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Conclusion: IT security strategies are an invaluable resource as a means of coordinating security efforts and in improving funding approval for security projects – because they can be shown to be following a coherent consistent strategy. The process to create them is an overlooked source of value for the information that it uncovers. An IT security ...
Section: Content | Category: Security Leadership | Date: Wednesday, 28 March 2012 | Hits: 811
Conclusion: It is undeniable that Cloud services will only become more important to organisations. However, executives must bear in mind that as increasing Cloud adoption meets an onslaught of cyber-attacks, regulators and courts will be looking for evidence that organisations exercised due care in vendor selection and support of information security ...
Section: Content | Category: Security Leadership | Date: Saturday, 01 August 2015 | Hits: 1396
Conclusion: Despite the apparent value of the DSD’s Top 35 Mitigation Strategies report, organisations considering executing its recommendations will have to weigh up the business impact of implementation. In some instances, a mitigation strategy may be too intrusive on business operations. For some, the cost of ongoing support may be too high. However, ...
Section: Content | Category: Security Leadership | Date: Thursday, 27 October 2011 | Hits: 844
Conclusion: As cloud services - typically Software as a Service - become increasingly accepted, the IT industry is gaining valuable experience in the actual risks of putting data in the cloud. Most of these risks centre around data confidentiality. Knowing the actual risks, rather than the fear, uncertainty and doubt that vendors and security consultants ...
Section: Content | Category: Security Leadership | Date: Saturday, 28 January 2012 | Hits: 978
Conclusion: Big data and analytics projects can learn important lessons from the domain of information security analytics platforms. Two critical factors to consider when planning deployment of an analytics platform are: the need for a clear business objective and; the depth and duration of organisational commitment required. Without a clear understanding ...
Section: Content | Category: Governance & Planning | Date: Sunday, 31 May 2015 | Hits: 535
Conclusion: CIOs and the IT management team continually wrestle with prioritising and coordinating planned and unplanned IT operational changes for both new and existing systems. The problem is compounded when senior managers use informal influence with IT staff to change the priorities, thereby jumping the queue and bypassing formal processes. Not ...
Section: Content | Category: Operations & Service Delivery | Date: Friday, 01 May 2015 | Hits: 633
Conclusion: IT executives from Australia’s largest organisations are actively looking for ways to create cyber-resilience, not just in their organisations, but also in the ecosystem their organisations operate in. These executives are acknowledging that it is not enough for an organisation to survive, if the community they operate in is crippled. IT ...
Section: Content | Category: Security Leadership | Date: Sunday, 25 May 2014 | Hits: 1150
Conclusion: Ticketing and other forms of transactions are essential elements to make other forms of non-cash and mobile financial transaction become habitual to customer behaviour. The familiarity of using the mobile device in such a way, with guaranteed security and convenience, is fundamental to user acceptance. It will help encourage all trust-based ...
Section: Content | Category: Operations & Service Delivery | Date: Wednesday, 24 October 2012 | Hits: 711
Conclusion: Based on recent survey data and interviews conducted by IBRS, the position of Windows 8 in Australian enterprises is likely to be limited to specific use-cases and tablets / hybrid devices, or those with security policies that mandate N-2 versions of the desktop OS. As predicted, Windows 7 will dominate the enterprise and it is our prediction ...
Section: Content | Category: Operations & Service Delivery | Date: Thursday, 31 January 2013 | Hits: 727
Conclusion: To improve the digital maturity of an organisation the CIO must encourage a team effort from business and technical areas within their organisation as well as strategic partners in the IT industry. Laggard IT vendors should be dropped in favour of digital leaders. The CIO will also need to convince their organisation to make early investments ...
Section: Content | Category: Governance & Planning | Date: Friday, 02 October 2015 | Hits: 318