When you look at your business strategy from a high level, it all seems straightforward and simple. Goals can be clear and express business value, the roadmap can move your teams forward with achievable goals, and key performance indicators (KPIs) can be selected to measure and drive success. At a high level, the combination of business and security is both achievable and sensible.

However, when you dive into the smallest of details, making these plans a reality is a different matter. Your goals depend on your company and the industry in which you operate. For example, if you work for an online financial institution with no in-house development, security practices are likely to be heavily controlled by compliance and your risks to be mitigated by service level agreements (SLAs).

However, once you add in internal development, everything changes. Without the stick of compliance, the support of executives – not to mention security …


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