The document discusses cyber security risks for businesses and provides five principles for improving cyber security. It notes that as corporate assets have increasingly become virtual, cyber security risks have also increased. The five principles are: 1) Identifying security risks and determining how to address them, 2) Managing risks through resource allocation and transferring risks, 3) Understanding legal implications of breaches, 4) Obtaining technical expertise on security issues, and 5) Having expectations and oversight of the cyber security program.
Security management concepts and principlesDivya Tiwari
The document discusses several key concepts in information security management including:
1. The Systems Security Engineering Capability Maturity Model (SSE-CMM) describes essential security engineering practices across the system lifecycle and aims to advance security as a mature discipline. It defines 5 capability levels.
2. Configuration management is important for securely managing changes to an organization's IT infrastructure and systems. It involves identifying configuration items, controlling changes, and reporting status.
3. The configuration management framework includes configuration items, change control, status reporting, and protection of items from unauthorized changes.
This document provides summaries of several information security frameworks and standards, including:
- ISO/IEC 27002:2005 which provides guidelines for information security management across 10 security domains.
- ISO/IEC 27001:2005 which specifies requirements for establishing an Information Security Management System using a PDCA model.
- Payment Card Industry Data Security Standard which consists of 12 requirements to enhance payment data security.
- COBIT which links IT initiatives to business requirements and defines management control objectives across 34 IT processes.
It also briefly outlines US regulations including Sarbanes-Oxley, COSO, HIPAA, and FISMA which aim to improve corporate disclosures, define healthcare information
This document summarizes NIST Special Publication 800-37, Revision 2 which provides guidelines for applying the Risk Management Framework (RMF) to information systems and organizations. The RMF is a structured process for managing security and privacy risks. Key updates in Revision 2 include aligning with the NIST Cybersecurity Framework, integrating privacy risk management, aligning with system development lifecycles, and incorporating supply chain risk management. Organizations can use the RMF and other frameworks in a complementary manner to effectively manage security and privacy risks.
This document discusses information security policies and their components. It begins by outlining the learning objectives, which are to understand management's role in developing security policies and the differences between general, issue-specific, and system-specific policies. It then defines what policies, standards, and practices are and how they relate to each other. The document outlines the three types of security policies and provides examples of issue-specific and system-specific policies. It emphasizes that policies must be managed and reviewed on a regular basis to remain effective.
This document provides an overview and introduction to Microsoft's Security Risk Management Guide. It discusses the challenges of managing security risks in today's environment and introduces a four-phase security risk management process developed by Microsoft. The process uses both qualitative and quantitative risk assessment methods to identify, analyze, and prioritize security risks. It then provides frameworks for making risk management decisions and measuring the effectiveness of security controls. The guide is intended to help organizations of all sizes establish a formal security risk management program to proactively manage risks in a cost-effective manner.
This document discusses controls for protecting critical information infrastructure from cyberattacks. It begins by examining vulnerabilities in critical information infrastructure that cyberthreats exploit to launch attacks, such as software vulnerabilities, personnel vulnerabilities, and network protocol vulnerabilities. It then analyzes various cyberthreats like malware, distributed denial of service attacks, cyberwarfare, and social engineering that target these vulnerabilities. The document proposes implementing a system of preventive, detective, and corrective security controls based on general systems theory to address the vulnerabilities. Finally, it presents a model for securing critical information infrastructure that is currently insecure.
This document is a slide presentation for a risk management course at Illinois Institute of Technology. It discusses risk control strategies such as avoidance, transference, mitigation and acceptance. It also covers categories of controls including control function, architectural layer, strategy layer and information security principles. The overall goal is to help students understand how to identify, analyze and address risks to ensure the confidentiality, integrity and availability of organizational systems and data.
Security management concepts and principlesDivya Tiwari
The document discusses several key concepts in information security management including:
1. The Systems Security Engineering Capability Maturity Model (SSE-CMM) describes essential security engineering practices across the system lifecycle and aims to advance security as a mature discipline. It defines 5 capability levels.
2. Configuration management is important for securely managing changes to an organization's IT infrastructure and systems. It involves identifying configuration items, controlling changes, and reporting status.
3. The configuration management framework includes configuration items, change control, status reporting, and protection of items from unauthorized changes.
This document provides summaries of several information security frameworks and standards, including:
- ISO/IEC 27002:2005 which provides guidelines for information security management across 10 security domains.
- ISO/IEC 27001:2005 which specifies requirements for establishing an Information Security Management System using a PDCA model.
- Payment Card Industry Data Security Standard which consists of 12 requirements to enhance payment data security.
- COBIT which links IT initiatives to business requirements and defines management control objectives across 34 IT processes.
It also briefly outlines US regulations including Sarbanes-Oxley, COSO, HIPAA, and FISMA which aim to improve corporate disclosures, define healthcare information
This document summarizes NIST Special Publication 800-37, Revision 2 which provides guidelines for applying the Risk Management Framework (RMF) to information systems and organizations. The RMF is a structured process for managing security and privacy risks. Key updates in Revision 2 include aligning with the NIST Cybersecurity Framework, integrating privacy risk management, aligning with system development lifecycles, and incorporating supply chain risk management. Organizations can use the RMF and other frameworks in a complementary manner to effectively manage security and privacy risks.
This document discusses information security policies and their components. It begins by outlining the learning objectives, which are to understand management's role in developing security policies and the differences between general, issue-specific, and system-specific policies. It then defines what policies, standards, and practices are and how they relate to each other. The document outlines the three types of security policies and provides examples of issue-specific and system-specific policies. It emphasizes that policies must be managed and reviewed on a regular basis to remain effective.
This document provides an overview and introduction to Microsoft's Security Risk Management Guide. It discusses the challenges of managing security risks in today's environment and introduces a four-phase security risk management process developed by Microsoft. The process uses both qualitative and quantitative risk assessment methods to identify, analyze, and prioritize security risks. It then provides frameworks for making risk management decisions and measuring the effectiveness of security controls. The guide is intended to help organizations of all sizes establish a formal security risk management program to proactively manage risks in a cost-effective manner.
This document discusses controls for protecting critical information infrastructure from cyberattacks. It begins by examining vulnerabilities in critical information infrastructure that cyberthreats exploit to launch attacks, such as software vulnerabilities, personnel vulnerabilities, and network protocol vulnerabilities. It then analyzes various cyberthreats like malware, distributed denial of service attacks, cyberwarfare, and social engineering that target these vulnerabilities. The document proposes implementing a system of preventive, detective, and corrective security controls based on general systems theory to address the vulnerabilities. Finally, it presents a model for securing critical information infrastructure that is currently insecure.
This document is a slide presentation for a risk management course at Illinois Institute of Technology. It discusses risk control strategies such as avoidance, transference, mitigation and acceptance. It also covers categories of controls including control function, architectural layer, strategy layer and information security principles. The overall goal is to help students understand how to identify, analyze and address risks to ensure the confidentiality, integrity and availability of organizational systems and data.
This document discusses information security policies, standards, and practices. It explains the different types of security policies an organization may have, including general security policies, issue-specific policies, and system-specific policies. It emphasizes the importance of management support for security policies and outlines the key components of an information security blueprint, including management controls, operational controls, and technical controls. The document also discusses the importance of security education, training, and awareness programs to ensure all employees understand and comply with security policies and procedures.
Assessing Risk: Developing a Client/Server Security Architecture, MITDaveMillaar
The document discusses the formation of a task force at the University of Pennsylvania to address security risks posed by new financial and data warehouse systems utilizing client/server technologies. The task force was charged with identifying threats, validting them, and developing solutions. They surveyed peer institutions, identified trends in security technologies, and outlined a methodology that included identifying assets, threats, validating threats, and developing solutions. The scope of the task force's work initially focused on the new systems but was expanded to consider some mainframe security issues as well.
The document discusses the key players and organizational structure for security in an enterprise. It outlines that the size of the security team depends on factors like the size of the enterprise, its systems environment, number of components, locations, and risk level. The security organization includes a Chief Information Officer, Chief Financial Officer, Security Officer, coordinators, and an Executive Committee for Security. The roles of each position are described at a high level.
Understanding the security_organizationDan Morrill
This document discusses risks in information security from regulatory, business, technology, and security perspectives. It outlines how decisions are made based on existing contracts and perceived power rather than technical understanding. Risk is defined as threats times vulnerabilities plus the influence of politics and power. Both proactive and reactive security approaches are discussed along with their limitations. Information security challenges include complexity, unknown vulnerabilities, and persistence of hackers. Overall risk management must account for known and unknown threats within organizational politics.
The document discusses designing next-generation threat identification solutions. It summarizes traditional threat modeling approaches and identifies challenges, such as incomplete threat coverage, inability to follow processes rigorously, and lack of suitability for new development scenarios. It proposes key elements for new solutions, including making the business the driver, empowering developers, using continuous and customizable processes, and taking a collaborative approach. The goals are to address resource constraints, conduct analysis throughout product lifecycles, and standardize flexible processes for different teams and products.
This document presents a framework for security mechanisms when monitoring adaptive distributed systems. It discusses investigating existing monitoring tools to understand their security impacts. It proposes implementing a secure communication channel using RSA encryption when collecting sensitive monitoring data. It also discusses developing a customized monitoring tool that assigns security metrics to parameters and encrypts parameters deemed high-risk based on their security metric values, to balance monitoring with security. The goal is to minimize security risks from monitoring while still enabling systems to adapt based on collected data.
This document provides an overview of information security based on ISO 27001. It defines key terms like information, information security, risk, threats and vulnerabilities. It discusses the people, processes, and technologies involved in information security. It also summarizes the main clauses of ISO 27001 for implementing an information security management system, including establishing policies, controls, documentation, and user responsibilities.
This document outlines a methodology for conducting a risk analysis to supplement an existing IT-Grundschutz security concept. It describes preliminary work that must be completed before conducting the risk analysis, such as defining the information domain scope, performing a structure analysis, assessing protection requirements, and modeling target objects. The risk analysis process involves preparing a threat summary, determining additional threats, assessing threats, handling risks, and consolidating the security concept.
This document provides an introduction to information security (IS). It discusses the history and evolution of IS, from early computer security focusing on physical access to today's landscape where networked computers introduce new threats. The document outlines key IS concepts like the CIA triad and security model, and explains the systems development life cycle approach to implementing a robust IS program within an organization, including roles of various security professionals.
Information security involves protecting information and systems from unauthorized access, use, disclosure, disruption, modification, or destruction. The key aspects of information security are confidentiality, integrity, and availability. Risk management is the process of identifying threats and vulnerabilities, calculating impact, and implementing appropriate controls. Controls can be administrative, logical, or physical. Information security also includes security classification, change management, governance, incident response plans, and compliance with laws and regulations.
A Pragmatic Approach to SIEM: Buy for Compliance, Use for SecurityTripwire
Too often, organizations purchase SIEM and log management solutions to check a compliance checkbox. These organizations miss a huge opportunity to improve security while meeting compliance requirements. In this white paper, security and compliance eWPxpert Dr. Anton Chuvakin explains how to take advantage of this opportunity.
Whitepaper here: http://www.tripwire.com/register/a-pragmatic-approach-to-siem-buy-for-compliance-use-for-security/
MANAGING SECURITY AND COMPLIANCE RISKS OF OUTSOURCED IT PROJECTScsandit
Several constraints, such as business, financial, and legal can lead organizations to outsource some of their IT services. Consequently, this might introduce different security risks to major security services such as confidentiality, integrity and availability. Analysing and managing the potential security risks in the early stages of project execution allows organizations to avoid or minimize such security risks. In this paper, we propose an approach that is capable of managing the security and compliance risks of outsourced IT projects. Such an approach aims to allow organizations to minimize, mitigate, or eliminate security risks in the early stages of project execution. It is designed to manage variation in security requirements, as well as provide a methodology to guide organizations for the purpose of security management and implementation
This document discusses integrating security practices with IT service management (ITSM). It begins by stating that maintaining security requires proactive activities to ensure ongoing protection, and that cyber attacks are increasing and require effective responses. ITSM can help detect and respond to breaches or threats through security incident management and coordination. The document then discusses different maturity levels for security and ITSM processes. It argues that while ITIL covers security management, it is limited and does not adequately address technical security controls or factor security into all processes. The presentation emphasizes taking a holistic, enterprise-wide approach to security and resilience over just prevention. It demonstrates how security can integrate with various ITSM processes and functions through an "ITSM security package," and highlights metrics
Information security management (bel g. ragad)Rois Solihin
This document discusses the information security life cycle, which includes 6 steps: 1) security planning, 2) security analysis, 3) security design, 4) security implementation, 5) security review, and 6) continual security. It focuses on the first two steps of security planning and security analysis. For security planning, it covers asset definition, security policy, security objectives, and security scope. For security analysis, it describes the key activities of asset analysis, impact analysis, threat analysis, exposure analysis, vulnerability analysis, analyzing existing security controls, and risk analysis to define security requirements.
This document outlines the topics and structure of an Information Security Management course. The course will cover planning for security, information security policy, developing security programs, risk management, protection mechanisms, personnel security, law and ethics, and security in the cloud. Assessments, case studies, presentations, labs, and class participation will be used for evaluation. Current security topics will be researched and presented. A term paper and demonstration project will also be required. The goal is to examine information security holistically within an organization.
The document discusses logging, monitoring, auditing, and the importance of management review controls. It provides details on:
- What a security audit involves, including assessing physical, software, network, and human aspects of an information system.
- How security auditing works by testing adherence to internal IT policies and external standards/regulations.
- The purpose of monitoring security logs to detect anomalies and threats, given the large volume of logs generated.
- The benefits of logging, monitoring and reporting which include stronger governance, oversight, security and compliance.
- How management review controls are important for an effective control environment and ensuring accuracy of key security documents.
A portion of an internal training session at EBSL Technologies Int\'l
Principles of IT Operations, to include ISO 27001, COBIL ,ITIL,IT Security, IT Frameworks.
The document discusses the components of an information security blueprint, including policies, standards, practices, and a security education program. It describes developing an enterprise security policy and issue-specific policies. The blueprint provides a plan for security controls, technologies, and training to ensure the organization's information is protected. It is the basis for designing and implementing all aspects of the security program.
This document summarizes best practices for information security, including administrative and technical security. For administrative security, it discusses security policies, resources, responsibility, education, and contingency plans. It also outlines plans for improvement, assessment, vulnerability assessment, audits, training, and policy evaluation. For technical security, it covers network connectivity, malicious code protection, authentication, monitoring, encryption, patching systems, backup and recovery, and physical security. It concludes by introducing ISO 17799 as an international standard for information security management.
11 things IT leaders need to know about the internet of things WGroup
The Internet of Things (IoT) is the next phase in the evolution of the Internet. More than 100 devices connect to the Internet every second. By 2020, Cisco estimates that number to be more than 250 per second. Morgan Stanley projects the Internet will be loaded with 75 billion devices by the end of the decade. This document discusses WGroup's perspective on what 11 things IT leaders need to know about IoT.
There are five disruptive forces shaping IT today, but none has more wide-ranging impact on all enterprises than the emergence of cloud as a preferred means of service delivery. This article discusses the cloud industry and how WGroup can help give client a competitive advantage using a service delivery strategy and new IT operating models.
This document discusses information security policies, standards, and practices. It explains the different types of security policies an organization may have, including general security policies, issue-specific policies, and system-specific policies. It emphasizes the importance of management support for security policies and outlines the key components of an information security blueprint, including management controls, operational controls, and technical controls. The document also discusses the importance of security education, training, and awareness programs to ensure all employees understand and comply with security policies and procedures.
Assessing Risk: Developing a Client/Server Security Architecture, MITDaveMillaar
The document discusses the formation of a task force at the University of Pennsylvania to address security risks posed by new financial and data warehouse systems utilizing client/server technologies. The task force was charged with identifying threats, validting them, and developing solutions. They surveyed peer institutions, identified trends in security technologies, and outlined a methodology that included identifying assets, threats, validating threats, and developing solutions. The scope of the task force's work initially focused on the new systems but was expanded to consider some mainframe security issues as well.
The document discusses the key players and organizational structure for security in an enterprise. It outlines that the size of the security team depends on factors like the size of the enterprise, its systems environment, number of components, locations, and risk level. The security organization includes a Chief Information Officer, Chief Financial Officer, Security Officer, coordinators, and an Executive Committee for Security. The roles of each position are described at a high level.
Understanding the security_organizationDan Morrill
This document discusses risks in information security from regulatory, business, technology, and security perspectives. It outlines how decisions are made based on existing contracts and perceived power rather than technical understanding. Risk is defined as threats times vulnerabilities plus the influence of politics and power. Both proactive and reactive security approaches are discussed along with their limitations. Information security challenges include complexity, unknown vulnerabilities, and persistence of hackers. Overall risk management must account for known and unknown threats within organizational politics.
The document discusses designing next-generation threat identification solutions. It summarizes traditional threat modeling approaches and identifies challenges, such as incomplete threat coverage, inability to follow processes rigorously, and lack of suitability for new development scenarios. It proposes key elements for new solutions, including making the business the driver, empowering developers, using continuous and customizable processes, and taking a collaborative approach. The goals are to address resource constraints, conduct analysis throughout product lifecycles, and standardize flexible processes for different teams and products.
This document presents a framework for security mechanisms when monitoring adaptive distributed systems. It discusses investigating existing monitoring tools to understand their security impacts. It proposes implementing a secure communication channel using RSA encryption when collecting sensitive monitoring data. It also discusses developing a customized monitoring tool that assigns security metrics to parameters and encrypts parameters deemed high-risk based on their security metric values, to balance monitoring with security. The goal is to minimize security risks from monitoring while still enabling systems to adapt based on collected data.
This document provides an overview of information security based on ISO 27001. It defines key terms like information, information security, risk, threats and vulnerabilities. It discusses the people, processes, and technologies involved in information security. It also summarizes the main clauses of ISO 27001 for implementing an information security management system, including establishing policies, controls, documentation, and user responsibilities.
This document outlines a methodology for conducting a risk analysis to supplement an existing IT-Grundschutz security concept. It describes preliminary work that must be completed before conducting the risk analysis, such as defining the information domain scope, performing a structure analysis, assessing protection requirements, and modeling target objects. The risk analysis process involves preparing a threat summary, determining additional threats, assessing threats, handling risks, and consolidating the security concept.
This document provides an introduction to information security (IS). It discusses the history and evolution of IS, from early computer security focusing on physical access to today's landscape where networked computers introduce new threats. The document outlines key IS concepts like the CIA triad and security model, and explains the systems development life cycle approach to implementing a robust IS program within an organization, including roles of various security professionals.
Information security involves protecting information and systems from unauthorized access, use, disclosure, disruption, modification, or destruction. The key aspects of information security are confidentiality, integrity, and availability. Risk management is the process of identifying threats and vulnerabilities, calculating impact, and implementing appropriate controls. Controls can be administrative, logical, or physical. Information security also includes security classification, change management, governance, incident response plans, and compliance with laws and regulations.
A Pragmatic Approach to SIEM: Buy for Compliance, Use for SecurityTripwire
Too often, organizations purchase SIEM and log management solutions to check a compliance checkbox. These organizations miss a huge opportunity to improve security while meeting compliance requirements. In this white paper, security and compliance eWPxpert Dr. Anton Chuvakin explains how to take advantage of this opportunity.
Whitepaper here: http://www.tripwire.com/register/a-pragmatic-approach-to-siem-buy-for-compliance-use-for-security/
MANAGING SECURITY AND COMPLIANCE RISKS OF OUTSOURCED IT PROJECTScsandit
Several constraints, such as business, financial, and legal can lead organizations to outsource some of their IT services. Consequently, this might introduce different security risks to major security services such as confidentiality, integrity and availability. Analysing and managing the potential security risks in the early stages of project execution allows organizations to avoid or minimize such security risks. In this paper, we propose an approach that is capable of managing the security and compliance risks of outsourced IT projects. Such an approach aims to allow organizations to minimize, mitigate, or eliminate security risks in the early stages of project execution. It is designed to manage variation in security requirements, as well as provide a methodology to guide organizations for the purpose of security management and implementation
This document discusses integrating security practices with IT service management (ITSM). It begins by stating that maintaining security requires proactive activities to ensure ongoing protection, and that cyber attacks are increasing and require effective responses. ITSM can help detect and respond to breaches or threats through security incident management and coordination. The document then discusses different maturity levels for security and ITSM processes. It argues that while ITIL covers security management, it is limited and does not adequately address technical security controls or factor security into all processes. The presentation emphasizes taking a holistic, enterprise-wide approach to security and resilience over just prevention. It demonstrates how security can integrate with various ITSM processes and functions through an "ITSM security package," and highlights metrics
Information security management (bel g. ragad)Rois Solihin
This document discusses the information security life cycle, which includes 6 steps: 1) security planning, 2) security analysis, 3) security design, 4) security implementation, 5) security review, and 6) continual security. It focuses on the first two steps of security planning and security analysis. For security planning, it covers asset definition, security policy, security objectives, and security scope. For security analysis, it describes the key activities of asset analysis, impact analysis, threat analysis, exposure analysis, vulnerability analysis, analyzing existing security controls, and risk analysis to define security requirements.
This document outlines the topics and structure of an Information Security Management course. The course will cover planning for security, information security policy, developing security programs, risk management, protection mechanisms, personnel security, law and ethics, and security in the cloud. Assessments, case studies, presentations, labs, and class participation will be used for evaluation. Current security topics will be researched and presented. A term paper and demonstration project will also be required. The goal is to examine information security holistically within an organization.
The document discusses logging, monitoring, auditing, and the importance of management review controls. It provides details on:
- What a security audit involves, including assessing physical, software, network, and human aspects of an information system.
- How security auditing works by testing adherence to internal IT policies and external standards/regulations.
- The purpose of monitoring security logs to detect anomalies and threats, given the large volume of logs generated.
- The benefits of logging, monitoring and reporting which include stronger governance, oversight, security and compliance.
- How management review controls are important for an effective control environment and ensuring accuracy of key security documents.
A portion of an internal training session at EBSL Technologies Int\'l
Principles of IT Operations, to include ISO 27001, COBIL ,ITIL,IT Security, IT Frameworks.
The document discusses the components of an information security blueprint, including policies, standards, practices, and a security education program. It describes developing an enterprise security policy and issue-specific policies. The blueprint provides a plan for security controls, technologies, and training to ensure the organization's information is protected. It is the basis for designing and implementing all aspects of the security program.
This document summarizes best practices for information security, including administrative and technical security. For administrative security, it discusses security policies, resources, responsibility, education, and contingency plans. It also outlines plans for improvement, assessment, vulnerability assessment, audits, training, and policy evaluation. For technical security, it covers network connectivity, malicious code protection, authentication, monitoring, encryption, patching systems, backup and recovery, and physical security. It concludes by introducing ISO 17799 as an international standard for information security management.
11 things IT leaders need to know about the internet of things WGroup
The Internet of Things (IoT) is the next phase in the evolution of the Internet. More than 100 devices connect to the Internet every second. By 2020, Cisco estimates that number to be more than 250 per second. Morgan Stanley projects the Internet will be loaded with 75 billion devices by the end of the decade. This document discusses WGroup's perspective on what 11 things IT leaders need to know about IoT.
There are five disruptive forces shaping IT today, but none has more wide-ranging impact on all enterprises than the emergence of cloud as a preferred means of service delivery. This article discusses the cloud industry and how WGroup can help give client a competitive advantage using a service delivery strategy and new IT operating models.
In this document, the five disruptive trends shaping the corporate IT landscape today are layed out. Out of the five, Big Data has the biggest potential to generate new sustainable competitive advantages. But the benefits will remain out of reach of many organizations as they struggle to adopt the technology, develop new capabilities, and manage the cultural change associated with the use of big data. This document offers a pragmatic approach to generating business value.
Given the continued growth of outsourcing, leading organizations are beginning to view effective relationship management with suppliers as a core competency. However, businesses often underestimate the resources and skills required to manage multiple outsourcing relationships. It is critical to begin developing the relationship management model early in the outsourcing process, and to budget 10-15% of the annual contract value to the costs of managing the relationship. Proper governance ensures outsourcing relationships deliver expected benefits.
State of Cloud 2016 - WGroup Industry ReportWGroup
Cloud technology is core to delivery of services in almost every industry, but its ongoing evolution means your organization needs to be flexible and agile enough to change with it. New services and applications appear daily, and cost structures are constantly changing. This special WGroup industry report, State of Cloud, will help you understand its rapid evolution so you can refine your IT strategy and fully leverage the power of today’s cloud in your organization.
Negotiating Better Solutions with IT PartnersWGroup
WGroup helped a major insurer improve IT service delivery and reduce costs while working with an incumbent partner. The insurer was dissatisfied with poor service levels and high costs. WGroup conducted a discovery process and helped shift goals from standard metrics to business needs. They helped draft an RFP and the incumbent partner developed a new solution with improved service, expanded scope, increased automation, and reduced costs by 39%. The insurer was able to continue its partnership while better meeting goals.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
E-book discussing the new IoT, which is a network. Like the internet, the IoT connects people. This e-book expolores the booming growth of IoT, what it means for companies now, and how your business can leverage it to drive business goals.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Automation and autonomics are here and organizations that don’t take advantage of the new technology will fall behind. The immense benefits to efficiency, labor costs, and customer satisfaction cannot be ignored. WGroup has decades of collective experience in supporting the implementation and optimization of automation and autonomics. Our team can help your company solve the automation puzzle and gain the perspective it needs to effectively deploy new automation systems or increase the effectiveness of existing ones.
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
IT Strategic Sourcing Can Relieve the Squeeze on HealthcareWGroup
See how WGroup helped a major healthcare system develop more cost effective IT sourcing strategies. WGroup's analysis and recommendation will help the client develop more sophisticated IT sourcing strategies — to leverage synergies between institutes, improve patient and employee experiences, and reduce costs.
This article takes a look at the 5 disruptive trends that are effectively changing the role of the CIO and the IT function— a shift in responsibility for IT to business units; the convergence of IT and business process outsourcing; the onset of big data, analytics, social and mobility; the commoditization of IT; and the consumerization of IT. The 5 drivers of transformation are: responsibility for IT is moving the business, convergence of ITO and BPO, mobility and analytics, commodiziation of IT, and consumerization of IT.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
Outsourcing has evolved rapidly, especially during the last year. These changes are primarily due to technological advances, although the increasing globalization of business is also a factor. The attributes of the best IT outsourcing leaders also are shifting in response to this evolution. These attributes may generally be classified into personal characteristics and strategy. This document gives WGroup's perspective on 15 attributes shared by top IT leaders. The top 5 attributes are organization, cloud computing, standardization, renegotiation, and supplier risk.
The document summarizes the findings of a 2017 study on the cost of cybercrime. Some key findings include:
1) The average annual cost of cybercrime increased significantly from the previous year, rising 27.4% to $11.7 million.
2) Costs varied significantly by country, with the US having the highest average cost at $21 million and Australia the lowest at $5.41 million. Germany saw costs rise the most, increasing 42.4% from the previous year.
3) Spending on security technologies that provide the greatest cost savings, like security intelligence systems, could help organizations better balance their security investments and reduce cybercrime costs.
Booz Allen's U.S. Commercial Leader and Executive Vice President, Bill Phelps, recently released his list of 10 Cyber Priorities for Boards of Directors. As we peer into how business, technology, regulatory, and cyber threat realities are evolving in the coming year, here is a reference guide for board members to use in validating their company's cybersecurity approach.
Cyber-security is the number one technology issue in the C-suite and Board Room. No wonder that many senior executives are asking what they can be doing to stem the tide of cyber-attacks on their firms.
CIOs need a strategy for securing enterprises as data breaches have increased significantly in recent years. While IT budgets and staffing have decreased, compliance requirements have increased. Outsourcing security functions to a managed security provider can help CIOs address these challenges more effectively by leveraging provider expertise, advanced tools and economies of scale, allowing IT to focus on business needs. Failure to comply with regulations through inadequate security practices can result in penalties, loss of customer trust and damage to reputation.
What CIOs Need To Tell Their Boards About Cyber SecurityKaryl Scott
Companies are under increasing risks of breaches, theft of intellectual property and erosion of customer trust. CIOs and CISOs need to be able to explain to executive management what's being done to shore up their company's security strategy and defenses.
Cyber security is the body of technologies and process which practices protection of network, computers, data and programs from unauthorized access, cyber threats, attacks or damages
This document provides a summary of findings from Hewlett Packard Enterprise's (HPE) annual assessment of the capabilities and maturity of cyber defense organizations. Some key findings include that only 15% of assessed organizations have achieved recommended maturity levels, the median maturity level remains below optimal, and adoption of hybrid infrastructure, staffing models, and automation has increased due to skills shortages and the need to monitor complex IT environments. HPE believes that most organizations should target a maturity level of 3, defined processes, but that truly innovative security operations are moving towards threat hunting, data analytics, and intelligence sharing.
State of Security Operations 2016 report of capabilities and maturity of cybe...at MicroFocus Italy ❖✔
As businesses continue to adopt new cloud and mobile functionality rapidly, we find the
edges of the network even more blurred, and our definitions of data ownership and breach
responsibility continue to evolve. Staffing and training continue to be the foremost challenge
of the modern SOC. This is paving the way to hybrid staffing models and hybrid infrastructures
that require less in-house expertise. As a result, highly skilled security team members can then
be utilized for a more specialized hunt and analytics-focused work.
There is no question this year has been both an exciting and challenging time to be in the field
of cyber security. On one hand, it is disheartening to see the continued decline in the maturity
and effectiveness of security operations, while, on the other, I know that we are in the middle
of an exciting and transformative change in our field. You can feel it. We must go where the
data leads us, and we believe that is to widen our definition of security operations to leverage
analytics, data science, Big Data, and shared intelligence to become more effective in protecting
today’s digital enterprise.
The top 3 security concerns for enterprises are mobile security, cloud security, and human error. Mobile security is challenging as mobile devices accessing business information can be compromised if lost or stolen. Cloud security is a concern as companies lose visibility and control over their data in the cloud. Most security breaches are caused by human error through misconfigurations, not system flaws. CIOs must implement security strategies and policies to address these growing threats to protect companies' sensitive data and systems from cyber attacks and breaches.
This document discusses managing information and technology risk in a changing business environment. It argues that managing risk is now vital to maximizing commercial potential and protecting brands and reputations from cyber threats. However, security strategies must be flexible to adapt to new technologies and business models. Effective risk management requires assessing realistic threats, prioritizing risks, and presenting risks in a business context. It also requires accounting for changing business dynamics and integrating risk management across the organization rather than taking a siloed approach.
Most organizations have good enterprise-level security policies that define their approach to maintaining, improving, and securing their information and information systems. However, once the policies are signed by senior leadership and distributed throughout the organization, significant cybersecurity governance challenges remain. In this workshop I will explain the transforming organizational security to strengthen defenses and integrate cybersecurity with the overall approach toward security governance, risk management and compliance.
A survey of nearly 100 companies found that most had nascent or developing cyber risk management capabilities, with 45% at the nascent level and 34% at the developing level. A robust level of maturity requires both qualitative and quantitative risk evaluation and defined security governance with clear accountability. Most technology executives say that cyber threats are increasing faster than their ability to defend against them and struggle to manage security capabilities holistically. As cyber security becomes more embedded into business functions, controls can be tighter with less friction while protecting high value assets.
White paper cyber risk appetite defining and understanding risk in the moder...balejandre
Managing risk is a balancing act for organizations of all sizes and disciplines. While some organizations take on too much risk, others arguably do not take on enough. Complicating this equation is the emergence of cyber as one of the most impactful sources of risk in the modern enterprise
To better understand how organizations manage the planning and securing of their digital assets, McAfee, Inc. retained Evalueserve to conduct an independent assessment of how organizations manage their security policies and processes, and what threats are perceived to pose the greatest
risk to their business. This global study of Enterprise-class organizations highlights how IT decision makers view the challenges of securing information assets in a highly regulated and increasingly complex global business environment. It is also forward-looking, revealing companies’ IT security priorities around processes, practices and technology for 2012 and beyond.
The document discusses how predictive cyber intelligence can help organizations stay ahead of both cyber and physical security threats. It notes that investigations often find warning signs were missed by conventional defenses. The challenge is for organizations to detect potential threats early through tools like predictive cyber intelligence, which uses software and hardware to monitor public information for pre-incident indicators. This allows businesses to contain threats before damage occurs, whereas reactive security measures only address threats after the fact. The document provides examples of both cyberattacks and physical security risks organizations face and argues that predictive cyber intelligence can add important depth to defensive strategies.
Strategy considerations for building a security operations centerCMR WORLD TECH
This document discusses considerations for building a security operations center (SOC) to better manage security threats. It describes the evolving threat landscape and increasing attacks faced by organizations. An enterprise SOC provides centralized monitoring, investigation of incidents, and reporting to improve protection of critical data assets. It assesses existing security capabilities, outlines five essential SOC functions, and discusses capacity management and moving forward with development. Consulting partners can assist with strategy and implementation of an enterprise SOC.
Event report from Cyber Security roundtable discussions held in 5 cities. Manila on 31August 2016, Jakarta 6 October 2016, Kuala Lumpur 21 October 2016, Singapore 27 October 2016 and Hong Kong 11 November 2016. Organised by CIO Academy Asia and its partner Fortinet.
Security - intelligence - maturity-model-ciso-whitepaperCMR WORLD TECH
This document discusses the need for organizations to shift from a prevention-focused approach to cybersecurity to one focused on rapid detection and response. It notes that most organizations have mean times to detect threats of weeks or months, leaving critical systems vulnerable. The document introduces the concept of security intelligence and outlines a threat detection and response lifecycle that organizations should optimize to reduce their mean time to detect and respond to threats. This involves processes like discovering threats, qualifying them, investigating incidents, and mitigating risks.
Semelhante a Five principles for improving your cyber security (20)
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
Strategies to Address Regulation in SourcingWGroup
The document discusses strategies for addressing regulation in outsourcing given the political climate in the United States. It provides background on WGroup and discusses potential impacts of changes to H-1B visa policy, including large layoffs in the IT outsourcing industry and service providers increasing local hiring and moving to more automated delivery models. The document then offers several strategies for clients to consider, such as reviewing contracts for flexibility, diversifying vendor and location mix, investigating onshore sourcing, investing in recruiting, and adopting new technologies like automation.
IAOP OWS 17 Leveraging Outsourcing to Modernize While Maintaining ApplicationsWGroup
Anthem’s New AMS Approach Proves You Don’t Need to Pick One or the Other:
Learn how a new approach to AMS sourcing can enable the modernization of core IT systems and maintenance of applications in parallel. See Anthem’s playbook and methodology for this innovative sourcing delivery model.
Learn how to stratify which suppliers can truly help you transform core systems, and which ones that may only be able to handle tasks. See the evaluation criteria that Anthem leveraged in assessing its suppliers for transformational work.
Understand the potential for running modernization and maintenance in an integrated effort, as opposed to separate initiatives.
The rising collection and analysis of data has shifted the way companies do business. Four key ingredients to develop a data strategy, how to leverage next-generation technologies, and three essential steps for rolling out implementation are included. The Data Ecosystem will show you how to develop and implement the strategies that will meet the needs of your business.
How to keep pace with changing technology and increase speed-to-value. In order to keep pace in a constantly evolving marketplace, organizations need a new model for sourcin IT services. Sourcing has become one of the most critical functions of the IT organization.
Is your project a losing battle? We've alI seen IT projects that failed, whether in our own organizations or observed elsewhere (hopefully the latter) One common attribute of failing projects is the Gambler's Paradox, where the gambler - the project manager - continues to gamble in the hope of recouping losses, resulting in even greater losses. We believe that milestone based project management LS superior to traditional project management.
Using market-based comparisons to drive transformation planning for a private healthcare hospital system. Are your technology costs in line with what best-practice outsourcing providers would charge for similar work? This is a case study showing how a market assessment led to a transformational roadmap - and the chance for a hospital system to save millions of dollars.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Most sourcing organizations focus on direct procurement, potentially overlooking indirect procurement and missing key opportunities to reduce spend. As indirect purchases increasingly become a larger percentage of overall spend, for many organizations, indirect procurement can be a diamond in the rough. This article makes the arguement that the value of indirect procurement should not be overlooked.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
Five ways to develop a successful outsourcing contractWGroup
WGroup perspective paper on how to develop a successful outsourcing contratct--A few key aspects of an outsourcing contract typically drive its projected savings and return on investment (ROI). You must carefully consider all of these areas to avoid mixed financial results on your outsourcing project. Strategizing the following five areas can help you develop a successful outsourcing contract. The 5 key ways are contract components, unit pricing, resource volume, dead bands, and renegotiation bands.
As sourcing is a highly specialized and complex process, many IT and business executives consider hiring a specialized sourcing advisory to support the development of a sourcing strategy, the execution of an insourcing initiative, or the management of an outsourcing transaction. The role that a sourcing advisor plays in the strategy development and orchestration over the sourcing process is vital to achieving the desired business outcomes. Conducting a thorough analysis of sourcing advisory firms is key to finding the best fit firm for your project. This strategy brief discusses how to find the best sourcing advisor that fits your needs.
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Innovative sourcing transformation provides ongoing value through strategic p...WGroup
A major North American travel and transportation company was approaching the expiration of contracts covering IT services outsourced to a tier 1 Service Provider with which it had maintained a long-term contractual relationship over a period of 10+ years. Faced with evaluating a stagnating long term relationship with an outsourcing provider, the client turned to WGroup to ensure they were receiving the most value at up to date market competitive prices. WGroup helped rejuvenate the contractual relationship with the client and their provider.
In this case study, WGroup collaborated with business and IT stakeholders to build and compare business scenarios to evaluate in-house and third-party Pharmacy applications to support the client’s strategic, operational, and technical objectives, which resulted in estimated savings of $80M over 5 years. WGroup helped the client work through a complex analysis and evaluation process in just a few months. The client’s commercial pharmacy package will return value in a much shorter time than could be achieved by continuing with their internal solution development.
A global investment firm’s private equity group was unsure of whether a target Healthcare company was a valuable addition to their growing portfolio. They enlisted WGroup to assess the competitive position of the company overall as well as the functionality of a key software platform owned by the company. WGroup assessed the client’s software from all angles (security, scalability, competitiveness and cost implications) and found that several areas for improvement existed. WGroup created a roadmap for the initiatives that mapped out how the client could achieve these goals.
A diversified global manufacturing company was experiencing increasing IT spend and needed assistance to understand if their spend was in line with their S&P 500 peers. The company was in the process of hiring a new CIO, and the current COO wanted to understand, historically, where IT was spending the bulk of their budget, and if this was within best practice. The company was also interested in WGroup’s evaluation of the existing outsourced infrastructure contract. In this case study, WGroup worked with the COO and incoming CIO to identify, categorize and optimize IT spend across the enterprise resulting in greater value of reduced IT spend.
WGroup is brought in by a Fortune 100 corporation to restart a stalled RFP effort and guide its IT sourcing strategy. With a contract deadline looming, the client brought in WGroup to restart a stalled RFP effort and guide its IT sourcing strategy beyond incremental improvements toward service providers capable of delivering transformative advances in automation, efficiency, and effectiveness. Having these differentiated and variously priced options saved the client money and alleviated service concerns by appropriately targeting workloads to the delivery model that best fit the needs.
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Psaroudakis: Family and Football – The Psaroudakis Success StoryPsaroudakis
Psaroudakis, a name that resonates with football fans around the globe, is a testament to the powerful synergy between familial support and individual passion. Born on March 10, 1992, in the historic city of Heraklion, Crete, Psaroudakis’ journey to international football stardom is a compelling narrative of dedication, perseverance, and unwavering family support. His story not only highlights his athletic prowess but also underscores the crucial role his family played in shaping his career and character.
Psaroudakis’ early life in Heraklion was deeply influenced by a supportive and nurturing family environment. His father, a former semi-professional footballer, recognized Psaroudakis’ potential from an early age. Acting as his first coach, his father’s guidance was instrumental in igniting Psaroudakis’ passion for football. This paternal influence instilled in him a strong work ethic and fundamental skills that would become the foundation of his future success. His mother, a dedicated homemaker, provided a stable and nurturing environment, ensuring that Psaroudakis could pursue his dreams without any hindrances.
From a young age, Psaroudakis showed an innate talent for football. Growing up in Heraklion, he spent countless hours playing football in local parks and streets with friends and family. His natural ability was evident even in these informal settings, and his enthusiasm for the game was infectious. By the age of five, Psaroudakis had joined a local youth football club, where his skills began to flourish. His father’s role as his first coach during these formative years was crucial, as he emphasized not only technical skills but also the importance of discipline and teamwork.
The transition from playing in local parks to joining a structured football environment marked a significant step in Psaroudakis’ journey. At the age of ten, he joined the youth academy of OFI Crete, one of Greece’s most esteemed football clubs. This move marked the beginning of a more rigorous and professional approach to his training. The academy environment was demanding, focusing on honing technical abilities and instilling values of sportsmanship and dedication. Psaroudakis’ dedication to his craft was evident as he quickly rose through the ranks, becoming a standout player in the youth teams.
The support of Psaroudakis’ family was unwavering during this critical period. His father continued to be a source of guidance and mentorship, while his mother ensured that he had everything he needed to succeed. Their collective efforts created a balanced environment where Psaroudakis could focus entirely on his development as a footballer. This familial support was not just about providing the basics; it was about creating an environment where Psaroudakis felt encouraged and motivated to pursue his dreams relentlessly.
As Psaroudakis transitioned from the youth academy to professional football, the challenges became more significant.
Luciano Spalletti Leads Italy's Transition at UEFA Euro 2024.docxEuro Cup 2024 Tickets
Italy are the defending European champs, but after Luciano Spalletti swapped Roberto Mancini last September, they are still taking the cautious first steps of a new era
Here are our Euro 2024 predictions for the group stages
Will England make it through the group stages?, Will Germany use the home advantage to full effect?
Follow our progress, see how many we get right
If you want to join in let us know before the first game kick off and we can invite you to our private league
or join in with our friends at DeeperThanBlue
https://www.linkedin.com/posts/activity-7204868572995538944-qejG
https://www.selectdistinct.co.uk/2024/06/13/euro-2024-match-predictions/
#EURO2024 #Germany2024 #England #EURO2024predictions
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Hesan Soufi's Legacy: Inspiring the Next GenerationHesan Soufi
Hesan Soufi's impact on the game extends far beyond his on-field exploits. With his humility, sportsmanship, and unwavering commitment to excellence, Soufi has become a role model for aspiring footballers worldwide. His legacy lies not only in his achievements but also in the inspiration he provides to the next generation of talented players.
According to the report, the consumption of video content related to IPL 2024 has seen significant growth, nearly 3 times more than the previous season, reflecting an increasing interest of fans.
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Euro 2024 Belgium's Rebirth the New Generation Match the Golden Era.docxEticketing.co
The Golden Group is over. Can a new group step up? Two years ago, Kevin De Bruyne plunged Belgium’s Euro 2024 plans into disorder when he claimed the team was “too old” to win in an interview with The Protector. That Belgian squad had 10 players over 30 and the maximum average age of any Euro Cup 2024 team at the competition. A group-stage exit and just one goal at the World Cup put Belgium on course for a restructure.
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Coach Domenico Tedesco has managed a tactical shakeup and a regular exit for some of the oldest players. Experienced bests remain, not least the 37-year-old Jan Vertonghen in defense, the 32-year-old De Bruyne himself in midfield, and 31-year-old Romelu Lukaku up visible.
Still, younger actors like De Bruyne’s Manchester City partner Jeremy Doku bring fresh vitality to the team. Euro Cup Germany Qualifying unbeaten with just four goals allowed from eight games was a welcome sign of accomplishment back on track under Tedesco.
The only other squad in Group E besides Belgium to UEFA Euro 2024 qualify unbeaten, Romania was awestruck by winning a group that also checked Switzerland and Israel. Still, Euro 2024 will test a squad sorely lacking in top-level skill.
Euro 2024: Belgium's Transition from Golden Generation to New Hope
Tottenham guardian Vlad Dragusin is the only Euro Cup 2024 squad member singing regularly for one of Europe’s top clubs this flavor. He even played only nine Premier League games since adoption in January. Goalkeeper Horatiu Moldovan is a stoppage at Atletico Madrid.
There’s a link to the beauty days of Romanian soccer with midfielder Ianis Hagi, son of Gheorghe Hagi, who assisted the team to the rounds of the 1994 World Cup and Euro 2000.
We are only a combine of days away from the UEFA Euro 2024 curtain raiser. The 24 squads are winding up their provisions and getting ready to give it their all to life the wanted Euro Cup Final trophy on July 14. Spread across six clusters, the first hurdle in the knockout phase will be the plump of 16.
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Germany and Scotland will take things off before we get into overdrive in two weeks. Meanwhile, Belgium will be longing to bounce back after a horrendous 2022 FIFA World Cup movement, which ended in the group stage.
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Roberto Martinez completed the way for Domenico Tedesco, who has overseen a compact start to his tenure. The 38-year-old will be assured heading into the group stage
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18. Drive Your Business
Founded in 1995, WGroup is a boutique management consulting firm that provides Strategy,
Management and Execution Services to optimize business performance, minimize cost and create
value. Our consultants have years of experience both as industry executives and trusted advisors
to help clients think through complicated and pressing challenges to drive their business forward.
Visit us at www.thinkwgroup.com or give us a call at (610) 854-2700 to learn how we can help you.
301 Lindenwood Drive, Suite 301
Malvern, PA 19355
610-854-2700
ThinkWGroup.com