Security 7 Award winners tackle important information security issues
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Prerequisite Strategy by Mark
Ignore strategic planning at your own peril.
- TITLE Executive officer
- COMPANY California Office of Information Security and Privacy
- INDUSTRY Government
- Appointed in April to this new office by Gov. Arnold
- Former Naval cryptology officer.
- Six years as Colorado CISO.
- Proactive about data protection and governance.
- a Data Governance Working Group that defined the data security
lifecycle for state agencies.
- Initiated a threat and vulnerability management program (TVMP) that reviews
and tests Web applications for security issues.
- Other initiatives:
- Enterprise, statewide security policies
- Critical system inventory program
- Laptop encryption deployment
- Incident response program
- Outreach and training programs
I've spent considerable time recently pondering that mystical subject called strategic thinking.
I'm not sure why it's considered mystical, but as I talk to colleagues in the public and private
sectors, people roll their eyes and take on an aura of resignation when they talk about developing
a Strategic Plan.
After some interesting discussions over the years, I've concluded that much of our strategic
thinking efforts and subsequent strategic planning amounts to little more than brainstorming drills
that happen to occur around a certain time each year. The result is typically more of a tactical
plan than a real strategic vision for our security organization. Why?
Here's an interesting thought--we're in a tough business where decisions can (and do) cost a
CISO his or her job, so when it comes to dividing resources between the strategic-of-the-future and
the tactical-of-the-now, perhaps it's simply a personal economic decision to keep a roof over one's
head and bread on the table. Maslow said it first! Can you relate?
This was first published in October 2008