Focusing on critical issues facing security leaders, security industry stalwart Lynn Mattice shares solutions to the quandaries today’s CSOs must address, such as gaining buy-in, budgetary challenges, talent acquisition and security risk management.
Where within the enterprise the corporate security department reports is often more form over function. It may be personality driven, power driven or simply a corporate culture thing. Many companies have a hard time deciding where corporate security should report.
Throughout my career as a CSO, I have had the opportunity to manage proprietary and contract security forces, as well as having had a very large hybrid operation that was a mix of both proprietary and contract security officers.
The previous three columns have laid the groundwork for establishing yourself as an effective influencer. In this month’s column, we will explore gaining the unique insights necessary to establish a program that will truly provide value to the enterprise.
We have heard from a number of security executives about a very disturbing trend taking place when contracting out various services to support security programs. These reports indicate that a decline may be occurring in the integrity and ethical standards of a number of security services providers.
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?