Building a strategic security organisation
Abstract
In everyone’s day-to-day jobs there is constant need to deal with current and newly detected matters. This is now a world of immediacy, driven by the cadence of the business and its needs. These concerns should not be ignored, as failing to deal with these issues would not bode well for the future. It is essential that the gears are kept spinning. The challenge for any security organisation is to identify its short-term tactical requirements, while developing longer-term strategic needs. Once done, the differences can be accounted for and strides can be made toward a desired future state. This paper highlights several steps that the author and his team have taken in their own journey. There is no magic answer, each organisation will have its own unique challenges. Nevertheless, some of the approaches to building a strategic security organisation described in this paper are applicable to all organisations, irrespective of their size.
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Author's Biography
Mike Howard is Chief Security Officer (CSO) for Microsoft Corporation and holds global responsibility for vital security functions, including operations, investigations, risk mitigation, crisis management, executive protection, security technology, strategy, intelligence and employee awareness. As a security leader, Mike is active in numerous industry organisations including the CSO Roundtable Advisory Board, International Security Management Association, Security Industry Association and the US State Department Overseas Security Advisory Council. Mike speaks regularly as a subject matter expert on security and leadership while using his extensive security background to help drive industry innovation. He has been profiled in several industry publications and was named one of the most influential people in security by Security 500 in 2010 and 2013 and the second most influential person in fire and security in 2013 by IFSEC.
Citation
Howard, Mike (2016, June 1). Building a strategic security organisation. In the Journal of Business Continuity & Emergency Planning, Volume 9, Issue 4. https://doi.org/10.69554/NDDC5616.
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