Articles Tagged with ''security leadership''

 Commissioner Bratton is the only person to ever lead the police agencies of the nation’s two largest cities – New York City and Los Angeles. He has built an international reputation as a strong, innovative leader whose expertise for re-engineering police departments and ability to significantly reduce crime has transformed the cities in which he has served. 

Walk through the show floor at ISC West in Las Vegas next month and you’ll see hundreds of security products peddled by vendors wanting to sell you the “latest and greatest” in security technology. But sometimes, you don’t need technology as much as you need someone to sit down with you and have a frank and honest conversation about what you should or should not install in your enterprise. Then you can talk technology, right? Of course, it all depends upon your situation, your environment and the risks that you are trying to mitigate, but who wants to be sold something that they don’t need or can’t use?

 While the global business environment in 2015 is perceived to be somewhat less risky for organizations than it was in the last two years, business leaders are still more likely to invest in additional risk management resources this year, according to Protiviti and North Carolina State University’s ERM Initiative’s report Executive Perspectives on Top Risks for 2015.  

The Fourth Annual Security 500 Conference West will be held at The Four Seasons Hotel in Palo Alto on May 21. Security magazine is once again the exclusive media sponsor.

In 2009, Heartland Payment Systems announced that it had suffered a devastating breach: 134 million credit cards were exposed through SQL Injection attacks used to install spyware on Heartland’s data systems. The company processes payments for debit, prepaid and credit cards, in addition to online payments and checks and payroll services.  

 Baker Hughes provides technology- and service-based solutions that enable oil and gas companies to bring safe, affordable energy to the world. With a market capital of $22.7 billion, the company operates in more than 80 countries and employs approximately 61,000 employees.   

You have been with your current organization for more than 10 years leading the corporate security function, having conceived and built the program, hired staff around the world and integrated the department to being a trusted advisor to senior management. Since this is your second career, you are now reaching a point that you would like to retire and pursue other passions and personal interests. After sitting down and discussing this with your boss, you realize that he or she and the management team are concerned about the lack of a succession plan for your replacement. Their position is: While your second level staff is very good operationally, they are not under serious consideration for your role, and HR will be looking outside the company for your replacement.

 At some point during your working life, you will find yourself looking for a new job. There are a wide range of circumstances that may bring you to that point, ranging from retiring from public or military service; corporate reorganizations and/or leadership changes; you’re terminated; you resign; the location at which you work is destroyed; your company collapses financially; or you just want to advance your career in a new environment. While each of these circumstances may influence how you will position yourself during the job search, there are a number of common factors that place immense stress on an already difficult process.  

 Afew years ago we published an article on security related certifications that were being marketed as a means to advance your career. At that time there were a relatively small number of certifications that we were seeing listed on resumes. Today, we are still routinely asked which certifications are needed for career advancement or which ones are being requested by hiring managers. Frankly, unless the role has a specific requirement that connects to one of the more technical certifications, for the most part, the hiring authorities are not demanding them.  

Somewhere in the planning of the Security 500 Conference, I realized it would not be possible to turn the long list of security’s responsibilities from this year’s benchmark study into a readable slide. Nor was it prudent to punish our attendees with multiple lists of unmemorable threats and vulnerabilities. With more than 50 unique items in play; from managing investigations (97 percent) to overseeing insurance (15 percent); the business executives that manage risk and security for their enterprises all expressed this common theme: