Building a Strong Relationship Between the DPO and IT Security Teams

In an era where data is becoming the lifeblood of almost every organisation, the relationship between the Data Protection Officer (DPO) and IT security teams is more crucial than ever. While their core responsibilities differ, their objectives often intertwine. The DPO is primarily concerned with ensuring compliance with data protection regulations such as the UK GDPR and the Data Protection Act 2018. They focus on lawful processing, individuals’ rights, and developing organisational data governance policies. IT security teams, on the other hand, are charged with protecting the confidentiality, integrity, and availability of data from technical threats and breaches.

Despite this natural alignment, in many organisations, these groups operate in parallel rather than in true collaboration. This can create friction, misunderstanding, or inefficiency, especially when it comes to handling incidents, conducting risk assessments, or implementing new technologies. A strong, symbiotic relationship between these teams not only helps achieve compliance but also reinforces the broader objectives of trust, information security, and corporate resilience. Building this relationship is not merely about improving internal communications—it’s about transforming two historically siloed functions into an integrated force that can better serve the organisation and its stakeholders.

Recognising Differences and Common Goals

The first step in fostering collaboration is recognising where the DPO and IT security teams differ and where their goals align. These differences can sometimes lead to friction. For instance, IT security professionals may prioritise technical solutions and rapid implementations, occasionally sidelining the legal and ethical dimensions that a DPO must consider. Conversely, DPOs may sometimes view security measures as overly restrictive or burdensome if they are not appropriately calibrated to the risk.

However, both functions ultimately aim to protect personal data—one by ensuring its responsible and legal use, and the other by shielding it from unauthorised access or compromise. Recognising this shared mission enables both sides to approach their tasks with mutual understanding rather than guarded caution.

Key areas of synergy include data mapping, risk assessment, incident response, and data subject rights. For example, during a data breach, both teams must act swiftly and in alignment: the IT team to contain and investigate, and the DPO to handle regulatory reporting and communication. Aligning efforts in these areas not only leads to better outcomes but also fosters trust and respect between teams.

Establishing Clear Roles and Responsibilities

Ambiguity over roles can be one of the biggest barriers to effective collaboration. To avoid overlap or, worse, neglected duties, it is essential that organisations clearly delineate responsibilities. A well-defined RACI matrix (Responsible, Accountable, Consulted, and Informed) can be a useful tool here.

For example, while IT may be responsible for implementing encryption solutions, the DPO should be consulted to ensure the method chosen aligns with privacy regulations. Similarly, when preparing a Data Protection Impact Assessment (DPIA) for a new system, the DPO leads the assessment but will rely heavily on IT security experts to identify technical vulnerabilities.

Regular reviews of job descriptions, organisational policies, and compliance documentation can ensure that responsibilities stay aligned with evolving regulatory and technological landscapes. This clarity provides not just operational efficiency but also accountability—each side knows when and how to contribute, dramatically reducing the risk of errors or omissions.

Creating Shared Language and Understanding

One of the biggest challenges in bridging the gap between DPOs and IT security teams lies in communication. These functions come from different professional backgrounds, often using distinct terminologies, frameworks, and tools. The DPO may speak of ‘lawful bases for processing’ and ‘data minimisation‘, while IT security uses terms like ‘firewalls’, ‘penetration testing’, and ‘endpoint detection. These are all crucial aspects of data protection, but without a mutual understanding, miscommunication can occur.

Organisations can address this by cultivating a shared vocabulary and teaching the teams about each other’s discipline. Cross-functional training sessions, workshops and lunch-and-learns can be valuable platforms for exchanging knowledge. E-learning modules and privacy awareness campaigns can also contain IT components, and vice versa.

Such initiatives do more than just improve communication; they foster empathy. When a security engineer understands the pressure the DPO feels in meeting regulatory deadlines, or when a DPO appreciates the technical complexity of implementing a Secure Access Service Edge (SASE) solution, collaboration becomes less of a chore and more of a partnership.

Embedding Collaboration in Organisational Culture

Real collaboration cannot be achieved through policy alone—it must be woven into the fabric of the organisational culture. This begins with leadership. Senior executives must champion cross-functional cooperation, regularly involving both DPOs and IT security in strategic decision-making, board updates, and enterprise risk management discussions.

Joint briefings and shared objectives in quarterly planning cycles can reinforce the value of cross-functional efforts. For example, instead of listing separate privacy and security goals, organisations can establish unified data protection objectives that require contributions from both teams. Initiatives like ‘Privacy by Design’ must also become standard practice in systems development, bringing DPOs, developers, and security teams to the table from day one.

Creating forums for continuous connection—such as privacy and security steering committees, regular stand-ups, or jointly managed incident response teams—can transform collaboration from an ad hoc exercise into a routine, expected practice. Over time, this cultural alignment will help the organisation respond more quickly and effectively to emerging risks and regulatory changes.

Leveraging Technology and Shared Tools

Technology can help bridge the operational divide between DPOs and IT security, particularly when it comes to documentation, automation, and monitoring. Using integrated tools for cybersecurity and data protection compliance enables both teams to view, analyse, and act upon the same data. Platforms like Data Loss Prevention (DLP) systems, Security Information and Event Management (SIEM) tools, and Governance, Risk, and Compliance (GRC) platforms often include modules that are useful for both privacy and security functions.

For example, logs from a SIEM can provide evidence needed for DPIAs or data subject access requests (DSARs), while DLP alerts can trigger both privacy assessments and security investigations. Shared access to these tools ensures transparency and consistency. Moreover, using common dashboards can help track key performance indicators such as breach response times, encryption coverage, and data lifecycle metrics.

The deployment of automation also offers significant collaborative potential. Automated incident alerts can notify both IT and the DPO simultaneously of potential breaches, reducing response time and improving coordination. Likewise, automating access reviews or consent management can relieve administrative burdens on both teams.

Managing Incidents as a Unified Front

Incidents are a true test of the DPO–IT security relationship. Whether it’s a phishing attack that exposes login credentials or a ransomware breach that jeopardises sensitive personal data, fast and coordinated action is essential. Yet too often, organisations discover—mid-crisis—that siloes have hindered response efforts, sometimes with regulatory and reputational consequences.

The cornerstone of effective incident response is a tested, joint incident response plan. This plan should clearly specify the actions to be taken by IT, DPOs, legal counsel, and communications teams, including how and when regulatory reporting obligations kick in. It should contemplate a range of scenarios and involve regular tabletop exercises to test both communication and decision-making across functions.

Furthermore, post-incident reviews should always involve input from both security and privacy professionals. Together, they can distinguish between a technical issue and a regulatory breach, improve preventive measures and update policies accordingly. These reviews should not be limited to identifying failures—they must also celebrate what worked well, reinforcing good collaborative behaviour and building confidence for the next time.

Planning for the Future Together

As digital innovation accelerates and regulations evolve, the challenges faced by both the DPO and IT security will grow increasingly complex. Technologies like artificial intelligence, blockchain, and the Internet of Things offer new opportunities but also introduce new risks to personal data. Navigating these risks requires both legal insight and technical depth.

Proactively involving each other in planning and procurement cycles ensures that privacy and security considerations are embedded in corporate technology from the start. When assessing new systems or partners, the DPO can raise questions about data minimisation, international transfers, or consent, while IT security can evaluate encryption, access controls, and third-party vulnerabilities.

This future-focused dialogue must stretch beyond compliance. As issues of digital ethics, algorithmic accountability, and customer trust gain prominence, the marriage of privacy and security will be a competitive differentiator—not merely a regulatory burden. The organisations that embrace this partnership today will be better prepared for tomorrow’s challenges.

Championing Collaboration as a Continuous Journey

There is no end-state to collaboration; it is an ongoing process of learning, adapting, and growing. The relationship between DPO and IT security teams must be nurtured continually, through operational activities, strategic planning, and cultural reinforcement. It requires recognition at the highest levels of the organisation, investment in training and tools, and most of all, a shared mindset that data protection is a collective responsibility.

Gone are the days when the DPO sat quietly in legal, and IT security worked behind a firewall. In today’s data-driven world, both must emerge as strategic partners—collaboratively designing systems, responding to threats, and upholding the public’s trust. When the technical excellence of IT professionals combines with the legal and ethical foresight of privacy officers, the outcome is a more secure, compliant, and forward-thinking enterprise. And that is the kind of organisation ready not just to survive but to lead in the digital age.