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1 Security Management and Organizational Change John G. O'Leary, CISSP

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Outsourcing, migration to the cloud, mergers, acquisitions, divestitures, "right-sizing, layoffs and major reorganizations are facts of life in the second decade of the 21 st century. All these situations can create serious information protection concerns, but security is usually considered only after financial, legal and structural issues have been settled and the ink is already dry on the bottom line. Well look at large-scale organizational change from an IT security perspective and try to provide realistic strategies for handling the very real and emotionally charged issues that inevitably arise at the first discussion of moving functions out the door or offshore or to the cloud. Well examine what to do before, during and after major organizational upheaval to insure that adequate controls are in place. 2 Abstract

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Copyright 2012 by John G. OLeary 3 Speaker Biography John G. O'Leary, CISSP, has a background that spans four decades as an active practitioner in information systems, IT Security and contingency planning. He has designed, implemented and managed security and recovery for networks ranging from single site to multinational and has trained tens of thousands of practitioners. John conducts on-site programs at major corporations and government facilities worldwide. He also facilitated for 10 years the meetings of working Peer Groups, where security professionals from diverse corporations shared ideas, concerns and techniques. John received the 2004 COSAC award, the EuroSec 2006 Prix de Fidelite and the 2011 ISC2 Lifetime Achievement Award. He has yet to fall for a Nigerian money scheme, but will almost always divulge a password for chocolate.

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Objective 4 At the conclusion of this workshop, participants should be more able to understand, anticipate and handle the information security issues which appear in the midst of mergers, acquisitions, divestitures, outsourcing, migration to the Cloud, rightsizing, major reorganizations and other species of large-scale organizational change.

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Agenda I. Merging II. Hunkering Down III. Outsourcing including Migration to the Cloud IV. Personnel Issues in any Reorganization V. Potential Countermeasures 5

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Merging Dissimilar Organizations Company Differences Intellectual Technological Operating Systems Applications Software Business structure 6

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Intellectual Views of Company Mission Corporate Cultures Key Management People Management Techniques Strategic Directions Setting Priorities 7

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Views of Company Mission Keep the entity alive Make money for shareholders (including management) for growth to pay off debts to acquire other companies to fund research 8

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Views of Company Mission Serve the public the industry the community some special group In times of special need How security supports the mission 9

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Corporate Cultures Stodgy, conservative Control-oriented No surprises Stay the course Minimal change Plan to plan the plan 10

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