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What are the characteristics of a good relationship between Corporate Security and Information Security? Lou Magnotti, CIO, U.S. House of Representatives There is nothing more important than communication in any...


What are the characteristics of a good relationship between Corporate Security and Information Security?

Lou Magnotti, CIO, U.S. House of Representatives

There is nothing more important than communication in any effective relationship; it is the foundation of competency.

The communication between Corporate Security and Information Security must be open and candid, while maintaining a professional respect for each other’s knowledge, areas of responsibility and experience.

Looking back at my 28-year career, the current emphasis on convergence of physical, industrial, operational and information security seems almost like a step back in time. During the late ‘70s and early ‘80s, we were all one multi-disciplined security department. But the computer security folks, myself included, fought hard to be recognized as a separate security discipline.

Moving forward, we can have the best of both worlds and really make a difference if we remain committed to communication, operate from understanding our business requirements and develop risk mitigation strategies as a team. The relationship must typify the fighter pilots’ slogan ... “I’ve got your six (back)!”

Liz Lancaster, Director of Member Services, Security Executive Council

Over the last several years, there has been a push to collaborate among security groups to identify, manage and mitigate risk as a collective effort. Rather than “owning” risks to business, security leaders (and their groups) are evolving into subject matter experts that provide consultation related to risk mitigation to the rest of the organization.

This push is shifting security responsibilities to individual stakeholders in an ongoing effort to make security part of everyone’s corporate responsibility.

A good relationship between Corporate and Information Security involves listening to issues of peer groups, providing a sounding board and meeting face-to-face. Awareness evolves from gaining an understanding of risks to each business unit in your respective areas. Innovate by sharing ideas and information. Define risk management roles together based on skill-sets. Demonstrate leadership in areas of expertise.

Drive program success together, and measure and communicate that success to senior leadership.

Lorna Koppel, Director-IT Security/CISO, Kohler Co.

Working together successfully means you can pick up the phone at any time and discuss concerns, ideas, etc., and work on solutions without fear of turf politics getting in the way.

Either area should be able to lead initiatives and be trusted that they will look out for the interests important to the other team and know when to bring them in. Trust means leaders and staff at all levels feel comfortable communicating honestly and openly across organizational lines.

Both areas must take a shared approach to protecting the company because, frankly, risk mitigation overlaps both areas. There should be respect for each other’s unique skills and acknowledgment of inherent weaknesses.

Information Security can help Corporate Security work through IT processes. Corporate Security has access to resources and specific training in areas with law enforcement, interrogations, investigations and overall personnel security that Information Security folks do not have.

John Masserini, Information Security Officer, Dow Jones & Co.

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