The Best Cybersecurity Firms Optimize for Business Value Through the Perspective of Risk
Vincent van Dijk
25 Feb 2026
The Best Cybersecurity Firms Optimize for Business Value Through the Perspective of Risk
Bad security teams say "no" to everything.
Good security teams reduce risk.
Great security teams ask: "How do we enable this safely?"
The difference? Perspective.
Why "Zero Risk" Kills Business Growth
What happens when security only says "no":
Product launches delayed for "security reviews"
Sales blocked from tools they need
Innovation slowed by approval processes
Security seen as "business prevention department"
Truth bomb: Zero risk = zero business.
Reality check: Every business decision involves risk. The question isn't "Is this risky?" It's "Is this risk acceptable for the value we get?"
Example: Startup delayed launch 3 months for "perfect security." Competitor launched first and captured the market. Great security. Dead business.
Key insight: Risk isn't the enemy. Unmanaged risk is.
From Risk Elimination to Risk Optimization
Traditional approach:
"We can't use that tool—not on approved list"
"We can't launch until all vulnerabilities fixed"
"We can't share that data—too risky"
Value-optimized approach:
"How can we use that tool safely?"
"Which vulnerabilities actually threaten the business?"
"What controls let us share data securely?"
The shift: From gatekeeping to enabling.
Framework for every decision:
What's the business value?
What's the risk?
How can we get value while managing risk?
Example: Instead of blocking Slack, security team enabled it with SSO, DLP, and clear policies. Sales productivity increased 30%.
Focus on Risks That Actually Matter
Not all risks are equal. Prioritize based on business impact.
High priority (fix immediately):
Risks to customer data
Risks that block revenue
Risks that violate regulations
Risks that could shut down operations
Medium priority (fix soon):
Risks to internal systems
Risks that slow operations
Risks that increase costs
Low priority (accept or defer):
Theoretical risks with no business impact
Risks with expensive fixes, minimal value
Risks already mitigated by other controls
Example decision matrix:
Critical vulnerability in customer-facing app? Fix immediately.
Medium vulnerability in internal tool used by 2 people? Schedule for next sprint.
Low-risk finding in deprecated system? Accept the risk.
Key principle: Spend security resources where they create most business value.
Measuring Security as Business Value
Don't measure:
Number of vulnerabilities found
Policies written
Training completion rates (alone)
Do measure:
Deals won because of security posture
Incidents prevented (with business impact)
Time saved through automation
Certifications that enable sales
Example metrics:
"Our ISO 27001 helped close €2M in enterprise deals"
"Our DLP prevented 12 potential data leaks this quarter"
"Security automation saved 40 hours/month"
Communication shift:
From: "We fixed 200 vulnerabilities"
To: "We protected customer data and maintained 99.9% uptime"
Result: Leadership sees security as investment, not cost.
The Difference Between Theater and Value
Bad security teams protect the business from itself. They say no. They block. They slow things down.
Good security teams reduce risk. They implement controls. They fix vulnerabilities.
Great security teams enable business growth through smart risk management. They ask "how can we do this safely?" They prioritize based on impact. They measure value, not just risk reduction.
That's the difference between security theater and security value.
Stop trying to eliminate all risk.
Start optimizing for business value while managing risk intelligently.
Your job isn't to prevent the business from taking risks.
Your job is to help the business take the right risks safely.
