Outside of Tempe is a place called Sahuarita, Arizona. Sahuarita is the home of Air Force Silo #571-7 where a Titan missile, that was part of the US missile defense system and had a nine-megaton warhead that was at the ready for 25 years, should the United States need to retaliate against a Soviet nuclear attack. This missile could create a fireball two miles wide, contaminate everything within 900 square miles, hit its target in 35 minutes, and nothing in the current US nuclear arsenal comes close to its power. What kept it secure for 25 years? You guessed it...four phones, two doors, a scrap of paper, and a lighter.
Photo Credit: Renee Murphy
Technology has grown by leaps and bounds since the cold war. When these siloes went into service, a crew supplied by the Air Force manned them. These men and women were responsible for ensuring the security and availability of the missile. Because there was no voice recognition, retinal scanning, biometric readers, and hard or soft tokens, the controls that were in place were almost entirely physical controls. All of the technology that we think of as keeping our data and data centers secure hadn’t been developed yet. It is important to note that there was never a breach. Ever.
It might be an occupational hazard, but I can relate almost anything to security and risk management, and my visit to the Titan Missile Museum at AF Silo #571-7 was no exception. The lesson I took from my visit: there's room for manual controls in security and risk management.
I’m proud to announce that this week Forrester launched our Governance, Risk, and Compliance Playbook, a collection of in-depth reports covering the critical information you need to implement a successful GRC program… one that focuses on supporting business success, not getting in its way.
Chris and I recently published a report describing how to build risk and compliance principles into your company’s corporate culture. As we worked to finalize, edit, and publish the report, a flurry of new corporate scandals emerged, all related to this topic.
Here are just a few of them:
Wal-Mart executives accused of trying to hush up bribery cases in Mexico (article here).
A whistleblower accuses Infosys of engaging in a systematic practice of visa fraud (article here).
A former Goldman Sachs employee writes an op-ed for the New York Times blasting the company’s ethics (article here).
JP Morgan suffers a $2 billion trading loss due to “poorly monitored” trades (article here).