How to create a cybersecurity culture in times of global risks?

When a human error can open the door to a millionaire attack, the cybersecurity culture is no longer an option and becomes a requirement.

Today, it is not only systems that are at risk, but the entire operational, reputational, and strategic structure of organizations.

After all, global risks such as state-sponsored attacks, transnational cybercrime, and large-scale manipulations require more than firewalls and antivirus, they require people who are prepared, attentive, and engaged.

Thus, creating a culture of cybersecurity is essential for organizations that want to stay in the market.

This is because, in times of increasingly unpredictable risks, the only sustainable defense is the one that is born from internal collaboration and the daily commitment to digital security, which can only be created through concrete actions.

What is the impact of a lack of investment in a cybersecurity culture?

Many leaders still associate global risks only with economic crises or political instabilities, but the new reality expands this concept to invisible dimensions, such as:

• Algorithmic manipulation;

• Hijacking of critical information;

• Disinformation orchestrated on an international scale.

  
  

This happens due to the interconnectedness between systems, where supply chains and shared data have created an environment where any weakness at one point can set off a chain reaction across entire industries.

Therefore, it is no longer a matter of protecting only what is inside the company, but of understanding that threats can be born outside of it in suppliers, partners, or even on social platforms.

An aspect that is little discussed is the psychological and operational impact of global risks on internal teams.

This is because, when employees live under a constant state of alert, without the emotional structure or technical knowledge necessary to react, the result is an environment of generalized insecurity, which favors human error.

Another overlooked point is how global risks are shaping institutional reputation.

Today, a security breach not only compromises data, but the brand's narrative, its position in the market, and even its relationships with investors and governments.

Thus, companies that do not demonstrate digital maturity and responsiveness to global incidents are seen as fragile not only technologically, but strategically.

Because, in times of total exposure, reputational resilience has become as valuable an asset as financial control or innovation, and it is born, mainly, from the ability to anticipate, communicate, and act in the face of threats.

What is the role of people in safety culture?

Recently there has been a lot of talk that digital security is everyone's responsibility, however this discourse is little internalized and what is rarely discussed is how the organizational structure often reinforces the opposite:

• Data storage units that do not communicate;

• Excessive dependence on the IT team;

• A safety culture treated as a technical problem.

  
  

This distancing weakens understanding and acceptance and prevents threats from being faced with agility, since the reaction depends on a few, while the exposure is on all people.

The involvement of all teams does not only mean participating in mandatory training or following internal guidelines. It's about creating an ecosystem where business decisions are thought around security.

The top of the hierarchy, in particular, has a less technical and more symbolic role, as it shapes the culture by the way it acts in the face of incidents and how it values prevention.

In this way, a CEO who treats a data leak as a "one-off" and confidential problem, without publicly assuming the learnings, contributes to a culture of silence and fear.

On the other hand, when leaders share decisions, promote open dialogue, and recognize good safety practices, they create an environment where engagement is spontaneous and not forced.

Finally, the safety culture is the invisible link that connects technology, processes, and people in the same purpose, business continuity in an uncertain world.

It is not built with specific campaigns or rules imposed from top to bottom, but with coherence between discourse and practice, with space for learning and with the recognition that the human factor is as strategic as any firewall.

Essential elements to create a culture of cybersecurity

Creating a culture of cybersecurity is about developing a collective mindset where digital security is understood as an integral part of the organization's routine, decisions, and identity.

After all, it is urgent to look at culture as the most strategic link in business protection, but for this culture to exist in a genuine way, it is necessary to invest in three pillars that reinforce each other:

• Continuing education;

• Accessible communication;

• Natural integration of security into everyday life.

Without them, any initiative runs the risk of being perceived as something imposed, punctual and, therefore, ineffective.

Continuing education and training

Investing in training is not just about offering annual training or generic instructional videos. It is necessary to rethink how learning happens within the organization.

Leaders need to understand that cybersecurity is not a one-off event, but a living and adaptive process, after all, a security culture requires knowledge to keep up with the evolution of threats and be aligned with the employee's context.

Content that ignores people's daily lives or treats everyone as if they were technical experts is unlikely to generate engagement or behavior transformation.

In addition, training is also demystifying, many professionals still see security as something distant, technical and restricted to specialists.

To change this perception, it is necessary to invest in more interactive formats, such as simulations, decision games, and narratives based on real incidents. The objective is not only to inform, but to provoke reflection and develop a critical repertoire.

When training is continuous and contextualized, it strengthens not only prevention, but also the team's responsiveness, making safety an organic part of the organizational culture.

Clear and accessible communication

One of the most common mistakes in cybersecurity management is the use of inaccessible language, with policies full of technical jargon, confusing alerts, or generic instructions, these actions generate a false sense of bureaucratic security.

For communication to be effective, it needs to be thought out with the same care as an engagement campaign, being understandable, close to the reality of internal audiences, and adapted to the different profiles of the organization.

But clarity does not mean superficiality, because it is possible to communicate complex topics in depth, as long as concrete examples, intelligent analogies and an open channel for dialogue are used.

Communication also needs to be bidirectional, that is, not only inform, but listen, after all, an employee who perceives openness to question, suggest or even point out flaws feels part of the process.

Integrating security into everyday life

Security cannot be treated as an exception, a "special mode" that people activate only when reminded. The real challenge lies in integrating safe practices into daily routines without generating overload.

This requires a profound change in mentality, it is necessary to see security as an ally of productivity, not as an obstacle.

For this, work tools, operational flows, and decision-making processes need to be designed with built-in security not added later as an extra layer.

This integration also goes through leadership, when managers from different areas incorporate security practices into their own flows and demand this from their teams, the message is strengthened.

Small habits, such as validating links before sharing them, checking permissions on files, or discussing risks in project meetings, shape collective behavior.

Security is no longer a sector and becomes a cultural trait. And when it is naturally present on a daily basis, the organization becomes more prepared to face challenges.

Cybersecurity culture as a strategic protection asset

Treating organizational culture as a strategic asset of protection is recognizing that it shapes behaviors, decisions, and reactions in the face of risks.

While firewalls and automated solutions act in technical layers, culture acts on the more human and profound level, which is the influence on how people perceive and respond to threats.

An organization with a weak culture tends to treat incidents as exceptions and blame individuals, while one with a strong culture collectively learns and strengthens its resilience.

In this context, culture is not intangible, it is a competitive differential, capable of reducing impacts, accelerating responses, and preserving reputations.

In addition, a well-crafted culture broadens the vision of security beyond the IT area, it transforms protection into a transversal value, present in product decisions, customer relationships, and internal processes.

By seeing culture as part of the defensive strategy, companies stop being reactive and start being proactive, anticipating risks before they become crises.

PhishX helps you build a culture of cybersecurity

PhishX acts as a strategic partner in building a solid and continuous cybersecurity culture, aligned with the three essential pillars: education, communication, and integration of security into everyday life.

Our ecosystem is designed to go beyond one-off awareness, promoting constant learning, engagement, and behavior transformation.

Through intelligent campaigns, microlearning, phishing simulations, and a unique digital assistant, we offer personalized experiences that make digital security a natural part of people's daily lives.

In the pillar of continuous education, PhishX delivers dynamic and updated content based on real contexts, adapted to different profiles and areas of the organization.

And by integrating our solutions into existing systems and routines, we bring safety into the operation, strengthening the culture from the bottom to the top, turning people into the first line of defense.

In this way, we help companies build not only technical defenses, but a collective conscience capable of facing global risks with more preparation, agility, and confidence.

Contact our experts and learn how PhishX can help your organization build a strong and effective cybersecurity culture.

Creating a culture of cybersecurity in times of global risks is essential