Today’s security teams are flooded with multiple feeds of information and analytical methods. In parallel, attackers make use of various vulnerabilities and continuously target critical business services, infrastructure and employees. In order to accomplish and manage appropriate protection, security and IT operations must work closely together. However, many have a dependence on manual processes, separate silo teams and systems which impacts the security team’s efficiency and effectiveness.
Typically enterprises have diverse operation centers or teams e.g. NOC, SOC or IT operations requiring firstly a set of shared operations processes and workflows built on top of a unified operations and collaborations model. Secondly they require an integration with IT and security management. Most important business operations making even use of CMDB data to map threats, security incidents and vulnerabilities to business and infrastructure. Read More
In a recent Economist Intelligence Unit survey of C-level executives and IT leaders around the world, these digital leaders stood out. The 7th annual survey report sponsored by CSC, “What Makes Digital Leaders: A Full C-Suite Perspective,” explores links between digital technologies and strategic success. It highlights current investments in IT and how companies plan to use digital technologies going forward. Read More
Great examples for how fast this topic is progressing can be found in the automotive industry like with Ford, VW or Daimler or within manufacturing striving for Internet of Things (IoT) and industry 4.0 solutions.
Beside technological challenges there are also organizational barriers to overcome. IT companies like CSC are aiming to help clients with their digital journey by not only providing technologies but also digital thought leadership.
In a recent survey 500 C-level executives inside and outside IT, among them top level digital leaders, were asked about their perspective on their digital journey. Read More
In a previous post, we examined some elements of Know Your Customer (KYC) programs. Now I’m going to drill deeper into what happens when the interests and objectives of customers, banks and regulators don’t converge.
In many cases, this gives rise to disconnects or the possibility of disconnects. For example, when the interests/objectives of the bank and regulator don’t converge, lapses occur. Or when the interest/objectives of the bank and customers don’t converge, experience lags. And when the disconnect is between the customer and the regulator, alternate mechanisms evolve.
Let’s examine the effects of non-convergence between customer and the bank.
“Know me? No? It’s me!”
Every time I walk into an establishment where I hold some sort of loyalty card, I wonder if “they” really “know me.”
That got me to thinking about Know Your Customer (KYC) programs. More and more, financial institutions are performing KYC, not to really get to know you, but to check off that they followed yet another mechanical process.
Recently, I ran into a very good friend of mine that I had lost touch with for almost 30 years. When we met (quite by accident) we almost instantly (well, really about 10 seconds) recognized each other. We didn’t need a friendship loyalty card to help us remember each other. So how on earth did we KNOW each other?