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Seventy percent of respon- Another dents say poor communications is a barrier and 68 percent of respondents SUBSCRIBE divide believe organizations do not have the appropriate leadership in place to t’s a bit disappointing these days to deal with data breach incidents. think that executives still don’t get This report was released shortly Ihow serious a data breach can be. after the annual SecTor IT secu- But that’s what a Ponemon Institute rity conference in Toronto, which survey for Hewlett-Packard suggests. – again featured hair-raising ex- The survey of just under 500 ex- amples of incompetence. One of my ecutives of 300 global organizations favourites was the cash machine in- found 79 per cent believe executive stalled in a mall with its IP address involvement is necessary to have an still taped to the outside. effective response to data breaches. As keynote speaker Kellman But 70 per cent of respondents think Meghu, Check Point Software’s their organization only partially Toronto-based head of North Amer- understands the information risks ican security engineering, said "this they’re exposed to as a result of a is embarrassing. IT pros should breach. Only 45 per cent of executives know better." believe that their own enterprise’s He blames IT pros that become incident response process is either enamored with speeds and feeds of proactive or mature. Yet 57 per cent of individual pieces of hardware and CEOs admit they haven’t been trained software they buy, rather than fitting on what do after a data breach. pieces into an overall security strategy There’s an interesting inference According to IDC Canada, annual IT here: Execs think they get the mes- security spending here will soon hit $2 sage, but the people under them billion. But firewalls and DPI applianc- don’t. Maybe this stems from the es, endpoint software and compliance intense publicity certain breaches suites won’t help when someone (in IT get (Target, Revenue Canada, Home or the general staff) is careless. Depot) or they have low confidence Sooner or later, pros say, there will staffers who insist on clicking on ma- be a breach. So executives have to licious links. Maybe execs surveyed have a plan to minimize loss and have been quietly told about a few restore IT service. breaches in their firms. Maybe they CIOs/CSOs can take care of the like pointing fingers. technical part, but, as HP says in a re- Certainly they are willing to admit port, the executive team’s leadership that poor communications, lack of will help guide the entire enterprise leadership and lack of board over- response. Start planning now. sight are barriers to effective incident — Howard Solomon ITWorldCanada.com I NOVEMBER 2014 I 3 AGENDA OPINIONS AND COMMENTARY CONTENT CLOUD: NOVEMBER 2014 It's our new take on the traditional table of contents. Follow the tag reference to the indicated page. In our electronic version, simply touch or click the tag to be transported to the story. PAGE BLOGGERS6 PAGE 8NEWS PAGE 14 PASSPORT KEY PAGE CSO 12 UNIFY Sometimes your carrier’s network doesn’t reach where you are. In that PAGE case you may want to unlock the device SKYLIGHT22 to insert another SIM card. In this video ITWorld Canada CIO Jim Love shows PAGE PAGE STAFF YOUR TEST 15 13 PAGE how it’s done on a BlackBerry Passport. M2M IT4IT 10 There’s a way to unlock . SUBSCRIBE NOW Subscribe to IT World’s digital editions of Computing Canada, Computer Dealer News or Direction Informatique, or to online newsletters tailored to your IT interests. Visit my.itworldcanada.com today to register. 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EPSON is a registered trademark and EPSON Exceed Your Vision is a registered logomark of Seiko Epson Corporation. BrightLink is a registered trademark of Epson America, Inc. Copyright 2014 Epson America, Inc. FROM OUR BLOGGERS Every month bloggers on ITWorldCanada.com sound off on a wide range of issues. If you missed their columns, here’s excerpts from a few, with links to the complete blog: CIOS AND SUPPLIERS: BEWARE OF THE VIRTUAL MAKING THE MOST OF THE EXTREME RELATIONSHIP BY DAVE O’LEARY BY GARY DAVENPORT Have we swung the While all suppliers pendulum too far to usually want to be the side of virtuality a “partner”, it can vs face-to-face inter- be an overused and action? And what does abused term. Strategic this mean for business? ... Virtual interac- supplier relationships are few and far be- tion takes travel time and cost almost com- tween. Those relationships that are of the pletely out of the picture. The bottom line greatest value to CIOs are often built on impact of this combination is a hard lure to principles that do enable a true “win/win” resist, particularly for companies with mul- for both sides versus the traditional adver- tiple locations. It is efficient for sure. But sarial approach. what about the impact on effectiveness? In a world of unending competition and faster innovation cycles, CIOs need every Read the entire blog here advantage that they can get and leveraging their best and most strategic relationships to help with those challenges does make eminent sense for all concerned. WELCOME TO DIGITAL BUSINESS 101 Read the entire blog here BY JORGE LOPEZ By 2020, there will be five times more things connected than just personal devices. Moore’s Law will continue to make computing cheaper and cheaper, which means we will find sensors in many of the objects we use, wear and interact with each day. They will all communicate – with each other, with you, with businesses. They will even place orders and buy items on your behalf. In the digital business, things have enough intelligence to negotiate with each other, as well as with people and busi- ness, in a manner never before achieved. Read the entire blog here 6 I NOVEMBER 2014 I ITWorldCanada.com FROM OURCASE BLOGGERS STUDY FUNDING YOUR INNOVATION ALIGNMENT OF IT AND BY MICHAEL ISSAEV BUSINESS DOESN’T MAKE I see over and over SENSE again that CIOs like BY MICHAEL GLADSTONE to be focused on new The fact that and sexy initiatives, there is still is a such as cloud and big discussion on the data, but tend to overlook less exciting topic of business- parts of our job, such as cost control, or IT alignment must other mundane things.