Over the last few years, the new mandate in IT has shifted to security oversight. Historically, IT functioned to set up equipment, install software, manage systems and data, provide support and maintenance, and oversee all technical infrastructure needs. However, as these systems have become more user-friendly and automated, and users have become more savvy, the job has veered from these responsibilities and more into security.
Companies who haven’t yet made this shift and who adhere to the old ways — and the old reporting structure — may find themselves in at risk or with a big problem. Who is protecting their data?
The two sides to data protection include securing the data from loss or disaster and protecting it from outside attack or theft. Ensuring and protecting data requires special skills. It seems logical to move this responsibility to IT, but there is a gap between technical skills and security skills.
Moving from traditional IT to modern, security-oriented IT requires retraining. Companies should ensure that the person in charge of security is Personnel Technical Assessment trained and qualified for security.
But the retraining needs to happen on the company end, as well. IT frequently reports to the CFO through the accounting or finance division. While this made sense for traditional IT — which was non-operational side of business and more of a support function — it doesn’t work as well for modern security-oriented IT.
It’s best for modern IT departments to report to the CEO. That’s a better structure because they have visibility and access to the top decision-maker as well as to the Board. More importantly, now as an operational function, this structure allows the company to view IT strategically instead of as a support function. Many companies underestimate the importance of IT strategy, but smart companies know better — such as Wal*Mart, whose strategic use of IT revolutionized their business and maximized their profit.
How? As the central repository of data and interconnected with the entire company IT is a conduit of gathering information. They can help identify how much is needed, what is needed,how to grow and in which direction.
Wal*Mart began using IT strategically in the late 90s. They saw a massive amount of overhead required to support and maintain the organization. If they couldn’t manage the expense, then they could not expand and grow the profit. That’s the business maxim “if you can’t bend the curve, the cost will kill you” at work. Using their IT group, they discovered ways to become more efficient at stocking, distribution, expansion, and infrastructure needs. They also ensured that their plans, programs and data were secured.
It’s a smart model and well-worth emulating.