Blog From “Office of No” to Business Enabler

From deepfake CEOs to rogue AI agents, today’s cyber threats are evolving faster than most companies can react. Insight’s Global CISO Jason Rader shares how to get ahead — and stay there. 

We’ve all been there: You discover a new app or tool that could make your job easier. But, instead of asking IT or InfoSec for approval, you quietly start using it, hoping it won’t get blocked.

From the security side, it’s equally frustrating. Shadow IT, the tools and systems employees use without official approval, is the leak that never seems to stay plugged.

In an episode of Insight’s podcast, Insight On, Rader says it’s time to change that perception. Security should be a partner in innovation, not the reason it stalls.

“Security should enable the business, not stop it,” says Rader.

His ideal approach flips that script.

The easiest way to stop being the “office of no” is to get involved early. Invite security into project planning sessions before anything launches, so potential risks can be spotted and addressed from the start — not after the fact.

When something isn’t secure, don’t just shut it down. Offer a vetted alternative that meets both the security requirements and the team’s needs. That way, you’re solving a problem instead of creating a roadblock.

Security also works best when people understand why it matters. Short, focused awareness sessions can help business units understand how security enhances their projects, making them stronger, faster, and more resilient.

And when you approve a new tool or process, document the risk decisions and the mitigations in place. That transparency helps teams understand the reasoning behind your guidance — and builds trust that security is here to help them succeed.

By embedding security into the innovation process, companies can move faster without sacrificing safety.

The best path to AI adoption? Guardrails without roadblocks

Agentic AI and generative AI are changing how work gets done. But with speed comes risk — from insecure models to hidden backdoors in AI-generated code.

Rader’s advice: Treat AI agents like you would any human user — starting with identity. When an agent is created in a secure, enterprise-approved platform, it’s assigned a unique identity in the organization’s directory. That identity lets security teams monitor its actions, apply access controls, and detect risky behavior. Without it, rogue agents could operate invisibly, putting sensitive data at risk.

From there, apply Zero Trust principles to every agent. Give agents explicit access only to the data they need, segment them from unrelated systems, and continuously monitor for unusual activity — just as you would with human accounts.

Rader also stresses the importance of transparency from vendors. Know which AI models are being used, how they’re trained, and where they operate. That visibility helps you assess risk and meet compliance requirements.

Finally, experiment safely. Use vetted, enterprise-approved platforms and synthetic (non-sensitive) data for testing. This encourages innovation while protecting confidential information.

This approach lets employees experiment with AI tools while protecting sensitive data and maintaining compliance with evolving regulations.

Governance is the foundation for secure innovation.

Policies, guidelines, and procedures are often seen as red tape — but they’re the framework that allows organizations to innovate quickly and safely.

Rader’s advice:

• Audit existing policies. Identify gaps where emerging technologies (like AI) aren’t covered.
• Integrate policies into workflows. Make policies part of onboarding, project kickoffs, and vendor evaluations.
• Train continuously. Use short, role-specific training modules so employees understand how governance applies to their work.
• Measure adoption. Track compliance with policies in day-to-day operations, not just during audits.

Rader likes to joke, “Governance is what lets you be a rockstar.” It’s a funny line — until you realize how true it is.

Governance isn’t the flashy part of security. It’s policies, guidelines, and procedures — the stuff most people see as red tape. But in Rader’s view, it’s the foundation that makes speed and innovation possible. Without clear rules, accountability, and processes, even the most exciting ideas can’t be operationalized safely.

He points to NASA as an example. In the early days of space exploration, they started with governance — not because it was fun, but because lives and reputation were at stake. That discipline allowed them to move fast, take risks, and succeed.

The same principle applies to modern business. When governance is embedded into company culture — from onboarding to project kickoffs — teams can experiment, adopt new technologies, and push boundaries without losing control.

In other words, governance doesn’t slow you down. It’s what gives you the confidence to go full throttle.

Incident readiness must be something you practice before you need it

The worst time to figure out your incident response plan is during an actual attack. Rader recommends practicing before you ever need it — and doing it often.

Run tabletop exercises at least quarterly, simulating realistic attack scenarios like ransomware, phishing, or AI prompt injection. Invite IT, InfoSec, legal, operations, and leadership into the room so everyone understands their roles. These “messy meetings,” as Rader calls them, often reveal gaps in processes that wouldn’t surface until a real crisis.

Clearly define escalation paths. Everyone should know who gets notified, when, and how during an incident. That clarity prevents confusion and delays when time matters most.

Test your kill switches. Make sure critical systems can be safely shut down or isolated to contain damage. This step can be the difference between a minor disruption and a full-blown disaster.

Finally, review after-action reports from each exercise. Document the lessons learned, update playbooks, and refine your processes. Preparedness reduces downtime, limits damage, and builds confidence across the organization — so when the real thing happens, you’re ready.

Compliance doesn’t equal security

Passing a compliance audit is important — but it’s not the same as being secure. As Rader puts it, “Everybody who’s ever been breached was probably compliant.”

Too often, organizations treat audits like a finish line. They check the boxes, breathe a sigh of relief, and move on — until the next audit cycle. Rader sees audits differently: they’re a gap analysis, a chance to strengthen controls and raise the bar.

That means layering security controls beyond what your compliance framework requires. It means monitoring continuously between audits, using vulnerability assessments and threat intelligence to stay ahead of evolving threats. And it means making sure leadership understands the truth: Compliance is a baseline, not a guarantee of safety.

Rader compares it to dental checkups. “I’ve gone to the dentist and had no cavities, and then six months later I had three,” he says. “Passing the exam doesn’t mean you stop brushing and flossing.” In security, maturity comes from proactive measures — not just meeting minimum standards.

Strengthen your security posture before it’s too late. Partner with Insight to build a resilient, business-enabling program.