InfoSec Made Easy

The NIST Cybersecurity Framework 2.0 (CSF 2.0) reinforces foundational principles of managing cybersecurity risk while adapting to today’s dynamic threat and business environments. At the core of effective risk management is the Identify function — the foundational step in building a resilient cybersecurity program. Like all CSF functions, Identify helps organizations formalize their approach to risk, prioritize resources, and make informed decisions. Before digging into risks, you can access the official NIST CSF 2.0 guidance here:   NIST Cybersecurity Framework 2.0   What the Identify Function Is (and Why It Exists) In the context of NIST CSF 2.0, the Identify (ID) function enables organizations to develop an organizational understanding of cybersecurity risk to systems, people, assets, data, and capabilities. It helps answer the fundamental questions: What assets and capabilities do we have? What cyber risks are associated with them? Which of these risks are meaningf...

The NIST Cybersecurity Framework 2.0 (CSF 2.0) represents a significant evolution in how organizations think about managing cybersecurity risk. Among the most impactful changes in this latest version is the elevation of Govern to a core function. Previously embedded in other areas of the framework, governance now stands alongside Identify, Protect, Detect, Respond, and Recover as a foundational pillar. This reflects a critical reality for security leaders: cybersecurity is enterprise risk, not just an operational concern. For CISOs and aspiring CISO-level leaders, understanding the risks associated with implementing—or failing to implement—the Govern function is essential to effective strategic security leadership. Read the NIST CSF 2.0 official document here: NIST Cybersecurity Framework 2.0 — The NIST CSF 2.0 core and governance descriptions (nist.gov)   What the  Govern  Function Is (at a glance) NIST defines the Govern (GV) function in CSF 2.0 as the set of outcomes t...

For many CISOs, the fastest way to erode influence inside the organization is to become known as “the department of no.” While security leaders rarely intend to block the business, the perception often forms when conversations start—and end—with constraints, risk statements, or policy violations. The more effective approach is not lowering standards or accepting unmanaged risk. It is changing how the conversation begins. This is where the power of “Yes, and” becomes a practical leadership tool. Why “No” Damages Security Outcomes When security defaults to “no,” several things happen: Business leaders stop engaging early and bring security in late Risk decisions move underground and outside governance Security teams are viewed as compliance obstacles, not partners CISOs lose the opportunity to shape how the business moves forward Ironically, this increases risk rather than reducing it. Security does not win by being correct. Security wins by being included . What “Yes, And” Actually Me...