September 11 profoundly changed the public perception of national security; the Enron accounting scandal and a rash of similar scams alerted us to widespread deficiencies in corporate governance, accountability and ethics. But every security leader knows that as time passes after any incident – no matter how demonstrative – corporate concern for the issues brought to light by that incident tends to wane.Maintaining the right level of boardroom and employee awareness (and therefore, frankly, security budget) is a consequence of leadership. And more effective ideas and tactics are replacing the old, reactive security leadership paradigm. Below, CSO looks at what’s Out and what’s In.OUT: FUDIN: Metrics and ROSIOUT: Blame games and fall guysIN: Risk management and shared accountabilityOUT: Tech talk and copspeakIN: Business language and communication skillsOUT: SilosIN: Holistic securityRelated articles from CSO magazineOUT: FUDFUD stands for fear, uncertainty and doubt, and it’s long been a crutch that security leaders lean on to get the budgets they need. Whether the Board seemed reluctant to spend money on firewalls or on surveillance cameras, the convenient solution was to scare them into funding everything by pulling out an anecdote about What Happened to the Company Down the Road.In the long run, however,… Read full this story
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