Links for 2011-08-20
5 Most-Ignored IT Security Best Practices – InformationWeek5 Most-Ignored IT Security Best Practices - security BlogThere’s nothing simple about enterprise security, but there are plenty of best practices that can keep most businesses safe from the most likely and pervasive threats. Unfortunately, according to a new study from research firm Echelon One and enterprise key and certificate management company Venafi, more than half of all IT departments are failing at some of the most important security practices. Here are the top 5 things your company could probably do better.
The only major platform Microsoft is outselling is apparently HP’s WebOS, which doesn’t even show up in the rankings because it sold so poorly.
Millennials Aren’t The Little Devils IT Imagines – InformationWeekMillennials Aren’t The Little Devils IT Imagines - global-cio Blognew research from GigaOM Pro and Isurus Market Research & Consulting, sponsored by IT support vendor Bomgar, suggests the Millennials have more respect for the IT organization than most of us give them credit for.
Reports from the Department of Energy estimate that copper theft is responsible for $1 billion worth of damage every single year. The problem is so rampant that there’s a coalition to prevent copper theft. State laws are being passed left and right, requiring close monitoring of all copper sales. What gives? It’s the economy, stupid.
MOODY’S ANALYST BREAKS SILENCE: Says Ratings Agency Rotten To Core With Conflicts, Corruption, And GreedThe primary conflict of interest at Moody’s is well known: The company is paid by the same „issuers” (banks and companies) whose securities it is supposed to objectively rate. This conflict pervades every aspect of Moody’s operations, Harrington says. It incentivizes everyone at the company, including analysts, to give Moody’s clients the ratings they want, lest the clients fire Moody’s and take their business to other ratings agencies.
Moody’s analysts whose conclusions prevent Moody’s clients from getting what they want, Harrington says, are viewed as „impeding deals” and, thus, harming Moody’s business. These analysts are often transferred, disciplined, „harassed,” or fired.
In short, Harrington describes a culture of conflict that is so pervasive that it often renders Moody’s ratings useless at best and harmful at worst.