Security Organization for IT Directors and Managers and Leaders

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Previously, he served as president of RSA, leading its transformation into one of the most successful global security companies. Renaud Deraison is chief technology officer of Tenable. Steve Vintz is an accomplished leader with more than 25 years of financial, operational and strategic planning experience working with growth companies in the technology industry. As CFO of Tenable, he oversees finance, legal, human resources and information technology worldwide.

John Negron, chief revenue officer CRO of Tenable, is a cybersecurity industry veteran with more than 30 years of experience in enterprise software. In his previous role at Cisco, John co-pioneered the creation and launch of the cybersecurity business unit, leading more than field sales professionals and engineers as a result of the acquisitions of Sourcefire, Cognitive Security, ThreatGrid, OpenDns and Lancope.

Jennifer Johnson, chief marketing officer CMO of Tenable, is one of the most notable enterprise software marketers in the industry. Prior to joining Tenable, she served as the first-ever CMO at Tanium, building one of the most innovative brands in the industry and positioning the company as a dominant force in the cybersecurity and enterprise IT markets. During her tenure, she led the company through consecutive years of triple-digit hypergrowth.

As general counsel of Tenable, Stephen Riddick leads the legal department, and applies his experience with high-growth and global companies to help the company meet expanding market opportunities through accelerated growth, international expansion and technology innovation. Bridgett Paradise brings more than 20 years of experience to her role as Chief People Officer.

  1. Leadership and management for safety and security | IAEA?
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As chief product officer, Dave Cole leads initiatives in continued technology innovation and product excellence. He is an accomplished security veteran with a history of leading product innovation and building highly scalable systems, including product design and development for SaaS and cloud. Department of Homeland Security. Amit currently serves as a board member and adviser to several security startups. In addition, he is recognized as a thought leader and influencer in the security industry, and is often sought out to provide expert commentary on his vision for the future of cybersecurity at industry events and in the media.

In this role, he developed corporate strategy for addressing network security market needs. Ping Li joined Accel in and focuses on enterprise software application and infrastructure investments. Ping is also active in the security space as an investor at Illumio, Lookout Mobile Security, Tenable and previously, Imperva. He was also responsible for numerous past investments with notable exits, including Arista public , Nimble Storage public , Reactivity acquired by Cisco and RelateIQ acquired by Salesforce.

Prior to Accel, Ping served as product line manager and director of corporate development at Juniper Networks.

So What Do These Roles Look Like in the Organization?

Take a few moments to reflect on the following two questions: As a Security Director, you will be handling an enormous variety of projects and teams, under a deadline and with limited resources. Prior to joining Praxair, Stephen was a partner at two top-tier global law firms, where he advised client executives and boards of directors at high-growth public and private companies in technology and other industries. Leadership skills can be acquired and honed. Ping Li joined Accel in and focuses on enterprise software application and infrastructure investments. As a seasoned product leader, Cole also held senior product positions at Foundstone and Internet Security Systems. Kennelly is the chairman and CEO of Scandic Capital, LLC; a private equity firm that invests in technology companies, commercial real estate and varied investment categories.

Ping advises the Accel Innovation Scholars program at Stanford University, where he works with PhD students learning about entrepreneurship. He is also an advisor to Heavybit, a community for developer- and operations-focused entrepreneurs. Richard Wells has over 18 years of experience in investing and advising managers of high growth software and Internet companies.

At Insight he focuses on investments in infrastructure software and SaaS companies.

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Management systems should also be designed to integrate security, quality, human and organizational factors. The role of senior management in nuclear. If an IT organization truly understands the value of both managers and leaders, We seem to use the terms manager and leader interchangeably. Managers must deal with complexity, and there is a lot of that in information technology. . Focus Areas · Enterprise and Infrastructure · Policy and Security.

Richard joined Insight in from Technology Crossover Ventures TCV , where he was an investment professional with a focus on software, online media and e-commerce. Prior to Insight, Richard worked in product management for enterprise data protection products at Veritas Software now part of Symantec , and in field sales for Paciolan Systems now part of Ticketmaster. He began his career as a management consultant with Mercer Management Consulting, where he advised global technology companies on their marketing and business strategies.

The IAEA provides tools and training to Member States to improve and strengthen their leadership and management of safety and security.

The Idea in Brief

This includes an annual workshop for senior and executive managers on leadership and culture for safety , workshops for middle managers on the systemic approach to safety and several tailored leadership and management support missions in the Member States.

Skip to main content. Press centre Employment Contact. Nuclear safety and security Human and organizational factors Governmental, legal and regulatory framework Nuclear installation safety Radiation protection Security of nuclear and other radioactive material Radioactive waste and spent fuel management Transport Emergency preparedness and response.

Managers and Leaders: Are They the Same or Different?

Review missions and advisory services Catalogue of review missions and advisory services Peer review and advisory services calendar Laboratory services Analytical reference materials Dosimetry calibration Dosimetry auditing Inter-laboratory comparisons. Identifying how you spend your time is key to organizational success, as well as to your own professional growth. How did you do? Does this discussion pique your interest?

Amit Yoran

The following two programs meet in a compressed format but yield high returns in terms of knowledge-building and peer-networking experiences:. Management and leadership may be distinct roles, but there is a natural blurring of the lines between the responsibilities and skills that each requires. Take this opportunity to read the article and reflect on its message.

As a manager or leader, you need to do so. The Idea in Brief Kotter details the primary tasks of the manager and the leader. What Leaders Do Leaders produce change. Provide Direction Establish the vision and emphasize its importance to everyone throughout the organization Develop the strategies to make attainment possible Cope with the change that the strategies have produced, change that is almost constant Align People Communicate the direction; make it come alive for people Engage people in implementation by helping them to see where they fit Build commitment, especially when projects are big and will be realized only over time Motivate Hold up the banner and wave the flag.

What Managers Do Managers must deal with complexity, and there is a lot of that in information technology.

Plan Set goals and operational plans Submit budgets Allocate resources Organize Create and establish structure to accomplish plans Communicate the plan and keep reinforcing it Develop staffing and assign responsibilities by finding the best fit between people and tasks Develop policies, procedures, and systems to monitor progress Coordinate and Control Monitor results Measures results against plans Facilitate problem-solving, which is a continuous cycle In short, managers get operational results and excellence by producing a degree of predictability and order using systems and processes.

Building a Culture of Leadership Kotter also believes that leaders have a responsibility to find and develop those with leadership potential, and he does not discount the importance of networks — both formal and informal — as key components in any leadership initiative. An Interesting Exercise All leadership and management roles are essentially a juggling act between three fundamental activities: Take a few moments to reflect on the following two questions: Today, what percentage of your time do you spend on the following activities?

Leading Managing Doing What percentage of your time would be desirable for you to spend in each of the following activities? Leading Managing Doing Identifying how you spend your time is key to organizational success, as well as to your own professional growth. Opportunities for Further Exploration Does this discussion pique your interest? The following two programs meet in a compressed format but yield high returns in terms of knowledge-building and peer-networking experiences: If you have been managing for more than two years and up to five years, register for the Management Boot Camp also at Connect Miami April 6—8,