If you are a CSO or head of security, you will inevitably face the day when a senior business executive will ask you for a detailed analysis of your strategy including the level of service you provide and how it will scale over time.

We’ve all used different types of entrances as we move about in the world:  swing doors, sliding doors, revolving doors, gates and turnstiles. Aside from providing access into buildings, how many people consider that certain types of entrances can reduce costs and sometimes create opportunities to make money? 

In Part I of this two-part article, “Defining Basic Tailgating Prevention Capabilities and Goals,” we organized different types of pedestrian security entrances into four distinct Capability Levels for combatting tailgating: Crowd Control, Deterrent, Detection and Prevention. We showed that each level has a different impact on an organization in terms of capital cost and whether security staff are recommended based on the entrance location and the need to respond to jumping over, crawling under, or other tailgating infractions. 

Not all security entrances work the same way. Their different capabilities, therefore, have an impact on an organization’s overall anti-tailgating strategy in terms of capital outlay, manpower needed, annual operating costs, ROI, and user education and preparation.

Hewlett-Packard's third annual State of Security Operations Report 2016 found that security operations center maturity remains well below optimal levels, with 85 percent of assessed organizations falling below recommended maturity levels.

While enterprise security leaders find it difficult to provide return on investment, a standard ransomware campaign could earn an attacker a 1,425-percent ROI, according to a recent Trustwave report.

Organized retail crime. Crowd management. Emergency preparedness. Disaster recovery. Active shooter. Welcome to retail shopping these days.

Personal branding is a consideration that is frequently overlooked by those who are seeking a career change or wanting to improve their upward mobility within their organizations. Too often, it is misunderstood and seen as being self-aggrandizing, egotistical or even perceived as “brown nosing.” While there are ample examples of this, these reflect poorly thought out and executed strategies.