As September is National Insider Threat Awareness Month, there is no better time than the present to seriously reconsider how we educate America’s next generation of business leaders about these critical intelligence issues. As we wait on MBA programs to catch up to America’s new geopolitical reality, these are the three most important issues business schools, early stage entrepreneurs, and even seasoned pros should consider as they protect their life’s work.
Convincing C-suite executives to approve budgets for security system upgrades may be difficult in the best of times. However, the COVID-19 pandemic and resulting financial upheaval it caused may make selling new projects more challenging for security directors. While security may not be a daily topic of discussion among C-suite members, they understand the need to provide and maintain a safe and secure environment for corporate employees and visitors. But they don’t see security in terms of a camera brand or access card technology. They view security in terms of risk management and mitigation strategies. Addressing those concerns in any project plan will increase its chances of it winning approval.
This series is focused on a step-by-step approach for security leaders to design, implement and measure a physical security program that supports organizational priorities and operates with buy-in from organization’s leadership team. Here, we'll explore the steps necessary for developing a risk mitigation strategy.
We tend to believe that it is the business’s responsibility to understand the importance of security and, therefore, recognize the need to invest. But in the world of business, that’s simply not the case. Business leaders have operations to run and missions to fulfill, and as security leaders we need to understand that it’s up to us to bridge the gap between the security way of thinking and the business way of thinking.
Risk quantification has long been an imperative topic for security leadership, but now more than ever, boards of directors and C-Suite executives are acutely invested in how their organizations are performing from a security risk perspective.
Security countermeasures, such as surveillance, address threats and if done effectively eliminate them; this is more likely the case when an integrated solution is deployed. In looking at integrated security solutions, there exists an opportunity to move beyond a view of providing countermeasures to threats toward a new perspective of security as a means of delivering critical business value.
This month in Security magazine, we explore how Corning's global security group ensured business continuity and employee safety during the global COVID-19 pandemic. Also, we highlight the global security team at Uber and their recent security programs and initiatives. Industry experts discuss travel safety programs, career hackers, working for terrible bosses, group attribution error and more.