By Greg Cullison
Choosing which internal projects to focus efforts on may not seem like the most critical challenge in your organization, but getting it right can be a make-or-break opportunity.
How do you ensure that your next project supports your broader goals and pushes your organization forward? How do you prioritize your efforts to achieve the greatest impact?
By John Dillard
As an executive leader, you don’t want to make decisions without the right data. But you've heard the saying "garbage in, garbage out" - are you sure you’re using the data and measures that matter most?
“Key Performance Indicator” (or KPI) is a widely overused buzzword. Breaking down the term into separate parts can help you understand exactly what it means, and guide you in crafting effective metrics to track the performance of your processes:
By Dan Jodarski
“How am I doing?” Four simple words too often overlooked by insider threat programs. Senior leaders need to know how your insider threat program is doing, no matter how ugly the facts are, in order to make informed risk decisions. And according to a survey published by the SANS institute in April of 2015 the numbers might be especially ugly for government agencies that often are slow to detect and respond:
By Brittany Andrews
For complex organizations, choosing projects can be a hidden challenge. How do you ensure that your next project supports your broader goals and pushes your organization forward? How do you prioritize your efforts to achieve the greatest impact?
The answers aren’t always obvious. And all too often, even when you have your organization’s leadership gathered in a single room, you will still have to contend with clashes of personality or just simple disagreement on matters of project selection. The way forward may seem clear to you or your colleagues, but leadership needs to be on the same page. You need to identify all of the productive directions you might take and then select your project according to a consistent, rational, and objective process.