If you are a CSO or head of security, you will inevitably face the day when a senior business executive will ask you for a detailed analysis of your strategy including the level of service you provide and how it will scale over time.
Recently I had a conversation with a CSO who discussed the disconnect between a technology vendor’s (manufacturer) product roadmap and his organization’s needs. “I go to these conferences and it seems they are creating solutions without any understanding of how we are organized, our organizational measures of performance, or our challenges with risk and resilience,” he said.
I believe we are at an inflection point in our industry. The transactions of value within our ecosystem of consultants, integrators, product vendors and security executives must evolve to meet the new business and risk reality.
In my first column I invited you into the office of the CSO and the CEO of a company that had re-positioned itself as a security risk management services (SRMS) provider; a new category that I feel is emerging to address the need for a 360-degree view and understanding of an organization’s risk strategy, plan, processes and metrics.
What does Dr. Park Dietz, one of the world’s foremost forensic psychiatrists, want you to know about mitigating workplace violence? Read his guide on warning signs and prevention, along with features and columns on RFID technology, mobile credential standards, security convergence, CSO interview questions and more in our February 2017 edition of Security magazine.