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The summer edition of The Security Advisor highlights mergers & acquisitions within the security industry and technology space, along with interviews from two CSOs on their physical security challenges and lessons learned thus far from COVID-19.
It can get tough out there. Common challenges include limited visibility due to illumination problems or environmental factors, as well as vibration and background noise with video solutions.
In the post-9/11 era, a majority of medium-to-large organizations in both the public and private sectors − at the urging of the government and out of self-interest − have developed and deployed emergency response plans. Many of these organizations have extended this proactive preparedness to include planning for the unique requirements of disaster recovery and business continuity.
As CEO of the North American Electric Reliability Corporation (NERC), the organization charged with overseeing the reliability and security of the North American grid, I am deeply concerned about the shifting risk landscape facing the power industry. Conventional risks include randomized events such as extreme weather and equipment failures, while the emerging risks that could result from the intentional actions of unknown adversaries are asymmetrical and much less known. We are often left to imagine scenarios that might occur from such attacks and prepare to avoid or mitigate the consequences.
During the past few years, my Security 500 research has identified the move of business resilience under the security umbrella in many organizations. Business resilience is defined as business continuity, emergency management and disaster recovery.