Cybersecurity incidents, data breaches, ransomware, and phishing attacks
in more than 85–90% of cases do not begin with a sophisticated technical attack,
but with an organizational or decision-making failure, or a lack of board-level accountability.
This article explains why in 2026 cybersecurity is
a management and business problem, not merely an IT issue.
Reports from organizations such as Verizon (DBIR), IBM Security, and ENISA
have pointed to the same pattern for years:
the vast majority of incidents originate from organizational decisions,
not from the absence of a specific technology.
These are not “Hollywood hackers” or exotic nation-state attacks.
Most of the time, they are predictable scenarios that could have been avoided.
From the Expert’s Perspective
In post-incident analyses conducted both in Western Europe
and in the United States, it very often turns out that:
- the infrastructure was modern,
- security tools were in place,
- formal standards were officially implemented.
And yet, serious losses still occurred.
Why?
Because the largest vulnerability was not in the systems,
but in the organization’s decision-making structure.
The 5 Most Common Organizational Failures Observed in Western Companies
1. Lack of Clear Board-Level Accountability
In many organizations, cybersecurity is treated as an “IT matter.”
From a regulatory perspective (GDPR, NIS2, SEC, SOX), this approach is incorrect.
After an incident, investigators assess:
- whether the board was aware of the risks,
- whether decisions were made,
- whether those decisions were properly documented.
A lack of decisions is often interpreted as a failure to exercise due diligence.
2. A Culture of Urgency and Shortcuts
Time pressure, workload overload, and unclear reporting rules mean that even senior management:
- ignores warning signs,
- makes risky decisions,
- bypasses established procedures.
This is not a technological problem.
It is an organizational culture problem.
3. Investing in Tools Instead of Processes
Companies purchase advanced solutions such as:
- EDR,
- SIEM,
- DLP,
- monitoring systems.
At the same time, they fail to invest in:
- decision-making training,
- crisis scenario testing,
- realistic incident response procedures.
The result: technology exists, but does not function as intended.
4. No In-Depth Post-Incident Analysis
In many Western organizations, an incident ends with:
- systems being restored,
- a technical report,
- closing the case.
Without analyzing the organizational root causes,
the same pattern reappears within months.
5. Underestimating Internal Risk
According to DBIR and ENISA reports, a significant share of incidents
is linked to internal actions—intentional or accidental.
Focusing exclusively on external threats
is a strategic mistake that repeatedly occurs
even in mature organizations.
What the Board Should Do — the Minimum Level of Responsibility
- assign cyber risk accountability at board level,
- regularly discuss cybersecurity in a business context,
- maintain a tested incident response procedure,
- conduct crisis scenario exercises,
- document decisions and their rationale.
These are not technical tasks.
They are the foundations of organizational management.
Summary
Cybersecurity does not begin with technology.
It begins with decisions.
Organizations that treat cybersecurity as a cost
pay the price after an incident.
Those that treat it as part of enterprise risk management
build resilience and long-term stability.
2026 is the moment when boards—also in Poland—
can learn from the experience of Western companies
and avoid costly mistakes.
If you are responsible for business risk or serve on a board
and want to determine whether the real problem in your organization is technical
or organizational, it is worth doing so before an incident occurs.
Piotr Wichrań
Court Expert in Information Technology
Digital Forensics and IT/OT Cybersecurity Expert