A cybersecurity infrastructure business case is typically driven by theRiskfunction because the justification for security investments is grounded in reducing enterprise risk to an acceptable level and aligning with the organization’s risk appetite and regulatory obligations. Risk-focused teams (often working with the CISO and security governance) translate threats, vulnerabilities, and control gaps into business impact terms such as likelihood of adverse events, potential operational disruption, financial exposure, regulatory penalties, and reputational harm. This framing is what a formal business case requires: a clear problem statement, quantified or prioritized risk scenarios, expected risk reduction from proposed controls, and how residual risk compares to tolerance thresholds.

WhileITusually leads implementation and provides architecture, sizing, and operational cost estimates, IT alone does not typically “drive” the business case without the risk rationale that explains why the investment is necessary and what enterprise outcomes it protects.Legalcontributes requirements related to compliance, contracts, and breach handling, but it generally supports rather than owns investment prioritization.Financeevaluates budgeting, funding options, and return-on-investment assumptions, yet it relies on risk inputs to understand why the spend is warranted and what loss exposure is being reduced.

Therefore, the organizational area most responsible for driving a cybersecurity infrastructure business case—by defining the risk problem, articulating risk-based benefits, and enabling executive decision-making—isRisk.

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