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.
Imagine a world of things that serve you. Sensors and machines that collect information about everything: your environment, your presence, your calendar and your diet.
An often overlooked risk for CSOs is the security technology management process. Security technologies present risks to the enterprise that must be managed.
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.
I am the CEO of a risk, resilience and security company that is redefining the services required to provide a 360-degree view and understanding of an organization’s risk strategy, plan, processes and metrics.
Canaries can have a short but significant life in a coal mine. Significant because, in their traditional role, they were used to identify the dangerous and costly fumes known as methane and carbon monoxide which could cause the loss of the business of the mine, the brand of the mine owners, and the skilled human assets of their workers.
