The Hidden Gap Undermining Enterprise Security—and How to Close It

Business leaders across industries and the globe are coming to terms with a harsh reality. While security and IT teams may be working toward the same outcomes, this doesn’t always translate to a mutual understanding at the operational level.

I witnessed this disconnect firsthand at a recent conference, standing between a security engineer and a network load-balancing specialist. They worked for the same company, yet they spoke almost entirely different languages. Each of them had only a partial view of the infrastructure. It wasn’t until they walked through an end-to-end packet flow that something clicked. The security engineer finally recognized how load balancing supported the flow of application traffic, as well as how critical it was to delivery.

Unfortunately, this kind of disconnect isn’t unique. I frequently encounter it, and it’s a sign of the critical gaps that can emerge when security and IT teams lack shared visibility across their cloud and network environments. After all, threat actors can easily sidestep even the most robust security controls if they aren’t properly applied across a company’s entire infrastructure.  
 
Gartner echoes this concern, reporting that organizations without consistent hybrid governance will face 25% more security incidents and 45% higher costs by 2026. In other words, aligning security and IT operations has become a business imperative that directly impacts both risk exposure and a company’s bottom line. 

Three Ways to Build Shared Accountability Between Security and IT Organizations

Organizations need a structured approach that addresses the root causes of security and IT silos. The following recommendations serve as a starting point for integrating fragmented operations into a collaborative foundation, thereby enhancing the security and resilience of the infrastructure.

One: Unify Leadership to Drive Shared Accountability

In many organizations, the chief information security officer (CISO) and chief information officer (CIO) operate on parallel tracks that don’t always cross. They report through different chains, focus on different metrics, and often work toward outcomes that are only loosely connected. Collaboration between their teams tends to happen reactively, usually in response to incidents rather than in anticipation of them.

That model no longer holds up. Infrastructure has become too dynamic, too distributed, and too critical to business performance to have the gaps in visibility that this creates.

In response, some organizations have moved to consolidate leadership, with the CISO reporting to the CIO or vice versa. Others maintain separate roles but ensure both have direct access to the board. Ultimately, the reporting structure feeds directly into the desired outcome, which is shared infrastructure governance at the executive level. 

When this alignment exists, it sets a clear mandate for collaboration across technical teams. However, when this doesn’t happen, silos persist, often at the expense of breaches or noncompliance.

Two: Structure Budgets Around Shared Outcomes

Separate budgets often lead to disconnected strategies. Security teams invest in visibility and control. IT teams prioritize performance and uptime. Both have valid goals, but without coordination, their spending can lead to conflicting priorities that undermine overall effectiveness.

When CISOs and CIOs co-own budget planning, it allows the conversation to shift. Decisions are no longer about defending domain-specific spending, but about prioritizing investments that serve both risk reduction and operational efficiency. Tools that bridge visibility across teams may become more valuable, while redundant or narrowly scoped technologies may get phased out. The result is a leaner, more cost-effective technology stack, which benefits both teams and the company as a whole. 

Three: Use Tools That Provide Context Rather Than Adding to the Complexity

Even with leadership and budgets aligned, fragmented tooling can still hinder effective collaboration. Security and IT teams often rely on separate platforms that generate different datasets and tell other stories. Fragmented tooling can cause each team to see only part of the picture, but not enough to act quickly or confidently.

To bridge that gap, organizations need tools that deliver shared visibility across the entire infrastructure. The goal isn’t just to collect more data, but to gain a deeper understanding of how firewall policies, traffic flows, and other infrastructure components behave. 

When both sides can see the same environment and speak the same language, collaboration becomes the default, rather than the exception. 

Build Infrastructure That Moves with the Business

In business, infrastructure underpins every launch, every system update, and every customer experience. When the teams responsible for delivering and securing that infrastructure are misaligned, consequences ripple across the entire organization. On the other hand, when security and IT teams are unified, they can make decisions with shared context and act with greater confidence. They identify vulnerabilities early and proactively resolve them, all while reducing risk and avoiding the costs associated with breaches and fines resulting from noncompliance.

Achieving this requires a deliberate change from the top down. Leadership structure, budget strategy, and tooling shape how teams work and make decisions. When these three areas are in sync, infrastructure stops holding the business back and starts propelling it forward. 

The opportunity now is not just to close the gap between security and IT, but to reimagine how these teams collaborate to drive the enterprise forward. Leaders who treat this as a strategic advantage, rather than a technical nuisance, will be best positioned to adapt, innovate, and thrive in a world defined by constant change. Whether it's navigating the complexities of multicloud deployments, enabling remote workforces, or accelerating digital transformation, a unified operational model will determine who leads and who lags.

 The companies winning market share are those that turn infrastructure into a source of agility rather than a bottleneck. They are fostering a culture where visibility is shared, decisions are aligned, and accountability is collective. For organizations still struggling with siloed operations, collaboration is no longer optional. It’s a prerequisite for resilience. The sooner we unify the work of securing and delivering infrastructure, the sooner we unlock the full potential of our businesses