In today’s digital manufacturing environment, cyber security is no longer just a technical issue. It is a strategic business imperative that demands the attention of C-level executives.
As manufacturers embrace Industry 4.0 technologies, the convergence of operational technology (OT) and information technology (IT) has created new efficiencies, but also new vulnerabilities. The stakes are particularly high in this sector, where a cyber attack can halt production, compromise product quality, and disrupt global supply chains.
Understanding roles and responsibilities in a manufacturing context
In a manufacturing organization, cyber security is a shared responsibility that spans across multiple teams. Engineers, system administrators, developers, and technical consultants are responsible for ensuring that production systems, industrial control systems (ICS), and enterprise networks operate securely and efficiently. These teams manage both the OT environment and the IT infrastructure that supports business operations.
However, cybersecurity cannot rest solely on the shoulders of technical teams. Risk management professionals play a vital role in identifying potential threats, assessing vulnerabilities, and developing mitigation strategies that align with business continuity and safety goals. Their strategic oversight is essential for protecting critical manufacturing assets, including intellectual property, production capacity, and supply chain integrity.
Bridging the gap
One of the most persistent challenges in manufacturing cyber security is the disconnect between technical teams and risk management functions. These groups often operate in silos, with limited communication and differing priorities, sometimes resulting in a lack of clarity as to where the risk ownership and accountability sits. Engineers may focus on uptime, throughput, and system performance, while risk managers concentrate on compliance, threat modelling, and long-term resilience.
This separation can lead to inefficiencies, missed vulnerabilities, and fragmented security strategies. For example, risk mitigation plans may be developed without a full understanding of the technical constraints of legacy OT systems. Conversely, technical teams may implement changes without considering their broader impact on risk exposure or regulatory compliance.
To overcome this, manufacturers must foster a culture of collaboration and open communication. Risk management should be embedded into the fabric of operational planning, not treated as a separate function. By involving technical teams in risk assessments and encouraging regular dialogue between departments, organizations can develop cyber security strategies that are both technically sound and strategically aligned.
Empowering technical teams on the factory floor
Although technical teams in manufacturing possess deep knowledge of proprietary systems, industrial protocols and the unique operational challenges of the shop floor, their contributions are frequently undervalued in strategic decision-making.
To address this, manufacturers must recognise and elevate the role of technical personnel in cyber security planning. Providing visibility into the organisation’s strategic goals and demonstrating how their work contributes to broader risk reduction can boost morale and foster a sense of ownership. When engineers and technicians understand the impact of their actions on the company’s security posture, they are more likely to adopt best practices and proactively identify vulnerabilities.
Moreover, involving technical experts in strategic discussions leads to more informed and realistic decision-making. Their insights into system limitations, integration challenges, and operational dependencies are critical for designing effective and sustainable cyber security controls.
Strategic oversight and executive leadership
While technical teams ensure the integrity of manufacturing systems, it is up to executive leadership to provide strategic oversight. This includes understanding the evolving threat landscape, prioritizing cyber security investments, and ensuring that the organization has the resources and capabilities to respond to incidents effectively.
Effective risk management in manufacturing requires a holistic approach that considers both internal operations and external pressures, such as regulatory requirements, supply chain risks, and geopolitical threats. Executives must stay informed about emerging cyber threats and industry best practices, and ensure that cyber security is integrated into business planning, capital investment, and workforce development.
This also means investing in training and upskilling for technical teams, implementing robust incident response plans, and fostering a culture of continuous improvement. In some cases, engaging external cyber security consultants with experience in industrial environments can provide valuable insights and help identify blind spots.
A unified approach to cybersecurity in manufacturing
Ultimately, the success of a manufacturing organisation’s cyber security efforts depends on collaboration between technical teams and strategic leadership. By working together, these groups can develop a unified approach that leverages their respective strengths and addresses the unique challenges of industrial environments.
For C-level executives, this means creating an environment where communication and collaboration are encouraged and rewarded. It involves breaking down silos, promoting cross-functional teamwork, and ensuring that every employee – from the factory floor to the boardroom – understands their role in protecting the organisation’s critical assets.
Cyber security in manufacturing is not just about protecting data; it’s about safeguarding the systems that produce, assemble, and deliver the goods that power the global economy. By empowering technical teams, fostering open communication, and providing strategic oversight, manufacturers can build a resilient cyber security posture that supports operational excellence and long-term success.
Author: Stuart Morgan, Principal Consultant, Reversec
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