2021 Cyber IQ Survey: The shift toward proactive security

In this survey report, we examine trends in cybersecurity and resilience through the current and three-year outlook of 262 Japanese companies.

In the PwC Japan Group’s 2021 Cyber IQ Survey of Japan’s security leaders, we conducted a fact-finding investigation on the current and three-year outlook for security strategy, planning, structure, investment, supply chains, threat intelligence, privacy and other fields. This report, which summarises the findings of the survey as well as interviews with leading players in the public and private sectors, contains valuable insights for security leaders in Japan.

We hope that our recommendations based on these survey results will help your companies to take effective security measures.

In order to act in a proactive manner, we must be ready to anticipate what will be required in the future, based on both technical and non-technical intelligence. Raising the bar to a higher level will naturally require investment and resources, and this cannot be achieved without executive decision making. The determining factor will be the degree to which our leaders can lead.

Shinichi YokohamaChief Information Security Officer (CISO) Senior Vice President, Security and Trust Office (STO), NTT Corporation

This page provides highlights from our report on the 2021 Cyber IQ Survey. To read the full report, please download the PDF file from the following link.

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Trends in changes surrounding cybersecurity at Japanese companies

Connections between digitised business and IT supply chains

The advancement of digital transformation (DX) is accelerating the use of digital technologies such as cloud, AI, IoT, and blockchain at various companies, and companies are already aware that security is becoming more important as a measure to ensure the safe use of these technologies. The importance of cybersecurity for digital connection is also rising quickly as the number of companies working on DX and digitalisation continues to increase. Digital connection can be viewed from two perspectives: that of the business supply chain and the IT supply chain. 

As attack methods are constantly changing, executives must understand the attackers' aims, determine what the threat is to their business, and make the final decision on budget allocation and countermeasures. Security personnel need to provide information that enables executives to understand the differences in attack targets and changes in threat trends, and to make decisions on how much and where to allocate the budget and what countermeasures to take.

Hisanori MatsuzawaGeneral Manager, Data Management Department, MS&AD Insurance Group Holdings, Inc./General Manager, Data Management, Mitsui Sumitomo Insurance Co., Ltd.

The shift toward proactive security

Architectural changes such as cloud migration and the rise of supply chain risks have both expanded and blurred the areas which companies need to protect. Cyber attackers are tactically exploiting these new risks to conduct cyberattacks. Therefore, it is essential that companies collect and analyse both internal and external information, including information on the intentions and capabilities of cyber attackers, in order to avoid being caught off guard by an attack from an unexpected direction. 

By collecting and analysing this information, it becomes possible to predict possible threats to the organisation with a high degree of accuracy and prepare for them. Performing such a series of activities in a near-real-time cycle is called ‘proactive security’. In order to achieve such security governance without being overwhelmed by daily risk assessment, it is important to define security management items as a common language across the organisation and to establish systems and processes for measurement, improvement, and reporting.

Specific actions to achieve proactive security

So what kind of efforts will companies need to take to achieve proactive security? In addition to their current efforts to develop and promote security response plans, companies will need to collect and analyse external factors related to cyber risks in order to acquire and strengthen capabilities to deal with urgent risks and to dynamically review their plans.

Traditionally, cyber risks have been recognised as IT system risks and were considered to be owned and managed by the  information systems division. However, recent cyber risks are not only a risk to IT systems but also a management issue directly related to business continuity. Listed companies in particular are encouraged to disclose the status of their cyber security measures in their annual securities reports, and perceptions of cyber risks are starting to change.

However, even if data on cyber risks is collected, analysed, and reported at the management meeting, it will be difficult for companies to make effective decisions unless the correlation between cyber risks and their impact on business can be clearly explained. Therefore, companies need to examine key success factors (KSFs) for business continuity and identify in advance the factors that are affected by cyber risks. This will allow businesses to consider whether and to what extent any recognised cyber risks will affect their KSFs,  and to make decisions based on these considerations.

The purpose of intelligence is to identify the impact of cyber risks on the key success factors (KSFs) of business operations and to support decision-making, which is not something that a third party can fully accomplish on behalf of the company. Therefore, it is  essential for companies develop a process that is tailored to their own needs, while referring to basic frameworks such as the intelligence cycle.

In general, intelligence activities are conducted by intelligence agencies based on requests from decision makers. They are carried out through a series of activity cycles such as policy formulation, collection, assessment, analysis, and  distribution and feedback. In terms of corporate activities, policy formulation means setting the objective that intelligence collection is to achieve. This objective, is the identification of cyber risks that could affect KSFs. To achieve this objective, it is also necessary to identify intelligence sources and evaluate the reliability of each source. Companies should then take the actions shown in the figure, in accordance with their newly formulated policy.

With the digitalisation of business, the number of key success factors (KSFs) affected by cyber risk continues to increase, and cyber-related issues are also becoming a larger part of decision-making.

Therefore, it can be argued that cyber risks need to be treated as a management agenda, and that of course management, represented by the chief information security officer (CISO), should lead those response activities.

Intelligence-related activities in particular require the collection and analysis of a wide range of intelligence, not only from a technical perspective, but also from the perspectives of laws, regulations, and social and industrial trends such as industry guidelines. Therefore, it is important to identify the KSFs that are related to cyber risks as a matter of common understanding throughout the organisation, and to establish a process for escalation to the relevant divisions in cases where comprehensive judgment is required, so that the intelligence that is collected and analysed can be put to effective use based on accurate knowledge of how to handle it.

Although the optimal structure will vary depending on the company, it is essential for all companies to strategically build an organisational structure that allows IT and business divisions to collaborate, for example by assigning cyber personnel to the business divisions or assigning cyber personnel within the IT division to be in charge of specific businesses.

A lot of information explains cyber threats from a technical viewpoint and provides warnings about measures to be taken. However, what executives want to know is not the methods and technical details of cyberattacks, but how much damage cyber threats may cause to their business continuity, credibility and intellectual property (IP), as well as how to respond. It is important for executives to understand the degree of negative impact that current cyber threats have on their businesses and what IP is being targeted so that they can take concrete countermeasures.

Shuji OkudaDirector, Cybersecurity Division Commerce and Information Policy Bureau, Ministry of Economy, Trade and Industry

To read our full report on the results of the 2021 Cyber IQ Survey, please download the PDF file from the link below. 

Table of contents

1. Trends in changes surrounding cybersecurity at Japanese companies

  • Connections between digitised business and IT supply chains
  • The acceleration of ‘zero trust’ in the wake of the COVID-19 pandemic
  • The rise of ‘multiple extortion ransomware’
  • The maturing cyberattack business
  • Businesses are increasing resilience, but still have a long way to go

2. The shift to proactive security

Specific actions to achieve proactive security

  1. Identify KSFs of the business that could be affected by cyber risks
  2. Develop a cyber intelligence cycle that is appropriate for your organisation
  3. Build an organisational structure in which  business and IT divisions can collaborate

Interviews with leading companies

3. The reality of Japanese corporate security in 2021

  • Corporate outlooks on cybersecurity as viewed through the 2021 Cyber IQ Survey

About the 2021 Cyber IQ Survey

The 2021 Cyber IQ Survey was conducted among leaders and decision-makers of security organisations in companies with sales of 50 billion yen or more in a wide range of Japanese industry sectors, and received 262 responses.

This survey was conducted by the PwC Japan Group in June 2021.

Our team

Kazuhiro Hayashi

Partner, PwC Consulting LLC

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Mitsuhiko Maruyama

Partner, PwC Consulting LLC

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Junichi Murakami

Director, PwC Consulting LLC

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