Our past experiences shape how we perceive the present, and plan for the future.
I’ve been very lucky in my career. I started as a security officer in a hotel in Winnipeg (people who’ve heard me speak at a conferences know this) and eventually became the Chief Information Security Officer for the Government of Alberta. I’ve seen some positive changes in physical and IT security throughout my career, and watched our industry mature to the point where security professionals are now beginning to show the strategic value of security to organizations.
Over the past year, we’ve read a number of disturbing reports on major companies and the breaches they’ve suffered to their information systems.
If you’re a security manager, you’ve probably been asked at some point in your career to report on whether your organization is safe.
The readers who have followed my column this year have been on bit of a journey with me. We have looked at a new way to add value to an organization from the security team — identifying risks facing our business units and working through the lifecycle of risk management with business leaders as partners, not adversaries.
We’ve all been there — the organization decides to head down a path we feel is fraught with risk, but they’re moving ahead, with or without you.
There’s no better way to stir the emotions of a project team than to present a less-than-glowing threat and risk assessment.
So you have made the decision to begin a risk management program starting with corporate security. Congratulations! This is great news…and the beginning of an incredible amount of hard work, long meetings and frustration.
Business is constantly changing. From financial crisis, to a younger workforce, to the consumerization of IT, the pace of change we as security professionals now face is greater than our predecessors. We’re grappling to keep up and to serve our organizations. We’re facing more threats, greater damage and significant economic impacts if our security programs fail.
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