From point A to point B and in between: securing the supply chain is becoming an increasingly high-profile issue among enterprises, and it is growing in complexity. How do we protect our nation’s borders against terrorism and drug threats while still facilitating trade and the free flow of goods?
As business changes, so does – or so should – security. The direction of business can have significant consequences for security, both internally – in terms of influence, funding and organizational structure – and externally – in new threats, new risk, new mitigation requirements.
Are you watching business trends and thinking about how they should impact security and your strategies to mitigate risk?
While many enterprises still have the risk tiger by the tail, Security 500 leaders are earning their stripes by taking risk head on and proactively taming it. In short, they are moving risk to their organization’s top line.
The business-minded leaders in this year’s Security 500 survey have spoken: they are going beyond their enterprises’ boundaries and redefining security’s traditional role to assess and manage risk, contribute to organizational goals and to ensure resilience. But with the events of 9/11 far in the rear view mirror, many security leaders also work to battle complacency across their organizations and engage stakeholders to participate in their own security, as well as protect the physical and logical assets of their organizations.
The purpose of the Security 500 is to create a reliable database to measure your organization versus others and create a benchmarking program among security organizations. The results will enable you to answer the question, “Where Do I Stand?” as a basis of an ongoing peer review process