This is the seventh article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

Five Key Principles of Implementation

1. Engaged partnership means that leaders at all levels collaborate to develop shared response goals and align capabilities. This collaboration is designed to prevent any level from being overwhelmed in times of crisis.

This is the sixth article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience function.

What do these plans include?

All Business Continuity and Disaster Recovery plans need to encompass how employees will communicate, where they will go and how they will keep doing their jobs. The details can vary greatly, depending on the size and scope of a company and the way it does business. For some businesses, issues such as supply chain logistics are most crucial and are the focus on the plan. For others, information technology may play a more pivotal role, and the BC/DR plan may have more of a focus on systems recovery.

This is the fifth article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

Scope
In defining the scope of the project we want to define the boundaries of the organization to be included as being the whole organization or one or more of its constituent parts, while establishing the requirements for management considering the organization's goals, mission (internal and external), obligations, and legal responsibilities.  Further, the enterprise will want to consider critical operational objectives, assets, functions, services, and products.  Additionally, we want to determine risk scenarios based on both potential internal and external events that could adversely affect the critical operations and functions of the organization within the context of their potential impact.

This is the fourth article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

An endeavor of this nature needs to have firm leadership from the top of the organizational structure.  There should be one person with absolute decision making authority who is a member of the Enterprise Leadership Team that is directly responsible for this process and keeps the Enterprise Leadership team informed.  In many organizations this position is known as a Chief Security Officer.  This is a position on the institutional leadership team similar in stature to a Chief Executive Officer or Chief Operations Officer.  The CSO should be a full partner in the governance infrastructure of the organization.  If a comprehensive assessment of any areas of risk supports the need for a function specific security role, the assignment of high accountability better insures an integrated security strategy, with less duplication of effort and an overall or cost.

To learn more download the full white paper. In the next article we will be drilling down on the definition and analysis.

This is the third article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

In order to implement ORM the enterprise will have to define and institute the following steps:

This is the second article in a series entitled: Data Management and Organizational Resilience. ASG is offering a series of blogs as well as a white paper that aggregates these blogs into one download, with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

Back in the 1950’s W. Edwards Deming provided us a number of principles of management which hold true today.  These principles are at the core of Organizational Resilience Management and serve as the foundation for the Chief Security Officer function:

An informative blog series & white paper offering from Setracon, Inc.

This is the first article in a series entitled: Data Management and Organizational Resilience. ASG will be offering a series of blogs as well as a whitepaper that aggregates these blogs into one download with the intent to make the case for data management and its correlation to the Organizational Resilience Management function.

By James Whitehouse, ASG's QRT Manager

Many of us can remember a time when we didn’t have, or really need a cell phone. Can you imagine life without one?! Many of the technologies that we count on everyday seemed like just a convenience (and sometimes even a waste of money) at the time we first bought them. Now we can’t live without them. This seems to be true of most companies’ initial dive into the realm of security electronics. Whether they start with cameras, access control or even an alarm system, they purchase them thinking this will be a convenience for the company and its employees and soon learn just how invaluable these systems can be. They start small and as they learn the benefits that the systems offer, they expand the systems over time. This is the point in the lifecycle of their security implementation where many companies unwittingly begin to cause themselves undo heartache, stress and money.

The ROI Problem: How Do I Sell It and To Whom? How Do I Fund It?

You aren’t going to be successful without it. You don’t even have a chance. Don’t run away from the fact that at some point you have to articulate ROI to your boss, client or committee and if you can’t - well the odds that your project is going to go forward is nil. If you are avoiding this problem then you, like many others in the industry, think that security is a cost center that only sucks money away from the bottom line. We are here to tell you this isn’t true.

The safety, protection and compliance that security is responsible for is valuable. The key: Can you find a way to clearly articulate the cost associated and its value into real numbers? Our Professional Services Group works with some of our highest profile clients across the country. They are willing to share how they assist our clients on a day to day basis. Our clients have mandates and goals. They walk a tightrope between the two. They will share their thoughts with us on walking the value tightrope:

• What is the biggest mistake for people as they try to explain ROI?
• What format have you seen work best when attempting to get buy in on a project?
• What creative attempts have you seen that have been successful in articulating ROI on a project?
• How do you measure the success of a project, that is, are the metrics clear and tangible?