By LaShawn Douglas
Before your organization makes a mistake that is too costly to recover from – it’s important to identify and avoid those common pitfalls. Our experts have gathered the following resources to help you recognize and avoid the simple mistakes your company could be making that result in an increased insider threat risk.
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By Greg Cullison
While real-time data collection (or any of the other viable long-term system improvements) seems promising, it will take time to reach full operational capability with an updated security clearance structure. Realistically, intelligence officers, investigators, and even agency executives don’t often have the means to make dramatic system changes individually. Still, there are aspects that can be controlled at the managerial and field-level that will yield meaningful results in the near-term. The most promising opportunities for immediate improvement fall into the categories of process and people.
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By April Resnick
Many leaders might be tempted to address efficiency and efficacy issues by asking for a larger workforce. This conclusion does not have a complete lack of logic – More employees should be able to handle a larger workload, and if each employee’s workload decreases at the same time, the end products should be higher quality, right? Unfortunately, hiring more to handle an increased volume is rarely a feasible option because of budget constraints.
Rather than focusing on quantity, security leaders can improve their clearance processes by focusing on employee effectiveness and changing organizational culture.
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By Dan Jodarski
Our security clearance processes strongly influence the state of national security. Strong processes require that clearance operations produce quality determinations (efficacy) in a timely manner (efficiency). Without an effective process, malicious individuals may access and misuse classified information. Without an efficient process, qualified personnel are unable to contribute to increasingly critical defense and intelligence missions. The clearance process of the future must meet both requirements to adequately address the challenge of enabling a trusted workforce while still protecting the privacy, civil liberties, and whistleblower protections of all personnel.
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By Greg Cullison
What did Edward Snowden, Aaron Alexis, and Harold Thomas Martin have in common? All were government contractors, all took malicious action, and all held security clearances. With three major breaches in just under three years, the question must be asked: Are clearances useless?
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