The document discusses implementing a new strategy for the Brazilian Ministry of Defense (MD). [1] The strategy aims to consolidate a unified defense structure and influence external actors to reduce resource gaps. [2] A commission of experts will help update defense policy and recommend modernizing the national defense system. [3] The strategy implementation faces potential resistance from the military but will realign the MD to adapt to a changing security environment.
This document discusses how enterprise risk management (ERM) can help security leaders transform their roles. It provides an overview of ERM, outlining the key phases and processes involved. The security leader's background and experience make them well-positioned to play an important role in ERM. One security leader used ERM to ensure his department remained aligned with the company's strategic goals and supported a new initiative to expand into emerging markets. ERM provides a framework to manage risks across an organization in a coordinated way and help security leaders demonstrate their value through a strategic, enterprise-wide approach.
1) Japan passed the Financial Instruments and Exchange Law in 2006 which empowered the FSA to create requirements for financial and internal control reports, similar to Sarbanes-Oxley but with some key differences.
2) All Japanese public companies must comply with the new J-SOX standards or state otherwise in filings after April 1, 2008.
3) MFA recommends a 4-phase approach to compliance: thorough planning and scoping (Phase 1), assessment of corporate governance environment (Phase 2), documentation and assessment of internal controls (Phase 3), and testing of internal controls (Phase 4). Proper planning and leveraging of existing SOX processes can help achieve compliance in an efficient and cost-effective
Alcoa endorses The Business Roundtable Principles of Corporate finance8
The document outlines principles of corporate governance established by The Business Roundtable. It discusses the roles and responsibilities of boards of directors, CEOs, management, stockholders, and other parties. The board's primary duties are selecting the CEO and overseeing management. Management runs day-to-day operations and informs the board of business status. Effective governance requires understanding these roles and their relationships with stockholders and other constituencies.
The document discusses the challenges facing U.S. Special Operations Forces (SOF) as they reorient from counterterrorism missions to strategic competition. It notes that while the 2018 National Defense Strategy emphasized strategic competition over terrorism, it did not provide clear guidance on how SOF should balance its ongoing counterterrorism role with new missions related to strategic competition. Without such guidance, SOF risks either organizational inertia by continuing its counterterrorism focus or bureaucratic entrepreneurship by defining its own role. The document argues policymakers must provide detailed guidance and oversight to ensure SOF properly supports national strategy during this transition.
The document discusses the need for robust criteria in the Arms Trade Treaty to prevent irresponsible arms transfers that could facilitate human rights violations such as gender-based violence. It recommends adding criteria to prohibit transfers if there is a substantial risk the arms could be used to perpetrate acts like rape and sexual violence. Several organizations advocating for women's rights emphasize stories from places like the Democratic Republic of Congo, where widespread gender-based violence is linked to the proliferation of arms.
Research that pinpoints a correlation between the earnings stability of large multinational corporations and their ability to manage physical plant and other property-related risks
Risk management for law firms chapter 1 ark 2009 by dave cunninghamDavid Cunningham
This document provides an overview of effective risk management for law firms. It discusses that risk management involves balancing risks and opportunities to positively impact a firm's competitive standing. While risk responsibilities were traditionally fragmented, firms are increasingly taking an enterprise-wide view of risk management led by roles like the general counsel. The document outlines key types of risks facing law firms and how risk roles and responsibilities are evolving to take a more proactive, holistic approach to identifying, assessing, and monitoring risks across a firm. It provides guidance on implementing an effective risk management process including communication, context-setting, assessment, treatment, and ongoing monitoring.
Comprehensive integrated reporting fei article by david phillips mike willis ...Workiva
Financial executives are responsible for managing a wide range of information regarding organizational
strategic objectives, governance, risk and performance. It’s a complex task.
This document discusses how enterprise risk management (ERM) can help security leaders transform their roles. It provides an overview of ERM, outlining the key phases and processes involved. The security leader's background and experience make them well-positioned to play an important role in ERM. One security leader used ERM to ensure his department remained aligned with the company's strategic goals and supported a new initiative to expand into emerging markets. ERM provides a framework to manage risks across an organization in a coordinated way and help security leaders demonstrate their value through a strategic, enterprise-wide approach.
1) Japan passed the Financial Instruments and Exchange Law in 2006 which empowered the FSA to create requirements for financial and internal control reports, similar to Sarbanes-Oxley but with some key differences.
2) All Japanese public companies must comply with the new J-SOX standards or state otherwise in filings after April 1, 2008.
3) MFA recommends a 4-phase approach to compliance: thorough planning and scoping (Phase 1), assessment of corporate governance environment (Phase 2), documentation and assessment of internal controls (Phase 3), and testing of internal controls (Phase 4). Proper planning and leveraging of existing SOX processes can help achieve compliance in an efficient and cost-effective
Alcoa endorses The Business Roundtable Principles of Corporate finance8
The document outlines principles of corporate governance established by The Business Roundtable. It discusses the roles and responsibilities of boards of directors, CEOs, management, stockholders, and other parties. The board's primary duties are selecting the CEO and overseeing management. Management runs day-to-day operations and informs the board of business status. Effective governance requires understanding these roles and their relationships with stockholders and other constituencies.
The document discusses the challenges facing U.S. Special Operations Forces (SOF) as they reorient from counterterrorism missions to strategic competition. It notes that while the 2018 National Defense Strategy emphasized strategic competition over terrorism, it did not provide clear guidance on how SOF should balance its ongoing counterterrorism role with new missions related to strategic competition. Without such guidance, SOF risks either organizational inertia by continuing its counterterrorism focus or bureaucratic entrepreneurship by defining its own role. The document argues policymakers must provide detailed guidance and oversight to ensure SOF properly supports national strategy during this transition.
The document discusses the need for robust criteria in the Arms Trade Treaty to prevent irresponsible arms transfers that could facilitate human rights violations such as gender-based violence. It recommends adding criteria to prohibit transfers if there is a substantial risk the arms could be used to perpetrate acts like rape and sexual violence. Several organizations advocating for women's rights emphasize stories from places like the Democratic Republic of Congo, where widespread gender-based violence is linked to the proliferation of arms.
Research that pinpoints a correlation between the earnings stability of large multinational corporations and their ability to manage physical plant and other property-related risks
Risk management for law firms chapter 1 ark 2009 by dave cunninghamDavid Cunningham
This document provides an overview of effective risk management for law firms. It discusses that risk management involves balancing risks and opportunities to positively impact a firm's competitive standing. While risk responsibilities were traditionally fragmented, firms are increasingly taking an enterprise-wide view of risk management led by roles like the general counsel. The document outlines key types of risks facing law firms and how risk roles and responsibilities are evolving to take a more proactive, holistic approach to identifying, assessing, and monitoring risks across a firm. It provides guidance on implementing an effective risk management process including communication, context-setting, assessment, treatment, and ongoing monitoring.
Comprehensive integrated reporting fei article by david phillips mike willis ...Workiva
Financial executives are responsible for managing a wide range of information regarding organizational
strategic objectives, governance, risk and performance. It’s a complex task.
The document discusses factors that influenced U.S. decisions regarding intervention in Rwanda from April to July 1994. Key actors included the UN, France, Belgium, and NGOs. The U.S. initially took a cautious approach due to lessons from Somalia. As the RPF neared victory and disease outbreaks grew severe in refugee camps, humanitarian concerns mounted. This shifted U.S. risk calculations, leading President Clinton to commit forces to Operation Support Hope on July 22nd.
The document discusses the international security environment and proposes a grand strategy for a new US administration. It identifies key threats such as weapons proliferation, terrorism, transnational crime, and economic and geopolitical challenges. It argues that while no threats currently jeopardize US supremacy, failing to address issues could undermine it long-term. The document proposes adopting a cooperative security strategy to deal flexibly with state and non-state actors in an interconnected world. This strategy would entail sharing burdens with partners through investment rather than military intervention alone. Transitioning to this strategy would require compromise but pay dividends over the long-run.
Curso básico de busca e salvamento sar 005 2012 fabHenrique Cardoso
1. A origem da busca e salvamento remonta à Idade Média para a navegação marítima, se desenvolvendo com a aviação para lidar com os maiores riscos.
2. Durante a Segunda Guerra Mundial, os britânicos organizaram um eficiente serviço de busca e salvamento para resgatar tripulantes, motivando o desenvolvimento da atividade.
3. Uma convenção internacional de 1944 estabeleceu as bases para a criação da Organização da Aviação Civil Internacional e do Anexo 12, regulamentando oficial
A contribuição da Escola Naval para a formação de líderes em combate para a M...Guilherme Azevedo
1. A liderança em combate requer líderes preparados para lidar com o estresse e fadiga da guerra e inspirar os subordinados a superar desafios.
2. Conflitos modernos envolvem mais insurgências e ameaças assimétricas, exigindo líderes capacitados para pequenas unidades em terrenos desconhecidos.
3. A preparação de líderes deve se adequar à complexidade dos conflitos atuais, desenvolvendo não só características pessoais, mas também habilidades para diferentes situações.
O documento discute vários métodos para medir o tempo, incluindo: tempo verdadeiro, médio e legal; fusos horários; equação do tempo; e as medidas anuais do ano sideral, trópico e civil.
The document assesses the Brazilian Ministry of Defense and outlines its future direction. It describes the Ministry's mission to integrate and modernize Brazil's armed forces. However, it faces issues like cultural barriers from the military's historic autonomy, complacency within the organization, and lack of resources. The future direction calls for fully implementing the Ministry to overcome these challenges, minimize resistance to change, and make the case for more funding and support in order to address modern threats to Brazil's security.
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
This document proposes a theoretical framework for force design to guide defense planning. It begins by defining force design as conceptualizing, developing, and evaluating alternative military capabilities to meet defense requirements. It then presents an analytical construct that abstracts military capabilities into component elements and explains their relationships. Finally, it offers a framework integrating these concepts into a hierarchy with processes for devising defense alternatives even with limited knowledge. The goal is to provide a useful tool for relating capability requirements to defense demands in an uncertain threat environment, and for specifying new capabilities that could lead to different choices under adaptation, modernization or transformation.
The document discusses refreshing and updating the Three Lines of Defense model to better reflect modern organizations. It analyzes strengths and opportunities for development of the current model. Key is broadening the model's scope from value protection to embracing value creation. The roles of governance, management, risk/compliance, and internal audit are described as central to organizational success and value creation through leadership, strategy execution, support/guidance/control, and objective assurance. Flexibility and collaboration across roles are emphasized.
Military commanders face ambiguous and fastmoving circumstances, which can change in rapid and unexpected ways. What can investors and pension funds learn from the military’s approach to risk and crisis management?
I need response to Discussion post in 200 words.docxwrite4
This document discusses efficient frontier analysis and strategic risk management. It provides context for how efficient frontier analysis can help organizations identify projects that determine appropriate risks and investments. Strategic risk management allows organizations to better understand risk across divisions to inform decision making. Quantitative financial and behavioral models are increasingly used to analyze risk portfolios. Strategic risk management creates opportunities for interaction across an organization to holistically assess risk.
I need response to Discussion post in 200 words.docxsdfghj21
This document discusses efficient frontier analysis and strategic risk management. It provides context for how efficient frontier analysis can help organizations identify projects that determine appropriate risks and investments. Strategic risk management allows organizations to better understand risk across divisions to inform decision making. Quantitative financial and behavioral models are increasingly used to analyze risk portfolios. Strategic risk management creates opportunities for interaction across an organization to holistically assess risk.
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
This document discusses challenges with capacity building efforts in the humanitarian sector. It notes that while organizations acknowledge the importance of building local capacity, they are not doing so at the necessary pace. There is a gap between the rhetoric of building local capacity and the reality of operations still being led primarily by international staff. The document examines some of the reasons for this, such as short-term funding priorities that do not support long-term capacity building, and accountability structures that incentivize demonstrating direct results. It argues that the sector needs to better assess the outcomes and impacts of capacity building investments to improve performance.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
Aaron Gracey of Squared Apples has developed this Organizational Resilience Model, which is based on research into how the UK military developed and maintained its resilience.
The tool can be used to review the current standing of an organization’s resilience, as well as provide guidance on activities that need to take place to enhance their current level.
https://www.bcpbuilder.com/2018/12/31/organizational-resilience-model/
The document discusses the importance of strategic alignment between projects and corporate objectives. It argues that HLR Inc.'s Standard Customer Relationship Management Processes project will only succeed if leadership understands the importance of the project and works together towards goals. It also provides an example where a military unit's projects were not aligned with strategic needs, overworking employees and hurting performance. For projects to align with goals, an organization must commit to strategic project management, formally prepare project charters linking to objectives, develop synergy between projects and business units, and monitor projects to ensure alignment is maintained.
Running head THE NATIONAL INFRASTRUCTURE PROTECTION PLAN1.docxtodd521
Running head: THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
1
THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
2
THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
Ulugbek Rakhmatullaev
Professor Dr. Mark O. Afolabi
Strayer University
CIS 502
Week 3 Case Study Phase 1
07/22/2018
National Infrastructure Protection Plan
To: The chief information officer
From: The chief information security director
Date: 30-07-2018
Subject: The national infrastructure protection plan
As the chief information systems director, I would like to explain to you my plan for infrastructure protection. NIPP offers a structure for binding together the compromise of the current and future attempts to protect the CIKR and the procedures of adaptability into a lone countrywide program of fulfilling the goal (Hall et al., 2014). The NIPP structure tends to care for the insurance rankings and the exercises of versatility along with the hypothesis transverse over parts with the aim of identifying the private and organization division within which the resources are connected.
They tend to provide favorable positions to direct risks by cutting on the vulnerabilities, limiting the dead monger attack results and other trademark and engineered disasters as well as avoiding chances. The NIPP provides a structure that tends to embody adaptable strategies arrangement as well as the instruments which are used by the CIKR colleagues in making and understanding the programs across the nation to ensure beyond reasonable doubt that the CIKR finishes all parts over the widened term (Alcaraz & Zeadally, 2015).
There is a necessary supplement plan which is divergent by the NIPP with the aim of maintaining a strategic distance from secure against, design for, react to and recover after the mental assaults which are the aggressor, natural disaster as well as various emergencies. National security designs as well as systems at the neighborhood, federal, nevertheless provincial levels of firms address CIKR secret their purviews confirmation (Harrop & Matteson, 2015). Therefore, the proprietors and heads of the CIKR have given responses to the elongated risk settings by creating CIKR protection extent associated plans as well as a venture, rationality checking of the business and creating response measures. NIPP execution is encouraged among the assistants of CIKR to make sure that it does not achieve the duplicative or extravagant risks arrangements of the organization's supplies which are known for propositioning little CIKR insurance's change.
The evaluation of risk incorporates helplessness, hazard, and result information compromise. The organization of risk integrates picking the protective measures to use in light of a peril reduction system which is settled upon. Most of the insight makes methods or models by which vulnerabilities, dangers, and risk organize and thereafter utilized in educating the assignment while co.
This document provides an overview of strategic management. It discusses key concepts like strategy, the strategic management process, and stakeholders. The strategic management process involves defining goals and objectives, analyzing the external and internal environment, selecting strategies, implementing strategies, and providing feedback. Strategies can be intended/planned or emergent/unplanned. The document also discusses stakeholders, strategic choices at different levels, and matching strategy, structure, and controls.
Emerging Need of a Chief Information Security Officer (CISO)Maurice Dawson
This submission examines the emerging need of the Chief Information Security Officer (CISO) to include the associated roles and responsibilities. One of the key artificacts associated with the CISO shall be detailed such as the security plan.
The document discusses factors that influenced U.S. decisions regarding intervention in Rwanda from April to July 1994. Key actors included the UN, France, Belgium, and NGOs. The U.S. initially took a cautious approach due to lessons from Somalia. As the RPF neared victory and disease outbreaks grew severe in refugee camps, humanitarian concerns mounted. This shifted U.S. risk calculations, leading President Clinton to commit forces to Operation Support Hope on July 22nd.
The document discusses the international security environment and proposes a grand strategy for a new US administration. It identifies key threats such as weapons proliferation, terrorism, transnational crime, and economic and geopolitical challenges. It argues that while no threats currently jeopardize US supremacy, failing to address issues could undermine it long-term. The document proposes adopting a cooperative security strategy to deal flexibly with state and non-state actors in an interconnected world. This strategy would entail sharing burdens with partners through investment rather than military intervention alone. Transitioning to this strategy would require compromise but pay dividends over the long-run.
Curso básico de busca e salvamento sar 005 2012 fabHenrique Cardoso
1. A origem da busca e salvamento remonta à Idade Média para a navegação marítima, se desenvolvendo com a aviação para lidar com os maiores riscos.
2. Durante a Segunda Guerra Mundial, os britânicos organizaram um eficiente serviço de busca e salvamento para resgatar tripulantes, motivando o desenvolvimento da atividade.
3. Uma convenção internacional de 1944 estabeleceu as bases para a criação da Organização da Aviação Civil Internacional e do Anexo 12, regulamentando oficial
A contribuição da Escola Naval para a formação de líderes em combate para a M...Guilherme Azevedo
1. A liderança em combate requer líderes preparados para lidar com o estresse e fadiga da guerra e inspirar os subordinados a superar desafios.
2. Conflitos modernos envolvem mais insurgências e ameaças assimétricas, exigindo líderes capacitados para pequenas unidades em terrenos desconhecidos.
3. A preparação de líderes deve se adequar à complexidade dos conflitos atuais, desenvolvendo não só características pessoais, mas também habilidades para diferentes situações.
O documento discute vários métodos para medir o tempo, incluindo: tempo verdadeiro, médio e legal; fusos horários; equação do tempo; e as medidas anuais do ano sideral, trópico e civil.
The document assesses the Brazilian Ministry of Defense and outlines its future direction. It describes the Ministry's mission to integrate and modernize Brazil's armed forces. However, it faces issues like cultural barriers from the military's historic autonomy, complacency within the organization, and lack of resources. The future direction calls for fully implementing the Ministry to overcome these challenges, minimize resistance to change, and make the case for more funding and support in order to address modern threats to Brazil's security.
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
This document proposes a theoretical framework for force design to guide defense planning. It begins by defining force design as conceptualizing, developing, and evaluating alternative military capabilities to meet defense requirements. It then presents an analytical construct that abstracts military capabilities into component elements and explains their relationships. Finally, it offers a framework integrating these concepts into a hierarchy with processes for devising defense alternatives even with limited knowledge. The goal is to provide a useful tool for relating capability requirements to defense demands in an uncertain threat environment, and for specifying new capabilities that could lead to different choices under adaptation, modernization or transformation.
The document discusses refreshing and updating the Three Lines of Defense model to better reflect modern organizations. It analyzes strengths and opportunities for development of the current model. Key is broadening the model's scope from value protection to embracing value creation. The roles of governance, management, risk/compliance, and internal audit are described as central to organizational success and value creation through leadership, strategy execution, support/guidance/control, and objective assurance. Flexibility and collaboration across roles are emphasized.
Military commanders face ambiguous and fastmoving circumstances, which can change in rapid and unexpected ways. What can investors and pension funds learn from the military’s approach to risk and crisis management?
I need response to Discussion post in 200 words.docxwrite4
This document discusses efficient frontier analysis and strategic risk management. It provides context for how efficient frontier analysis can help organizations identify projects that determine appropriate risks and investments. Strategic risk management allows organizations to better understand risk across divisions to inform decision making. Quantitative financial and behavioral models are increasingly used to analyze risk portfolios. Strategic risk management creates opportunities for interaction across an organization to holistically assess risk.
I need response to Discussion post in 200 words.docxsdfghj21
This document discusses efficient frontier analysis and strategic risk management. It provides context for how efficient frontier analysis can help organizations identify projects that determine appropriate risks and investments. Strategic risk management allows organizations to better understand risk across divisions to inform decision making. Quantitative financial and behavioral models are increasingly used to analyze risk portfolios. Strategic risk management creates opportunities for interaction across an organization to holistically assess risk.
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
This document discusses challenges with capacity building efforts in the humanitarian sector. It notes that while organizations acknowledge the importance of building local capacity, they are not doing so at the necessary pace. There is a gap between the rhetoric of building local capacity and the reality of operations still being led primarily by international staff. The document examines some of the reasons for this, such as short-term funding priorities that do not support long-term capacity building, and accountability structures that incentivize demonstrating direct results. It argues that the sector needs to better assess the outcomes and impacts of capacity building investments to improve performance.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
Aaron Gracey of Squared Apples has developed this Organizational Resilience Model, which is based on research into how the UK military developed and maintained its resilience.
The tool can be used to review the current standing of an organization’s resilience, as well as provide guidance on activities that need to take place to enhance their current level.
https://www.bcpbuilder.com/2018/12/31/organizational-resilience-model/
The document discusses the importance of strategic alignment between projects and corporate objectives. It argues that HLR Inc.'s Standard Customer Relationship Management Processes project will only succeed if leadership understands the importance of the project and works together towards goals. It also provides an example where a military unit's projects were not aligned with strategic needs, overworking employees and hurting performance. For projects to align with goals, an organization must commit to strategic project management, formally prepare project charters linking to objectives, develop synergy between projects and business units, and monitor projects to ensure alignment is maintained.
Running head THE NATIONAL INFRASTRUCTURE PROTECTION PLAN1.docxtodd521
Running head: THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
1
THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
2
THE NATIONAL INFRASTRUCTURE PROTECTION PLAN
Ulugbek Rakhmatullaev
Professor Dr. Mark O. Afolabi
Strayer University
CIS 502
Week 3 Case Study Phase 1
07/22/2018
National Infrastructure Protection Plan
To: The chief information officer
From: The chief information security director
Date: 30-07-2018
Subject: The national infrastructure protection plan
As the chief information systems director, I would like to explain to you my plan for infrastructure protection. NIPP offers a structure for binding together the compromise of the current and future attempts to protect the CIKR and the procedures of adaptability into a lone countrywide program of fulfilling the goal (Hall et al., 2014). The NIPP structure tends to care for the insurance rankings and the exercises of versatility along with the hypothesis transverse over parts with the aim of identifying the private and organization division within which the resources are connected.
They tend to provide favorable positions to direct risks by cutting on the vulnerabilities, limiting the dead monger attack results and other trademark and engineered disasters as well as avoiding chances. The NIPP provides a structure that tends to embody adaptable strategies arrangement as well as the instruments which are used by the CIKR colleagues in making and understanding the programs across the nation to ensure beyond reasonable doubt that the CIKR finishes all parts over the widened term (Alcaraz & Zeadally, 2015).
There is a necessary supplement plan which is divergent by the NIPP with the aim of maintaining a strategic distance from secure against, design for, react to and recover after the mental assaults which are the aggressor, natural disaster as well as various emergencies. National security designs as well as systems at the neighborhood, federal, nevertheless provincial levels of firms address CIKR secret their purviews confirmation (Harrop & Matteson, 2015). Therefore, the proprietors and heads of the CIKR have given responses to the elongated risk settings by creating CIKR protection extent associated plans as well as a venture, rationality checking of the business and creating response measures. NIPP execution is encouraged among the assistants of CIKR to make sure that it does not achieve the duplicative or extravagant risks arrangements of the organization's supplies which are known for propositioning little CIKR insurance's change.
The evaluation of risk incorporates helplessness, hazard, and result information compromise. The organization of risk integrates picking the protective measures to use in light of a peril reduction system which is settled upon. Most of the insight makes methods or models by which vulnerabilities, dangers, and risk organize and thereafter utilized in educating the assignment while co.
This document provides an overview of strategic management. It discusses key concepts like strategy, the strategic management process, and stakeholders. The strategic management process involves defining goals and objectives, analyzing the external and internal environment, selecting strategies, implementing strategies, and providing feedback. Strategies can be intended/planned or emergent/unplanned. The document also discusses stakeholders, strategic choices at different levels, and matching strategy, structure, and controls.
Emerging Need of a Chief Information Security Officer (CISO)Maurice Dawson
This submission examines the emerging need of the Chief Information Security Officer (CISO) to include the associated roles and responsibilities. One of the key artificacts associated with the CISO shall be detailed such as the security plan.
A strategic planning process for puplic and nonprofitahmed saleh
This document presents a strategic planning process for public and non-profit organizations. It outlines 8 steps for the strategic planning process: 1) Initial agreement on the planning effort 2) Identifying mandates 3) Developing the mission and values 4) Assessing the external environment 5) Assessing the internal environment 6) Identifying strategic issues 7) Developing strategies 8) Implementing strategies. The process is designed to help organizations respond effectively to changing environments by having key decision makers discuss important issues and decide on a strategic direction. Strategic planning can help organizations meet mandates, develop strategies to deal with opportunities/threats, and make coherent decisions.
A Strategic Planning Process For Public And Non-Profit OrganizationsNancy Rinehart
This document outlines a strategic planning process for public and non-profit organizations. It begins by discussing how strategic thinking and action are increasingly important for these organizations to respond to changing environments. It then presents an 8-step strategic planning process that involves: developing an agreement on the planning effort; identifying mandates; developing a mission and values; assessing external and internal environments; identifying strategic issues; and formulating and implementing strategies. Key parts of the process include stakeholder analysis, identifying strengths/weaknesses and opportunities/threats, and focusing on truly important issues. The document argues this process can help organizations effectively address challenges and develop coherent decision making.
This document proposes a new conceptual framework called "Force Design" for defense planning. Force Design aims to define affordable and credible military capabilities that balance current resources with future threats. It involves determining required capabilities, connecting strategies to political objectives, and relating budgets to capabilities. The framework would provide concepts and logic to guide defense reform by identifying capabilities, evaluating performance, and integrating policy, strategy, and resources instead of treating them as isolated processes. It seeks to overcome outdated Cold War-era approaches and increase efficiency, effectiveness and democratic control of defense.
Handbook on security sector governance.5Kayode Fayemi
This document discusses factors that are critical for a successful policy process in the security sector. It outlines four key issues: the importance of human and institutional capacity, policy communication and debate, policy analysis, and factors that initiate a policy review. It then examines three components of the policy management process: policy development, implementation, and oversight. The discussion focuses on managing a major policy review in the security sector, but notes the process can also apply to specific security sector policies.
This document is a paper submitted to the Naval War College by a Brazilian Navy officer analyzing the U.S. foreign policy towards Latin America and arguing for a 21st century "Good Neighbor" policy. It discusses the threats to stability in Latin America from issues like inequality, weak institutions, and crime. It argues that Brazil could help address these issues if made "part of the solution" rather than seen as "part of the problem." Adopting a new Good Neighbor policy using public diplomacy could improve how both Latin America and the U.S. view each other.
The document analyzes US policy options regarding Venezuela. It finds that bilateral diplomacy with increased intelligence activity is most likely. This allows the US to maintain normal relations while monitoring Chavez. If Chavez escalates support for groups like FARC or disrupts oil supply/US interests, multilateral diplomacy through organizations like OAS is preferred to avoid perceptions of unilateralism. Military intervention is least likely given current conditions.
O documento discute a contribuição da Escola Naval brasileira para o desenvolvimento de líderes de combate para a Marinha. A EN capacita oficiais por meio de cursos teóricos e treinamentos práticos que desenvolvem espírito de corpo e habilidades de liderança. A EN prepara oficiais melhor do que a Academia Naval dos EUA em alguns aspectos como carga horária obrigatória e influência do Corpo de Aspirantes.
The document discusses various methods for obtaining lines of position (LOPs) and fixes to determine a ship's location, including visual bearings, radar ranges, and coincidental or intentional ranges. It provides guidelines for best practices such as choosing navigational aids to provide an optimal spread of LOPs, determining the order of plotting LOPs, and the appropriate frequency of obtaining fixes based on proximity to hazards.
The document provides an overview of radiotelephone procedures and protocols for naval communications. It discusses the importance of security, types of nets, procedures for radio checks, phonetic alphabet, prowords, call signs, establishing communications, and transmitting tactical signals using delayed and immediate executive formats.
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The document discusses various types of deck equipment and marlinespike seamanship terminology. It describes equipment used for mooring ships such as cleats, bitts, bollards, chocks, padeyes, lifelines, capstans, camels, and rat guards. It also discusses mooring lines, their numbering system, and the types of spring and breast lines. Finally, it defines terms related to rope, line, and knots used in marlinespike seamanship.
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1. Describing characteristics like turning circles, advance, transfer, and tactical diameters.
2. Demonstrating how to calculate turn bearings, danger bearings, and determine position relative to track.
3. Explaining terms like standard tactical diameter and standard rudder.
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O documento discute as lições da Guerra do Vietnã para a doutrina militar americana pós-1975. Ele contrasta as abordagens convencionais dos EUA com a guerra irregular do Vietnã do Norte e analisa como a opinião pública e falta de objetivos claros levaram à retirada dos EUA em 1975. Também resume as doutrinas de Weinberger e Powell sobre o uso limitado e apoio público necessário para o emprego da força militar.
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The document summarizes the history of the Escola Naval military academy in Brazil from its founding in 1761 to its current location on Villegagnon Island since 1938. It details the academy's mission to educate and train officers for the Brazilian Navy, Marine Corps, and Supply Corps. A typical day for midshipmen includes classes, physical training, studies and recreation. The Brazilian Navy aims to develop highly qualified officers through the academy to secure the country's maritime interests.
O documento resume as principais regras internacionais para evitar abalroamentos no mar (RIPEAM), cobrindo tópicos como terminologia, luzes e marcas, regras de governo e navegação, conduta em visibilidade restrita e regras específicas para situações como riscos de colisão, canais estreitos, esquemas de separação de tráfego, ultrapassagens e prioridade de manobras.
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Briefly describe the organization and strategy you have chosen as introduction and, using
pertinent concepts from DMI Phases III and IV, describe in detail how would you implement
the strategy, and provide sufficient means to assure that it is implemented successfully.
Disclaimer: The statements and opinions presented by the student do not represent the views
of any branch of the Brazilian Government or Ministry of Defense.
INTRODUCTION
The organization chosen is the Brazilian Ministry of Defense (Ministério da Defesa –
MD) and is presented in this paper from the point of view of a Minister who was just sworn in.
The military have ruled Brazil for 21 years during the Cold War. This gave political
autonomy to each of the three Armed Forces (Forças Armadas – FFAA). The return to
democracy and the end of Cold War in the second half of 1980s led to discussions about
anachronism of this status quo. In the 1990s, the consolidation of democratic institutions,
globalization, and President Cardoso’s foreign policy based on regional integration and on the
bid for a permanent seat on United Nations Security Council reinforced the inconsistency of six
cabinet posts for military officers. The situation did not change as expected with the creation of
the Ministry of Defense in 2000. The Armed Forces kept a great deal of autonomy and were
adamant about being subordinated to a civilian authority than the President. The eventual
stakeholders seemed more interested in military filling the void left by the State in social work
and in law enforcement. There was no broad debate about MD mission and core competencies.
Media and public opinion paid more attention to socio-economic issues.
In summary, the MD was not fully put into practice. Our strategy is to organize and
consolidate a defense unified structure, and to influence external actors in order to reduce the
resources gap by showing them that we are complying with our missions in the best fashion and
that we need to adapt to an ever-changing world.
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IMPLEMENTATION PLAN
The objectives of the changes to be implemented are:
• To provide a coordinated organizational structure which supports the mission, has at
same time distinct and flexible roles and possesses transparent lines of authority,
responsibility and accountability.
• To clear the provincial attitudes from different branches, military and civilian, and to
inspire a broader corporate view.
• To optimize the readiness of MD personnel by preparing them adequately and
maximizing their potential.
• To develop technologies which focus on capabilities and on integration.
Our organization needs to take advantage of the fact that a new leadership has just taken
office. Considering that little has changed since the MD creation, less resistance to new
initiatives is expected in the first days of term.
The MD will convene a Commission of Experts to help in updating the National Defense
Policy (Política de Defesa Nacional – PDN) and to recommend actions to make it enforceable.
The commission will be composed by academics, diplomats, political scientists, military officers
and media professionals. This temporary organization will be co-chaired by the Deputy Minister
(Secretário-Geral) and the Defense Chief of Staff (equivalent to Chairman Joint Chiefs of Staff).
The commission members’ inputs will be consolidated in two documents: a PDN draft and the
“Modernization of the National Defense System” (Modernização do Sistema de Defesa Nacional
– MSDN).
The directorates will have their responsibilities changed in such a way that MD can
supervise in a more proactive way resource requirements and allocation, personnel training, and
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research and development without undermining the Armed Forces Commanders authority. The
main change is granting direct access in both ways between the MD directorates and their
counterparts in the services. For that, the integration of communication/information networks
currently in use will be stimulated.
The importance of information technology will not make the organization underestimate
the human capital. Without the “peopleware” (including the senior leadership), the network-
centric initiatives will probably fail.
ACHIEVING ALIGNMENT
In MD case, it has been more complicated than in other institutions to recognize
alignment. First, it is difficult to evaluate processes and systems if the desired output is not well
defined. The proposed reorganization is intended to provide a better picture of what MD is
designed to produce and the flexibility needed to adapt to changes in the environment. Second, in
large organizations which are so based on hierarchy the vertical flow of information usually
takes a long time and the leadership might fail to notice need for change. This challenge will be
faced by integration and by changing culture to a corporate one.
Rearranging the structure will not be enough. The security environment is very
changeable even in South America. MD must be committed to continuous performance
evaluation and to change whatever considered necessary.
FRICTION AND RESISTANCE
Although the Commission of Experts is expected to recommend courses of action that
minimize friction and resistance, the most important sources need to be identified.
The Commission itself can delay changes because the concept is very new in MD
environment. The selection of the members and the definition of procedures probably will take
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some time. Other details are: logistics, communications and remoteness in regions like Amazon
rain forest.
Resistance from military establishment is highly anticipated because changes will mean
loss of political power and threat to stability. It will take the forms of obeying only the letter of
law, spotlighting failure and exaggerating costs/minimizing benefits. MD will address that by
proving that keeping power is useless if your organization is considered a failed one by the
stakeholders. Changing the paradigm is necessary: a coherent unified defense structure based on
capabilities and driven by results will have much more political bargaining chips than three
uncontrolled services following distinct platform-based Cold War era doctrines.
IMPLEMENTATION STRATEGY
The use of a Commission of Experts is considered a management reconfiguration that
will assist MD in changing policy, structure, human and technologic resources management. It is
a good argument also to defend changes in our negotiation with the reluctant sectors. The
intention is to show that it is not a simply top-down management style; the recommendations
will have legitimacy because they come from the cross section of Brazilian society which is
involved in security affairs.
AGENTS OF CHANGE
During its mandate, the Commission of Experts will be supported by any means possible
and MD representatives, civilian and military, will be dismissed of the most of routine activities.
In a major change like the one is intended, personal accountability is necessary to
guarantee continuity and alignment. This will be pursued until the point that it does not represent
a breach of the constitutional principles of military hierarchy and discipline.
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REALLOCATE RESOURCES
The objectives of the implementation plan show that MD will need a variety of resources
(some new and others to be rearranged within the organization): human, material, technological
and financial.
One of the main points of MD strategy is exactly to make the case to our potential
stakeholders that defense cannot be neglected in today’s world and, more than that, is very
important if our country really aspires to be a regional power. In relations among countries,
capability to use force still has a lot of leverage.
ASSURE PERFORMANCE
As it happens in similar large government non-profit organizations, there is not such
thing as a conclusive checklist that can tell if MD is succeeding or not. It seems that feedback,
control and measurement are strongly connected to the concepts of communication such as
transmission, reception, conversation, dialogue, noise and fidelity.
The modern theories of management indicate that organizations should be seen in a
holistic way. MD will follow this trend because it seems less vulnerable to a reality check once it
already considers full fidelity feedback, total control and perfect measurement very unlikely to
be obtained. The expected result is more about parameters for judgment: the leaders will be able
to check if progress was made and if they need to adapt to changes.
FEEDBACK
One of the reasons for convening a Commission of Experts is to understand how the
policy and the following necessary changes are going to be perceived by the different actors,
internal and external. As mentioned before, MD faces an internal resistance from military sector
and lack of interest from external stakeholders. It is important not only consider this during the
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decision making process but also when the intended strategy is disseminated. After that,
leadership must understand the importance of “duplex” (two-way) communication. It cannot just
sit and wait for the response. Dialogue is vital to understand the context of subordinates and
stakeholders, which is good for belief, boundary and interactive controls, for gathering
performance trend data measurement and for improving leaders’ judgments (“filtering the
noise”).
CONTROL
MD will not base its control system only on formal diagnostic devices. They are good in
telling what to achieve but they restrict creativity. To avoid that, the exchange of ideas and
opinions between different management levels must be improved. Still working on
communication, the organization will pursue a climate that influences its members to do their
best and will reverse the current opposing cultural trend. The traditional belief system of the
military can be very helpful in making mission and core values known, in involving all members
in organization’s challenges and complementing boundary system.
MEASUREMENT SYSTEMS
Figures or benchmarks are not enough to represent progress of an organization like MD.
We do not produce a palpable good or work for profit. Like in quantum physics’ Principle of
Uncertainty, one cannot measure all the properties with maximum accuracy. The measurement
itself interferes with the environment observed. We will avoid the dysfunctional effects of that
by analyzing trend data, using boundary control system and balancing output measures like
alternative medicine doctors usually do: “interviewing the patient” and considering his/her
history and characteristics when studying exam results.
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REALIGN RESOURCES
In case leadership manages to implement strategy and to guarantee the alignment of
feedback and control systems, it will be easier to detect when the performance is affected by the
changing reality. Then, the organization must be ready to realign resources (human, material,
financial and technological) by self-assessing, redefining strategy and implementing it.
CONCLUSION
The more time the Ministry of Defense procrastinates to put its structure into full
operation, the more it loses contact with changing environment. As a new leadership, we have a
great opportunity. The Commission of Experts inputs will give us legitimacy to invigorate our
organization, to surmount resistance and to pursue the alignment with our mission and values.
MD structure will be based in capabilities and will take maximum advantage of human capital
and technology.
Succeeding in strategy implementation will mean only waste of time and resources if we
are not able to maintain the proper systems of feedback and control. We will take into
consideration also what is non-measurable. We will not neglect climate, culture and human
needs.
By not missing this opportunity for change, we hope to have Ministry of Defense ready to
accomplish its mission, review progress, learn from experience and start the decision making
cycle again with refined strategies.