4 classes of practical security and how to balance them against goals

The mission of security leaders is to protect the trust that has taken years and a lot of execution to build. That trust runs deep: with customers, with partners, with the marketplace, and for many in the modern era, a trust built with regulators. As more of the business is engaged to deliver services or products while maintaining that trust, it’s important to build clarity on the type of security investments being made. Every security leader faces the perennial challenge of maximizing security outcomes with limited resources and managing business or political capital in the business to effect needed change.

Security programs need balance

As security leaders, driving a security program at scale means myriad things: Protect systems, enable people, help meet revenue goals, accelerate delivery, help the CIO team deploy new technologies, enable data patterns, assess privacy, enable new vendors and system interconnections, and more. As we partner across these functions, often the conversation is shifted by executive attention driven by news media, or new technologies.

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