Really, Security 500 Members, when we add up all of the leadership, subject matter expertise and business acumen you bring to your enterprises, what happens? Absolutely Nothing. Well, it is my turn, with the publication of the Security 500, to say to each of the 500 who have been ranked on this year’s prestigious list: “Thanks for Nothing.”
How would you like to develop a security operation that can be benchmarked and based on reliable standards reduces liability, improves professionalism and makes a positive impression on the C suite. Wouldn’t it be nice if a blueprint for such an organization existed?
Employers have long recognized that conducting due diligence on new hires is a mission critical task. When it comes to any position dealing with Information Technology (IT), the stakes go up exponentially due to the sensitive nature of access to data and systems that operate the company.
Are you earning your stripes in the security industry? Meet other power players at the premier place for peer-to-peer networking in the industry – the Security 500 Conference.
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.
A new report emphasizes that the need for determined and adept risk leaders to build risk management capabilities at every level of an organization has become an essential component to organizational success.
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