We are entering a period of time when we are going to see an uptick in the number of security threats, both physical and in cyberspace. There is an increasing global unrest. Over the past few months what we’ve seen electorally, in the U.S., but also in Europe and in other parts of the world, has been a manifestation of that.
Developing budgets that make sense, support the mission of the enterprise, are thoroughly justified and garner the support of the C-suite is a challenge that security executives have faced for ages. Why is this the case? Is it that the C-suite doesn’t recognize the importance and value that an effective security program provides to the enterprise? Is it because security executives have not done an effective job of developing and documenting the inherent value to the enterprise of an effective security program?
Ninety-four percent of large businesses in the U.S. have a cybersecurity policy, according to the 2017 Cybersecurity Survey by Clutch, and most of them have had a policy for more than three years. U.S. enterprises are more likely to have a cybersecurity policy than most global organizations (two-thirds of which lack a formal cybersecurity policy), and policies most commonly include required security software, backups, scam detection and security incident reporting protocols.
A breach results in loss of trust, proprietary information, trade secrets and consumer confidence. On the other hand, investing in cybersecurity and breach preparedness creates trust, boosts consumer confidence, and incites innovation – all generators of revenue.
There’s a shift taking place in the boardroom: With the recent high-profile cyberattacks like WannaCry and NotPetya, cybersecurity has been placed in the spotlight, making it a much more prominent topic than it was five years ago.
Every day we are updated about the latest cybersecurity breaches – whether it's Yahoo, Dropbox or LinkedIn, how many records have been stolen, or how much companies have paid in result from ransomware or financial fraud.
With thousands of employees and passengers in the air every day of the year, as well as having to comply with a variety of regulations and being accountable to both travelers and the government, United Airlines’ Managing Director of Global Security and Compliance, Rich Davis, has a big job.
With 55 plants and nine corporate campuses, as well as parts stores, customer service and sales centers, warehouses and distribution centers around the world, the global security department at Ingersoll Rand has quite a few different environments to deal with, says Director of Global Security Rick Kelly.
This month in Security magazine, meet 13 female executives who are succeeding in security leadership roles. How are they contributing to the safety and success of their enterprise and to the industry? Also, experts discuss radio frequency threats, mental health during the global pandemic, the future of security networking, zero trust, AI and more.