Security Theater in the Boardroom
The Performance Problem
In boardrooms around the world, cybersecurity has become a standing agenda item. Decks are polished, dashboards are colorful, and metrics flow freely — vulnerabilities remediated, incidents detected, audits passed. On paper, it looks like progress. But behind the performance lies a harsh truth: much of what boards see in cyber reporting is theater, not substance.
It’s not that CISOs or executives intend to mislead. It’s that both sides are trapped in a pattern built around optics instead of outcomes. The CISO wants to demonstrate control; the board wants reassurance. The result is a carefully choreographed exchange that checks the governance box without truly informing decision-making.
“Most boards don’t get a clear view of cyber risk — they get a carefully edited performance of it.”
The Illusion of Control
Security theater often takes the form of metrics that sound important but say little about real risk. Boards are shown the number of patches applied or phishing emails blocked — operational details that comfort but rarely clarify whether the organization could withstand a real-world attack.
The conversation centers on activity, not effectiveness.
Why It Persists
Part of the problem is cultural. Boards often lack members with cybersecurity expertise, so they rely on updates that feel structured and data-driven — even if the data is meaningless. Meanwhile, security teams, under pressure to “show progress,” default to what’s easy to quantify rather than what’s meaningful to measure.
Turning Theater into Insight
Breaking the cycle starts with redefining what the board actually wants to know:
What are our most critical assets?
What could disrupt our ability to operate?
Where are we accepting risk — and why?
Boards should push for clear answers in business language, not technical jargon. CISOs, in turn, must frame cybersecurity as a strategic enabler, not a cost center — translating security posture into risk-reduction outcomes that align with corporate objectives.
The Board’s New Role
The end of security theater begins when boards stop rewarding performance and start demanding clarity. The goal isn’t to become cybersecurity experts — it’s to become informed risk stewards who can challenge assumptions and shape smarter investments.
