Over the last few years, I’ve written several articles and blogs about how critical collaboration is to the success of a security organization. I’ve also worked very hard in my job to practice what I preach. Security will not work in a silo and unless we, as security practitioners, understand our business and its core assets, it will be pretty difficult for us to successfully ensure their security.
Security is no longer just a hot topic among security professionals. It’s crossed the boundaries into mainstream media and political debates. You can’t watch the news or read a newspaper or magazine without hearing about cyber threats, personal information breaches or risk management. But that doesn’t mean that company executives have opened their wallets to each and every security project their security staff submits – if only it were that easy.
Back in October, I was speaking as part of a panel discussion when someone asked about the role security issues should play when an organization is entering into a joint venture. It’s an interesting question and an area where I’ve had some experience.
For the next generation of enterprise security leaders, is there a clear path forward to success? Enterprise security leaders discuss mentorships, education, certifications and the skills new CSOs and CISOs will need to succeed in their evolving roles and bring value to the business. But the problem is: with existing security leadership roles varying so widely, is the development of a uniform skill set even possible?