What can CSOs learn from a CEO’s perspective on risk?
August 1, 2013
To get a 20,000-foot CEO view of global risk, the Lloyd’s Risk Index provides a good lens. This year’s global survey polled 588 C-Suite and board level executives from both larger and smaller businesses (mostly smaller) and included a broad, global participation base.
In every element of our daily lives there are rules that guide our behavior. These rules come to us in many forms. From the time we are infants, our parents teach us what types of behaviors are acceptable and those that are not. We all remember the dreaded “No” from our mothers or fathers which was usually coupled with a stern look on their face.
Military veterans transition seamlessly into virtually all types of careers and sectors, but as a U.S. Navy veteran and talent acquisition professional for America’s leading physical security services company, I believe that the physical security industry can be a match made in heaven for transitioning veterans.
Grant Lecky is the National Chair of the Canadian Security Partners’ Forum (CSPF), which is an agile network made up of 19 Forum structures all across Canada, each of which are then made up of security-related associations, educators and other professionals who have come together to promote open communication and dialogue across all security and related fields.
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.
Since the 1980s, businesses have developed formal ways of gauging, monitoring and pursuing excellence in manufacturing and operations, including the disciplines of Six Sigma, Kaizen, Operations Excellence and Total Quality Management. Delivering excellence in products and services is a common-sense, accepted business objective. But what is “excellence” in security?
Get to know Shelley Stewart, Executive Director, Global Security for Cummins, Inc. The company is a Fortune 500 corporation that designs, manufactures, sells and services diesel engines, power generation systems and related products and technologies.
Though we deal with risk everyday, there is one risk that rarely makes it into our risk management plans – a change in organizational leadership. Whether the result of an internal structural shift, an external hiring decision or a merger/acquisition, a change in leadership and reporting can signal a challenging time for security.
Problem identified and communicated, plan created, funds provided, problem resolved. This is the lifecycle senior business leaders often expect – and prefer – organizational challenges to have. It’s the way decisions are made and issues addressed for many functions of the business.
