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Next Generation Leadership Principles and The Great Conversation

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Remember the book, The Seven Habits of Highly Effective People? The author, Stephen R. Covey, published the book in 1989 and it quickly became a best seller. CEO’s distributed them to their executive management teams. Bill Clinton asked for advice from Covey on how to integrate the principles of the book into his presidency.

1776: The Great Conversation Lives On

The Liberty Bell

The voices speak from our past and convict us where we stand. Tomorrow we celebrate these voices and toast to their courage, their wisdom, and their deeds. These were the men who saw the root cause that went beyond politics, taxes, and power. This was a concept yet to be developed; that all men and women were meant to be free to choose who would govern them and how. 

Value: The Intersection of Risk and Opportunity

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The Sage Group’s core mission is to identify, expose, leverage, and then monetize unrealized value.

Security Technology: Today and Tomorrow

Behar   The Great Conversation resized 600

Leading up to The Great Conversation, The Sage Group interviewed a number of risk, resilience and security executives on video, that were willing to share their best practices, learnings and their perspectives on the future.

Opportunity, Risk, and Value

Ron Worman

The Sage Group seeks to understand the value drivers behind a market ecosystem.  What is a value driver? Once a value is identified it can be analyzed into a set of drivers. These drivers can then be leveraged to create strategies that align with a business objective. Strategies can be activated and led by teams within a core process and measured by their actions against definable outcomes.

Measures That Matter

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At The Great Conversation, we always attempt to link strategy, tactics, and measures together. After asking key executives what was changing in their world and how they were navigating that change, we then asked them why metrics mattered. As well, we asked them what they were doing to capture the critical measures that would be indicative of their success.

Here are some of the sound bites (often paraphrased), that you will hear on the video:

  • Return on Investment (ROI) should include unrealized profits.
  • I lead change one step at a time. The first step is to create a compelling reason for change that we can rally around. And this must be fact based. Facts must provide the basis for a compelling story.
  • Our businesses do not exist to have a security department. They exist to provide a service or a product.  We need to know what purpose we serve in the business.
  • Security executives need to move beyond the count.
  • Employees are rarely told what security does. We need to activate them. Make it personal. They are a part of the team. If we do it right, we triple our staff.
  • Two areas of metrics:
    • First area: Risk and Threats
    • Second: Cost of support and the value of that support
  • Do not stay focused on your rear view mirror.
  • We cannot stay focused on the past or rely on it. The future is changing. The risk is changing.
  • Our purview includes the Supply Chain
  • Measures start with a focus on information integration. As we work to align against a risk based approach, we realize we need to involve partners to understand the whole picture.
  • Wouldn’t it be powerful if you could have information about your risk, threat, and vulnerability picture and then map that information to your supply chain around the world? Wouldn’t that present a powerful and compelling picture of business enablement?
  • The Core issue of metrics is to capture and measure the data that is important to the business.
  • If you cannot keep up with change, change will over run you.
  • To capture the right measures, we must introduce better management principles.  
  • We must move ourselves from a Reactive Model to a Proactive Model. We must generate information that is of value: in other words, describe ourselves as a value proposition

We hope you enjoy Measures that Matter – part of the executive leadership series of interviews at The Great Conversation.

Leading Change in a Complex Risk Landscape

The Great Conversation

In our last blog we published the first of four videos that were originally shown at The Great Conversation in Seattle in March. We asked the question: "What is Changing in Your World?" to a number of influential security executives.

What is Changing in Your World?

Great Conversation Seattle

One of the key questions at The Great Conversation was “What is Changing in Your World?”

We asked a number of security executives this question in an interview series captured on video.

As you can imagine, this was a provocative question. After all, this could be highly personal, uniquely professional, or a question about the industry itself.

However, there was a theme to the answers. This is an industry in the midst of change. One CSO, who is known in the industry as an innovator and leader, admitted that an acquisition his company just made would demand from his people and himself – a new approach to security.

Another comment was about moving from a “black and white world,” to a multi-dimensional “technicolor” world.

Recapping the 2014 Great Conversation

NGSL 2014

The Premier Security Leadership Forum

Close to 350 attendees created a high energy, fast paced executive leadership program called “The Great Conversation” on March 3 & 4 in Seattle, WA.

The program kicked off with the Next Generation Security Leader forum with 87 senior risk, resilience, and security executives gathering to hear the emerging trends that impact the operational execution of their programs. One of the presentations, from Tim Rigg, CSO of Alcoa, continued at the next day’s event. Tim did a great job showing how to lead and navigate change through a highly collaborative approach with business and program leaders.

The two days are intentionally intense, high energy, and fast paced. And, according to conversations that occurred at the post event party, created the context and impetus for change.

One senior executive approached us and said (I am paraphrasing): “I get it now. I see what this is. I see what you are doing. Every one of these groups (The consultants, manufacturers, integrators, and security executives) all have their own unique perspective on our market. But, in isolation, it is an incomplete picture. Somehow The Great Conversation pulls these perspectives into a 360 degree force multiplier for the industry. In other words: a common operating picture.”

The New Realities of Enterprise Mobility

The New Enterprise Mobility

As the traditional AIDC markets are being disrupted there are actions channel participants can take to successfully make the transition to the New Enterprise Mobility market environment. 

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