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nformation security refers to the protection of sensitive company data and vital systems from external attacks, such as theft or destruction. Part one of this series explored how organisations can determine whether outsourcing information security to a Managed Security Service Provider (“MSSP”) would be the best way to identify, prevent and recover ...
Section: Content | Category: Sourcing & Staffing | Date: Wednesday, 31 December 2003 | Hits: 383
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: 818
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: 1461
Conclusion: The Australian Institute of Management recognises that leadership and management will need to continue to evolve to keep up with technological innovation and globalisation. Whilst organisations are usually aware of the need to keep up with technological changes, they often struggle with the practical implications for management and impact ...
Section: Content | Category: Operations & Service Delivery | Date: Sunday, 29 January 2012 | Hits: 774
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: 551
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: 854
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: 990
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: 345
Conclusion: To improve business performance and/or reduce the cost of doing business, forward-thinking IT organisations are trying to run IT as a Service. However, they are challenged by long software implementation timescales, fragmented delivery processes and insufficient skilled resources to meet business demands. To address these challenges, IT ...
Section: Content | Category: Operations & Service Delivery | Date: Wednesday, 01 October 2014 | Hits: 433
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: 661