibility. People understand that safeguarding information and systems underpins investor trust, regulatory compliance and ultimately, the ability to deliver value to clients.

Why Cybersecurity Culture Matters

For digitally transformed businesses, trust is a critical success factor. Moreso in financial services, where clients entrust firms with capital, sensitive personal information and long-term strategic interests. Regulators expect firms to demonstrate resilience, not only in systems but also in governance and conduct. In this environment, a weak cybersecurity culture can undermine even the most sophisticated defences.

Incidents caused by human factors continue to dominate the threat landscape. Phishing emails, poor password practices, accidental data leaks and weak oversight of third parties are all examples of risks that originate in behaviour rather than technology. A culture that normalises caution, accountability and curiosity is a first line of defence against such risks.

Equally important, culture shapes how firms respond when incidents do occur. A workforce that sees reporting as a duty rather than a risk to career prospects will surface problems quickly. Leadership teams that view transparency as strength will be able to reassure regulators and investors that issues are being managed effectively.

Moving from Awareness to Culture

Many firms equate culture with awareness training. While training has value, it rarely leads to sustained behavioural change if not reinforced by broader signals. Building a genuine culture requires alignment between leadership intent, organisational incentives and day-to-day practice.

It begins with tone from the top. Executives need to talk about cybersecurity in the same breath as strategy, growth and investor confidence. When security is positioned as an enabler of operational resilience and long-term value, employees begin to see it as part of the business rather than a constraint on it.

Next is embedding security into workflows. If security is perceived as friction or bureaucracy, people will find ways around it. By designing controls that are seamless and intuitive, firms can remove the tension between productivity and protection. For example, modern identity tools can provide both strong authentication and smooth user experience, reinforcing the message that good security and efficient business can coexist.

Finally, recognition matters. Employees who make good security choices, such as reporting suspicious activity or challenging unusual requests, should be acknowledged. Positive reinforcement signals that security is not only expected but valued.

Common Challenges and How to Address Them

Building culture is not straightforward. Financial institutions face a number of recurring challenges.

One is the perception gap between leadership and staff. Senior executives may believe they have communicated the importance of security, but employees may experience inconsistent messages or mixed priorities. This disconnect can be bridged by using language that relates security to business outcomes rather than technical jargon. When staff hear that their diligence protects client trust or ensures regulatory compliance, the message resonates more deeply.

Another challenge is fatigue. Employees are inundated with messages, training and compliance requirements across many areas. Cybersecurity can feel like just another burden. The solution is to keep interventions focused and relevant. Short, scenario-based sessions tied to real incidents that nudge employees into changing behaviour are often more effective than lengthy, generic modules.

A third challenge is cultural resistance. In firms where speed and risk-taking are rewarded, security may be viewed as slowing things down. Leaders must reframe security as a form of risk management that preserves the licence to operate. Just as financial controls safeguard capital, cybersecurity controls safeguard information and systems. Both enable sustainable growth.

Finally, global firms must navigate diverse cultural norms. Approaches that work in London may not resonate in Singapore or Johannesburg. Local adaptation, while retaining global standards, is key. Leaders should empower local teams to tailor messaging without diluting the overall security posture.

The Role of Leadership

For executives, the task is not to master every technical detail but to create the environment in which good security behaviours flourish. This means modelling transparency, encouraging accountability and making sure that risk appetite is clearly defined and understood.

Boards should expect regular reporting not only on incidents and compliance but also on culture. Metrics such as the percentage of staff who report phishing attempts, or the speed at which incidents are escalated, provide valuable insight into how security is embedded in practice.

Importantly, leadership must be consistent. If budget or time pressures cause executives to deprioritise security initiatives, employees will quickly conclude that security is negotiable. Clear and sustained commitment, reinforced by governance structures, is essential.

Measuring Maturity

Measuring cybersecurity culture is complex but possible. Firms can assess maturity along several dimensions:

• Awareness and knowledge: Do employees understand policies and recognise threats? Surveys and tests can provide insight.
• Behaviour and reporting: Do employees consistently follow secure practices and report issues promptly? Incident logs and behavioural analytics are useful indicators.
• Leadership engagement: Do executives communicate and demonstrate commitment? Board minutes, speeches and resource allocation tell the story.
• Integration into processes: Is security considered in product design, vendor selection and investment decisions? Audit findings and project documentation provide evidence.

Maturity models can help structure assessments, moving from reactive compliance towards proactive and adaptive cultures. Importantly, motive for measurement should not be punitive but rather sharing results transparently across the organisation encourages ownership and creates momentum for improvement.

In summary

Building a strong cybersecurity culture requires investment of time, attention and resources. Yet the returns are substantial. Firms with mature cultures see fewer incidents caused by human error, shorter recovery times and higher confidence from regulators and investors. They are better placed to adopt new technologies securely and to respond with agility to emerging threats.

Perhaps most importantly, a robust culture allows executives to shift the narrative from fear to confidence. Instead of constantly defending against risk, firms can position themselves as resilient partners who protect client assets and reputations. In a competitive marketplace, that becomes a source of differentiation.

Cybersecurity culture is a strategic asset that shapes how financial institutions protect themselves, respond to crises and build trust with clients and regulators. For leaders in the sector, embedding culture is both a responsibility and an opportunity.

By setting the tone, aligning processes, addressing challenges and measuring progress, executives can create organisations where security is woven into the fabric of daily operations. The outcome is more than compliance. It is the ability to grow with confidence, safe in the knowledge that resilience is built not just on systems but on people.