# Risk Culture Maturity Assessment

- **PURPOSE:** Provides a structured approach to evaluate your organization's current risk culture maturity level, identify gaps, and prioritize specific improvement initiatives.
- **WHEN TO USE:**When beginning risk culture transformation initiatives, during annual security program assessments, or after significant organizational changes.

## PART 1: Maturity Assessment

Rate each dimension on a scale of 1-5, where: 

1 = Naïve (unaware/reactive) 

2 = Novice (aware but early implementation) 

3 = Normalized (established processes requiring management) 

4 = Natural (risk awareness embedded in organizational thinking) 

5 = Leading (risk considerations drive business decisions)

| Dimension | Assessment Criteria | Score (1-5) | Evidence/Examples |
| --- | --- | --- | --- |
| Leadership Commitment |  |  |  |
| Board engagement | Board regularly discusses security risks in business context |  |  |
| Executive sponsorship | C-suite executive(s) actively champion risk management |  |  |
| Resource allocation | Resources allocated based on risk impact rather than technical factors |  |  |
| Visible involvement | Leaders demonstrate and communicate risk-aware behaviors |  |  |
| Organizational Structure |  |  |  |
| Cross-functional governance | Risk committees include representation from all key functions |  |  |
| Role clarity | Risk responsibilities clearly defined across business and technical functions |  |  |
| Information flow | Bidirectional risk information flows effectively across hierarchical levels |  |  |
| Decision authority | Decision rights for risk acceptance defined and documented |  |  |
| Communication |  |  |  |
| Common language | Shared risk terminology understood across technical and business units |  |  |
| Appropriate translation | Technical risks consistently translated into business impacts |  |  |
| Transparency | Open communication about risks, incidents, and lessons learned |  |  |
| Feedback mechanisms | Channels exist for raising risk concerns across organizational boundaries |  |  |
| Risk Awareness |  |  |  |
| Business integration | Risk considerations embedded in regular business processes |  |  |
| Training effectiveness | Risk training focuses on behaviors rather than just knowledge |  |  |
| Personal relevance | Staff understand risk management's relevance to their specific roles |  |  |
| Risk reporting | Regular risk reporting tailored to different organizational levels |  |  |
| Incentive Alignment |  |  |  |
| Performance metrics | Performance evaluations include risk management considerations |  |  |
| Recognition systems | Good risk management practices are visibly recognized and rewarded |  |  |
| Balanced objectives | No incentives that directly conflict with sound risk management |  |  |
| Psychological safety | Staff comfortable raising concerns without fear of punishment |  |  |

Table 1: Risk Maturity Assessment

## PART 2: Gap Analysis and Action Planning

| Priority Areas for Improvement | Current State | Desired State | Key Actions | Owner | Timeline |
| --- | --- | --- | --- | --- | --- |
| 1. |  |  |  |  |  |
| 2. |  |  |  |  |  |
| 3. |  |  |  |  |  |
| 4. |  |  |  |  |  |
| 5. |  |  |  |  |  |

Table 2: Gap Analysis and Action Planning

## IMPLEMENTATION TIPS:

- Have multiple stakeholders complete the assessment independently, then compare results to identify perception gaps
- Focus improvement efforts on no more than 3-5 areas at once to maintain momentum and show visible progress
- Use specific examples (both positive and negative) to support ratings and create concrete improvement actions

***

(c)[Kayne McGladrey](https://kaynemcgladrey.com/) - [Get the full book "Cyber Risk is a Myth"](https://www.routledge.com/Cyber-Risk-is-a-Myth-A-Business-Approach-to-Integrated-Risk-Management/McGladrey/p/book/9781041249054)