IT Security & Risk
Compliance versus security: mutual benefit or conflicting objective?
Our modern businesses face growing pressure from both internal and external sources to ensure compliance against a range of measures. Some of these directly relate to new or more stringent regulatory requirements, others to an improved awareness of the benefits of good corporate governance. Whatever the drivers, the compliance challenges exist and businesses must adapt and evolve to this new environment.
In this highly regulated and seemingly litigious world, organizations have become obsessive with regard to the billowing need for compliance and governance. Evidence is showing more frenetic work and reporting taking place than actual productive work. And if this is what is occurring in your organization, you need to take stock now.
If there is a tsunami of regulation bearing down on us there is only one thing to do – get out that surfboard.
If there is a tsunami of regulation bearing down on us there is only one thing to do – get out that surfboard.
The old cliché of enterprise identity management being a journey holds true post-deployment, with people, processes, policies and technologies all requiring maintenance. The goal for maintaining the identity infrastructure is to confidently deliver agility in managing access, at the speed of change, on an ongoing basis.
A precursor to successfully implementing an identity management solution is a thorough understanding of the problem to be solved. With quantifiable and meaningful business benefits, you avoid the temptation to sneak the initiative under the radar.
Successful identity management initiatives are under-pinned by desired business outcomes, real quantifiable value by moving toward desired end-states, for example:
Successful identity management initiatives are under-pinned by desired business outcomes, real quantifiable value by moving toward desired end-states, for example:
Patrik Bihamma talks with Paul Cooper, Dr. Andrew Kelly, Bjorn Arne Berge and Anthony Turco.
QUESTION 1
Identity management projects can often be long and difficult to implement. What are some of the main challenges and obstacles that your customers are struggling with when it comes to IAM, and what is your best advice?
QUESTION 1
Identity management projects can often be long and difficult to implement. What are some of the main challenges and obstacles that your customers are struggling with when it comes to IAM, and what is your best advice?
IDC estimates that the identity and access management (IAM) software market in Australia was worth A$100.5 million in 2007, growing 11.3% over 2006. The market is expected to increase at a compound annual growth rate of 15.4% to reach A$205.4 million by 2012, making it one of the fastest growing security software markets in Australia.
Despite a high level of consolidation in the IAM market, there is still a large number of point product and suite vendors to choose from, which means selecting a vendor can be a challenge.
IAM solutions usually require significant investments, take a long time to implement and need to be integrated with existing systems and applications. Consequently, IAM solutions are not easily ‘ripped and replaced’, and organizations are likely to remain with the IAM vendor they invest in for a long time. It is therefore important to choose the vendor you will invest in carefully.
IAM solutions usually require significant investments, take a long time to implement and need to be integrated with existing systems and applications. Consequently, IAM solutions are not easily ‘ripped and replaced’, and organizations are likely to remain with the IAM vendor they invest in for a long time. It is therefore important to choose the vendor you will invest in carefully.
What do an employee leaving a company, a woman getting married and a marketing department buying a new color laser printer have in common? The answer is that each of these scenarios causes disruption and problems within the company due to the issues faced in identifying who we are and the subsequent management of giving access to the company's resources required to do our jobs. In the case of the first example, ensuring proper security for the company once an employee departs is critical.
Reducing a company's focus on risk management during a downturn is a false economy. Although businesses feel compelled to 'do more with less', the economic climate can in fact increase or intensify the level of risk companies are exposed to, as it can affect anything from levels of capital expenditure to staffing requirements. This is according to a recent report titled, "Managing risk during an economic downturn",from global advisory and consulting firm Ovum.
Page 6 of 6
Login
Latest Video
Implementing Access And Change Control For Group Policy
Portal Switch
Switch to the Convergence & Collaboration Portal.