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 four previous columns in this series were designed to help prepare you for collecting vital insights into the views of senior executives and key leaders across your enterprise.
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.
In last month’s column, we provided background on what the term “Influence” really means. This month we will explore what you need to do to lay the foundation to become an effective influencer.
There are significant opportunities for security and risk executives to be influenced as well as to be the ones that are acting as the ones that are influencing others.
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.
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