In last month’s column, we argued that the next generation of security leaders will be challenged more than previous leaders to run their function as a business; they will be expected to align with the organization and build value through security. As they work toward these goals, they will also be faced with new risks, some of which have the potential to escalate at a stunning pace.
Back in October, I was speaking as part of a panel discussion when someone asked about the role security issues should play when an organization is entering into a joint venture. It’s an interesting question and an area where I’ve had some experience.
During the past year I have had the wonderful opportunity to meet and interview the best and brightest CSOs. Each was asked what every CEO should understand about security. Their ideas, advice and wisdom are shared with you in this month’s column. What should your CEO know? Share it with us at mccourtm@bnpmedia.com
Business continues to change, and if the next generation of security leaders hopes to succeed, they must be prepared to change with it, says Dick Lefler, former VP & CSO of American Express and current Chairman and Dean of Emeritus Faculty for the Security Executive Council. This will require, among other things, a much more active pursuit of alignment with the organization’s structure, goals and strategies.
Security leadership and value is being tied directly to business unit and organizational goals as the best measure of its contribution. So directly tied, that business unit leaders are paying for risk management and security as a direct service versus an allocation. Further, these internal customers view security as a consultancy, and they are routinely seeking their advice to understand and manage risks enabling them to reach their objectives. The transparency of this relationship allows the business unit to identify security’s value to achieving their goals, resulting in increased reliance, use and spending with security.
During the many conversations we have during the Security 500 research survey and interview process, one trend we do not include in the findings is how busy you are keeping your heads above water. A consequence of being more than fully employed is that many readers tell me that staying current with new trends, technologies and best practices is a constant challenge.
In our July column, we discussed the dangerous gap in the transfer of knowledge between visionary security leaders and the next generation of leaders who will have to take up the mantle after them. Then in August, we laid out a roadmap for a new type of training that would help to close that gap. But what topics do up-and-coming leaders need to know more about?
Good advice to everyone but an anteater. Wedged between last month’s ASIS International event with all of its technology dazzle and this month’s International Association of Chiefs of Police (IACP) conference in Chicago, got me thinking of the people side of risk management and crime fighting.
"When I was growing up in New Jersey, going to the World Trade Center was a school trip,” I said to Lou Barani. “And it will be again,” he replied with enthusiasm and a smile as we walked through the 9/11 Museum, which is in the midst of construction and scheduled to open in 2012. Once it’s complete, expectations are for more than 1,500 visitors each hour.
