The relentless bombardment of cyber-attacks, and the fear of a breach and all that entails, have led to some rather dramatic changes in the Chief Information Security Officer position recently. It has long been considered the corporate hot seat, where job security is a misnomer and the average tenure is less than two years. That may still be true for many, but changes are happening that are finally allowing the CISO to emerge from the shadows of the IT department.
How does Steve Baker, CSO at State Street Corporation, reduce risk, satisfy customers and regulators and provide a safe workplace for employees and visitors?
As CSO, Steve Baker is reponsible for the strategic plans and operations of the Global Security and Investigatives function. How does he guide direction and ensure alignment with the business functions of a successful enterprise?
As companies digitize businesses and automate operations, cyber risks proliferate; here is how the cybersecurity organization can support a secure digital agenda.
Two consistent and related themes in enterprise technology have emerged in recent years, both involving rapid and dramatic change. One is the rise of the digital enterprise across sectors and internationally. The second is the need for IT to react quickly and aggressively develop innovations to meet the enterprise’s digital aspirations.
In a world where devices of all types are connected to networks, the need to maintain strong cybersecurity is greater than ever. For organizations, particularly those that retain financial and other sensitive company and customer data, cybersecurity is critical, as the results of a network breach could be catastrophic.
Security organizations may be late adopters of technology to manage their workforces, but once implemented, the early benefits of technological solutions become quite clear to them. They’re waking up to understand that simply placing a security officer at a post is no longer a viable option.
A new report from the Information Security Forum (ISF) explores the key elements that are integral to optimizing a SOC’s performance, realizing operational efficiency and pursuing innovation, and equips organizations with a practical understanding of how to design, establish and enhance a SOC that is both empowered by the organization, and aligned with business requirements.
Despite the availability of an experimental vaccine and the recent experience of a major Ebola outbreak in West Africa, the Democratic Republic of the Congo (DRC) is failing to address what is now the world’s second-largest outbreak of the disease.
According to the Disaster Recovery Institute (DRI), the actual scope of work of a BC or resilience professional hasn’t really changed. Organizations still must have high-quality response and damage limitation plans formulated by skilled planners. The change in the resilience profession, however, is moving away from a technical specialization and into mainstream business risk management. DRI reports that consolidation of resilience disciplines has increased over the past year. The main result of this is that fewer organizations have independent business continuity departments, with BC professionals being incorporated into existing risk management or information security divisions.