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February 2005

On the Job

DISPATCHES 12 lessons they don't teach you in security school about being a CISO You may trust your perception of how businesses operate and what your role as a CISO is in making them safe, but nothing can really prepare you for the reality of when you walk into that office for the first time. CISOs shouldn't focus on the latest and greatest technology, but on getting things done enterprise-wide and incrementally improving the security. Every task, objective and operation needs to be vetted by stakeholders, working groups or committees. To top it off, the constant calls from vendors (each with a silver-bullet solution to all your problems) don't aid the process. When I assumed the CISO post at JPMorgan Chase after 12 years of consulting, I had many preconceived notions about how things worked and what needed to be done. Suffice it to say that most of my assumptions were thrown out the window before the first week was out. So, how should you maximize your time as a CISO? It's not something they teach you in security or business ...

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Features in this issue

  • Security: Measuring Up

    by  Pete Lindstrom

    Metrics are the key to measuring security. Learn how to gather data and calculate the answers you need.

  • On the Job

    12 lessons they don't teach you in security school about being a CISO.

Columns in this issue