Why Technology & Security Committees are Essential for Every Business

With digital transformation a necessity, cybersecurity threats accelerating, and compliance requirements evolving, having resources that can tackle the complexities of decision-making and investment for these major issues and initiatives is essential. It can become overwhelming for an executive leader or IT staff to bear the entire burden of making choices that span security, vendor management, and technology adoption.   

This is where committees prove their value.  

For CEOs and IT leaders, building security and technology committees improves organizational efficiency and delivers better value. Committees bring together diverse voices and expertise from across departments, promoting collaboration and allowing businesses to make well-rounded decisions that account for technical, operational, and strategic considerations.   

Why Committees?  

Committees aren't just another layer of bureaucracy—they are designed to distribute responsibility, increase buy-in, and improve the quality of decision-making. When properly enabled by leadership, they can accelerate initiatives and further the goals of the company. Whether you are deciding on cybersecurity measures, selecting new technology, or negotiating with vendors, committees can significantly enhance your process.  

• Shared Workload: With a team of people, you spread out the responsibilities, lightening the load for everyone involved. Relying solely on one person (such as an IT leader) to oversee these high-stakes decisions increases burnout and the likelihood of missed or stalled opportunities.  

• Diverse Expertise: Each committee member brings unique skills and perspectives to the table, from understanding the technical nuts and bolts to knowing how decisions will impact end-users or other business departments. For example, the legal team might flag a compliance concern that IT didn't catch, while the marketing team might envision a new use case for a technology being evaluated.  

• Better Buy-In: When decisions are made collaboratively, people from various parts of the organization feel a sense of ownership over the outcome. This means smoother implementation and higher adoption rates for new initiatives​.  

Who Should Be on a Committee?  

Creating an effective committee is about balancing the right mix of people. Not everyone needs to be on every committee, but every committee should be well-rounded in terms of the expertise it brings. Here's a look at key committees and the types of individuals that should be in them:  

1. Information Security Committee (ISC): This group is vital for any business that wants to stay secure in the face of increasing cyber threats. An ISC should include:  

• • IT security personnel, either from your internal team or a managed service provider.  

• • Compliance officers who understand your regulatory landscape. This can also include your managed service provider, outside counsel, or compliance consultants.  

• • External consultants or experts (e.g. a cyber insurance broker) may provide additional insights on how security measures align with your risk profile​.  

1. Vendor Management Committee (VMC): Working with external vendors can be tricky, especially with technology vendors where terms and service levels matter.  

• • Procurement experts to handle contracts and negotiations.  

• • IT leaders/staff to ensure vendor products align with the company’s security and technical needs.  

• • Legal representatives to scrutinize contracts for any risk or exposure.  

• • Functional team leaders who will interact directly with the vendor’s product or service​.  

1. Technology Steering Committee (TSC): When selecting and implementing new technologies, this committee can be instrumental in making sure the chosen technology fits into your current and future business ecosystem.  

• • IT architects or system administrators who understand how new technology will integrate.  

• • Department heads from operations, sales, or marketing who will be using the technology.  

• • An external consultant or managed service provider (MSP) to offer an outside perspective​.  

Addressing Common Misconceptions  

Many businesses hesitate to implement committees due to misunderstandings about their value and efficiency. Let’s clear up some of the most frequent concerns:  

• "Committees are only for large enterprises."  
  Reality: Businesses of all sizes can benefit from committees. Even smaller organizations can create powerful, combined-function committees that bring the same advantages in decision-making and collaboration​.  
  
• "Committees are a waste of time."  
  Reality: When structured properly with a clear agenda, goals, and empowerment by leadership, committees streamline decision-making rather than slow it down. Well-run meetings lead to faster, more informed decisions.​ 
• "The IT team can handle everything."  
   Reality: While your IT team or managed service provider brings technical expertise, committees offer a broader business perspective. Engaging members from different departments and functions ensures decisions are well-rounded and aligned with the organization’s overall goals​.  
• "Committee members don’t need training."  
  Reality: Even the most knowledgeable team members benefit from training, especially in areas like vendor management, security risks, and AI technology. Proper training equips committee members to contribute effectively​.  
• "Committees don’t require ongoing support."  
   Reality: Effective committees need regular communication, clear objectives, and consistent oversight to remain productive. Without these, committees risk becoming stagnant or ineffective over time.​  

Who Should Lead These Committees?  

One of the critical components of successful committees is strong leadership. The CEO and other members of the C-suite don't always need to sit on these committees, but their guidance and strategic vision should set the tone. While not serving as committee members, the C-suite plays in integral role as an executive sponsor of each committee’s charter.  

For instance, the CEO can:  

1. Communicate the overall business objectives.  
2. Ensure that the committee's decisions align with the company’s strategic goals.  
3. Set deadlines and expectations, giving the committee direction without micromanaging.  

Keeping Committees Focused and Productive  

To avoid committees becoming bogged down in endless discussions, it's important to keep them structured and focused. Here are some tips for maintaining efficiency:  

1. Clear Agendas: Each meeting should have a defined agenda with specific objectives.  
2. Active Participation: Encourage every member to contribute and share their expertise.  
3. Reporting Mechanisms: Regular updates, milestones, and timelines should be communicated back to senior leadership, ensuring alignment with broader business strategies.  

Final Thoughts: A Proactive Approach  

For CEOs and IT leaders, the strategic use of committees offers a powerful tool to make well-informed decisions that have lasting benefits. Whether you’re forming an Information Security Committee to strengthen your cyber defenses or a Vendor Management Committee to get the best deal from your suppliers, the key is ensuring you have the right people and processes in place.  

By fostering collaboration, delegating responsibility, and bringing together diverse perspectives, committees can be a driving force behind your organization’s success.  

Systems Engineering regularly engages as part of our clients’ committees, providing expert knowledge and guidance for security, technology, vendor management, and regulatory/compliance.  Learn more about becoming a client here.

Kent Goodrow, CISO at Systems Engineering, brings 18+ years of experience in IT management and security.  As a Certified Information Security, Cyber-AB, and ISC2 professional, Kent prioritizes safeguarding end users, computing ecosystems, client data, and managing organizational risk in the complex cyber landscape.