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July 2005

Layer 8: When security is a losing battle

If your enterprise doesn't care about security, there isn't much you can do. I've stopped sugarcoating one particular piece of bad news: If your organization doesn't take security seriously, there's probably nothing you can do about it. But how can you tell if your expectations are too high, or if your employer is a front-page news story waiting to happen? Enterprises that have the potential to be serious about security first need to be serious about risk management. Security practitioners have an easy time when the organization has a specific risk management framework, which includes consistent assessment methods, a shared vocabulary and an ongoing risk-reporting system. These elements engender a risk culture that has enough momentum to maintain consistency in spite of personnel changes. It's an environment in which security managers can flourish. If your company doesn't have such a culture, you ain't gonna talk the board of directors into creating one. It's that simple. Excellence rolls downhill—it's not something that can be ...

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Features in this issue

  • Meet the New Champions

    CIGNA makes business managers responsible for security.

  • Amazing Access

    Finding a comprehensive identity and access management architecture requires leadership to navigate the technology and implementation labyrinth.

  • Mission Impossible

    Seven ways to leverage your infrastructure against spyware.

  • All Aboard!

    To gain buy-in and support for your security policies, it's best to start at the top.

Columns in this issue