The journey to and beyond the role of the chief security officer

Mike Blyth, Mark Grant, Ian Daniel, Andre Laliberte, Greg Leimone and Lawrence Clinton
Additional contact information
Mike Blyth: Sigma7, USA
Mark Grant: Associated Press, UK
Ian Daniel: Norsk Hydro, Norway
Andre Laliberte: CEMEX, USA
Greg Leimone: Syngenta Group,, USA
Lawrence Clinton: Castor Vali Group, UK

Journal of Business Continuity & Emergency Planning, 2026, vol. 19, issue 3, 223-252

Abstract: The security profession is increasingly required to address complex, high-consequence risks that span people, operations, information and organisational reputation. These challenges often exceed the experience and resources of individual practitioners. To be effective, chief security officers (CSOs) must operate fluently across functional boundaries to ensure organisational resilience and effective recovery. Many security professionals enter the field from foundational careers without structured pathways for development, and the sector lacks clear hierarchies, competency expectations and organisational positioning. At the same time, security work now includes a range of specialist subdisciplines dealing with diverse and interconnected risks. CSOs and their teams must demonstrate business value and develop multidimensional, transdisciplinary competence, addressing skills gaps by drawing on methods and practices from adjacent fields. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

Keywords: resilience; security; risk; business continuity; crisis; incident; CSO; CRO; knowledge; skills; leadership; career transitioning; knowledge; competence; professionalisation; forums; value (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2026
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