“It’s no longer good enough to be aware of threats, or even to be an expert on how to combat them. In our hypercollaborative and mobile environment, it’s now necessary for corporate security teams to thoroughly understand the relationships between employees and their departments, internal organizations within the enterprise, the enterprise and its customers, and the enterprise and its trading partners.”

No matter the size of the enterprise, security has become an integral component in everyday operations. When you are international in scope, the complexity of integrating security measures and assessments requires a confluence of departmental efforts and cooperation across the global network.

“You could say that Rebecca Whitener worries for a living. As VP and chief risk officer for EDS, it’s her job.
[..]
Rebecca says she gets a lot of assists from C-level execs throughout the company who help her prioritize risks and assess how well they can be tolerated. So the CFO will discuss compliance issues and the hard-dollar implications, and the CIO can add IT tools, analysis, and security policies to the mix. Facilities people talk about the physical breaches that can occur, and so on.”

Short of micromanagement, even the most diligent efforts to secure and safeguard operations, one careless employee can dismantle all your efforts.

“…every day you have to draw the line between taking sensible, cost-effective precaution and micromanaging users who might just say “enough” to all the passwords and policies—and take their laptop home anyway. That’s what Jim Worth, former CIO at Philips Lighting Co. NA, and Art Johnston, VP and CIO at Argo Turboserve Corp., told me happens at their companies. Now that’s something to worry about!”
(Source)