Cybercrime continues to devastate organizations across Africa, with attacks growing in both frequency and sophistication. While technological solutions play a crucial role, research and experience increasingly reveals that strong governance is what truly sets resilient organisations apart. Companies with dedicated board-level oversight of cybersecurity demonstrate significantly better outcomes, as they benefit from focused strategies and informed decision-making to mitigate risks.
Cybercrime now costs the African economy over $4 billion annually. Meanwhile, 70% – 90% of breaches in Africa stem from human error (KnowBe4, 2024), exposing a critical gap: technology alone cannot defend organisations when employees remain the weakest link. For boards, this reality demands urgent action. Cybersecurity is no longer a technical issue relegated to IT departments; it’s a cultural imperative that requires leadership from the top. As digital adoption surges, Africa’s mobile money ecosystem has expanded rapidly, reaching 781 million users in 2023 (GSMA). With this growth comes heightened cybersecurity risks, making it imperative for boards to strengthen their workforce. Organisations must transform every employee into a human firewall – a vigilant defender against escalating threats in an increasingly digital world.
Boards of directors hold a unique position in shaping organisational culture, particularly when it comes to cybersecurity. While executives are tasked with operationalising security strategies, boards are responsible for oversight—ensuring that the organisation’s approach to cybersecurity is robust, proactive, and aligned with its overall business objectives. This oversight extends beyond technical defenses to fostering a culture where every employee understands their role as part of the “human firewall.” After all, even the most advanced firewalls and encryption protocols cannot compensate for a workforce that falls victim to phishing scams or inadvertently exposes sensitive data.
Read also: Cybercrime costs to hit $20trn by 2026 – Vincent Olatunji
Insider threats remain one of the most significant vulnerabilities organisations face today. These threats often stem not from malicious intent but from human error or ignorance. For example, phishing attacks in Africa have become increasingly sophisticated, leveraging AI-generated content to impersonate executives and trick employees into divulging sensitive information. Despite growing awareness, phishing victims in Africa rose from 26% to 32% between 2023 and 2024, according to KnowBe4’s African Cybersecurity Awareness Report. This gap between awareness and action highlights the urgent need for boards to prioritise hands-on, practical training programmes that go beyond theoretical knowledge.
Building a cyber-aware workforce starts with education but doesn’t end there. Continuous reinforcement is essential. Employees must be trained not only to recognise threats but also to respond effectively when they encounter them. Simulated phishing exercises, for instance, can help employees develop second-nature vigilance against social engineering attacks. However, creating a truly cyber-resilient culture requires more than just training; it demands leadership engagement at every level of the organisation. Boards must ensure that executives lead by example, embedding cybersecurity into daily operations and decision-making processes.
Progressive organisations are finding success with behavioral-based security approaches that combine positive reinforcement with measurable accountability. Many now implement recognition systems that publicly reward employees for identifying threats, creating peer motivation for vigilance. Others have introduced consequence models where repeated security failures impact performance evaluations. These approaches work because they create direct personal stakes – making abstract cybersecurity principles tangible through recognition and professional consequences. When employees see security awareness directly affecting their workplace standing, engagement improves dramatically compared to traditional training alone.
The rise of mobile banking and digital financial services across Africa has brought both opportunities and risks. While these innovations have enhanced financial inclusion, they have also made consumers—and by extension, businesses—more vulnerable to cyberattacks. In Nigeria, Kenya, and South Africa, comprehensive data protection frameworks have been introduced to mitigate these risks by ensuring that financial service providers handle sensitive customer data responsibly. Yet enforcement remains uneven across the continent, leaving gaps that cybercriminals are quick to exploit. Boards must advocate for stronger compliance mechanisms and collaborate with regulatory authorities to close these gaps.
The consequences of failing to address cybersecurity risks extend far beyond financial losses. Data breaches erode trust among investors and customers alike, undermining an organisation’s reputation and long-term viability. A major southern African financial services group suffered a ransomware attack in 2024 that resulted in significant data leaks affecting both customers and operations; a stark reminder of what’s at stake when cybersecurity is neglected. For boards, this means viewing cybersecurity not as a cost center but as a strategic investment in business resilience.
Read also: Canada offers cybersecurity training with job placement in 16 roles
One of the most compelling arguments for strengthening cybersecurity culture is its potential to reduce risk exposure dramatically. An educated workforce serves as the first line of defense against phishing scams, ransomware attacks, and other cyber threats. Moreover, preventing breaches can save millions in potential losses while enhancing trust among stakeholders. Organisations with mature security cultures are also better positioned to attract top talent and forge strong partnerships – both critical factors in maintaining a competitive edge.
Effective boards recognise that cybersecurity is both a technical imperative and a cultural challenge requiring governance-level solutions. Leading organisations now operationalise this through three board-mandated practices: First, instituting board-level metrics that track workforce security awareness including phishing test pass rates and training completion to quantify human risk exposure. Second, establishing executive accountability by tying leadership compensation to cybersecurity KPIs, ensuring C-suite ownership of security outcomes. Third, mandating regular breach simulations that test both technical defenses and employee response protocols under realistic conditions. These measures transform cybersecurity from an IT concern to an enterprise-wide priority, with the board serving as the catalyst for organizational behaviour change. By demanding measurable security performance at all levels from the C-suite to frontline staff, boards can systematically reduce risk while fostering a culture of collective vigilance
The human firewall is not just a metaphor; it’s a call to action for boards across Africa to prioritise people as much as technology in their cybersecurity strategies. Strengthening cybersecurity culture is more than mitigating risks, it’s about building trust in an era where digital transformation is reshaping every aspect of business and society. As stewards of organisational resilience, boards have both the authority and the obligation to lead this charge. The stakes have never been higher but neither has the opportunity to make a lasting impact on Africa’s digital future.
