This article is part of the December 2007/January 2008 issue of Reflections on the impact of Sarbanes-Oxley
Impact Sarbanes-Oxley empowered information security professionals with the clout they'd sought for so long. Paul Sarbanes and Michael Oxley Like a petulant child at Thanksgiving clamoring for a seat at the lavish candlelit table alongside the adults, information security managers suffered from board envy. How could they get the attention of corporate directors, those who mattered most in companies across America? How could they justify the urgency of their constant clamoring? How could they impress that security was more than a cost center with little tangible return? Nothing had worked through 2001, not even the horrible terrorist attacks of Sept. 11, 2001, which did more for redundant data centers and business continuity than it did to spark what many believed would be a revolutionary interest in information security. Nothing worked. Nothing until accounting scandals tore down energy giant Enron, at the time the seventh largest company in the country, and WorldCom, one of the largest telcos in the world. The respective fraud took down not only these ... Access >>>
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