It’s not about whether Tim Cook is right or wrong. Apple Inc.’s standoff against the U.S. government’s mounting pressure to hack into an iPhone used by one of the San Bernardino shooters highlights the importance of having clear leadership values in place. Otherwise, when a crisis arises, a company will be on the defensive 000-130 and scrambling to respond, creating uncertainty and eroding trust among customers and business partners. Despite pressure from the Justice Department, Apple CEO Tim Cook has refused to order his company to make software to unlock the phone used by one of the attackers to give the government access to encrypted personal data. According BH0-013 to Reuters, Cook reportedly told employees in an email, “This case is about much more than a single phone or a single investigation. At stake is the data security of hundreds of millions of law-abiding people, and setting a dangerous precedent that threatens everyone’s civil liberties.” The purpose here is not to weigh in on what Cook should or should not do in the midst of a crisis that touches two of the most emotionally-charged issues of our day: guarding against terrorism and personal data security. That said, one of the key principles of values-based leadership 98-349 is to take the time to understand the multiple perspective surrounding any issue — particularly the most critical ones. In the case of Apple 0.00% , it appears Cook is trying to determine the right actions for his company and its customers, such as urging the government to create a panel on encryption. This process could facilitate dialogue and understanding among the multiple perspective on the issue. A values-based leadership approach also focuses intently on the issue of trust. The Trust Project at Northwestern University, a new initiative launching in March, is designed to advance the study and management of trust in business in society, and shows that trust is 250-310 multifaceted. Using a simple example, customers may trust that a company’s products are backed with in-depth technical expertise. But those same customers may have lower levels of trust that the company is really looking out for their best interest, such as 117-101 in product pricing, technical support, or customer relations. Trust, like everything else is business, cannot be taken for granted, and it must be managed as part of values-based leadership. Being a values-based leader in an organization NS0-156 that prides itself on what it stands for is relatively easy when things are going well. However, personal and organizational leadership are defined by challenges — especially change, controversy, and crisis. During these times, leadership is tested, often publicly with high visibility, broadcasting the values of the leader and the organization to the world. The backbone of every crisis-response plan must be the 070-464 company’s values. Then, as simplistic as it may seem, the company and its leaders need always to do two things: do the right thing and do the best they can. Throughout my A00-211 career, including as chairman and CEO of Baxter International, a $12 billion healthcare company, I have defined values-based leadership in the context of four principles: self-reflection, to gain greater self-knowledge and accountability to my commitments; balance, to gather input and feedback from all sources to make the best decisions possible; true self-confidence, knowing what I know and acknowledging what I don’t know; and genuine humility, to treat everyone with respect. These values along with the commitment to do the right thing and the C2180-275 best I could helped me face numerous episodes of change, controversy, and even crisis. In 2001, a dialysis filter product made in a Swedish plant owned by Baxter was blamed for 53 deaths in several countries. Suddenly, the company’s name was on the front page of newspapers around the world, accused of causing these C4040-122 deaths. With values-based leadership and a commitment to do the right thing, we quickly mobilized our response: putting together a team to uncover the cause of the deaths; taking the appropriate actions, including closing the facility that made filters; meeting with health ministers in various countries; and sharing information with suppliers and even competitors, just in case they were using materials or had manufacturing processes similar to ours. We didn’t stop there. Even though Baxter’s financial results that year exceeded targets, I recommended to the board that they reduce my bonus by 40%, and my 20 senior JN0-343 executives agreed to cut their bonuses by 20%. We knew the world was watching, and in order to maintain trust with all our constituents, especially the 50,000 team members within Baxter, we needed to make sure we did the right thing. The eyes of the world are on Apple as it squares off against the Justice Department over an issue that has many sides and valid C2020-011 arguments, from the need to safeguard against terrorism to individuals’ rights to privacy. Regardless of what Apple decides, the company must remain guided by its values and principles, with a commitment to do the right thing and the best it can.
IBM To Acquire Resilient Systems, Undercut Cisco, Symantec, FireEye
ech giant IBM (IBM) plans to undercut Cisco Systems (CSCO), Symantec (SYMC), FireEye (FEYE) and Rapid7 (RPD) by acquiring incident response firm Resilient Systems and partnering 070-178 with endpoint security provider Carbon Black, the company announced Monday. The announcement comes a week after IBM HP2-K34 unveiled a deeper tie to No. 1 cybersecurity pure-play Check Point Software Technology (CHKP) to pool research and integrate systems. IBM stock slipped 0.8% to close at 131.03 on the stock market today. IBD’s 25-company Computer Software-Security industry group was down a fraction Monday as companies headed to the RSA Conference, a massive cybersecurity industry gathering that 070-458 runs all week in San Francisco. Caleb Barlow, vice president A30-327 of IBM Security, described the Resilient Systems acquisition as the cornerstone of a three-prong strategy to protect, defend and respond to cyberbreaches. Per IBM policy, he wouldn’t disclose the price tag for the privately held, 100-employee company. “This ultimately gives us the ability to expand from protecting and 642-980 defending the enterprise to also being able to respond to a breach,” Barlow told IBD. “This combination of a new acquisition and the associated partnerships really make a move into the incident-response space.”
Carbon Black Has Big Share Of Endpoint Security
In conjunction with the acquisition, IBM will partner with endpoint security firm Carbon Black. Privately held Carbon 700-301 Black owns 37% of the endpoint market, according to industry tracker IDC. Carbon Black’s platform will allow IBM analysts to conduct security forensics on compromised endpoint devices. Resilient Systems will be integrated into IBM’s incident-response 642-980 platform, dubbed X-Force Incident Response Services. Via X-Force, IBM will counsel clients through all parts of a cyberbreach and on ways to avoid such breaches. Barlow likened the service to a fire drill. “Most companies don’t have 250-371 good incident-response plans,” he said. “There’s a binder on the shelf for what to do in the case of a fire or what to do in the case of a flood, but not necessarily what to do in the case of a cyber incident.” That “binder” includes pertinent leadership, disclosure and public 1Z0-597 relations keys in case of a breach, he said. IBM’s move allows the company to “pivot” from protecting and defending to responding to a breach, he says. It’s all part of IBM’s push into the cybersecurity market. In 2015, IBM pulled in $2 billion in security revenue. That was up 12% but still accounted for only 2.4% of IBM’s total revenue of 074-343 more than $81 billion, which fell 12%. But the dollar amount topped total sales for security pure-players Palo Alto Networks (PANW), Proofpoint (PFPT), Fortinet (FTNT) and FireEye. And IBM’s security business also outgrew Symantec and Check Point. The security unit was launched four years ago, Barlow 000-130 dumps free says. Since then, it has added 7,300 employees — 1,000 last year alone — and operates in 133 countries globally. “Imagine if that were the conversation about a Silicon Valley startup,” he said. IBM gets a not-strong IBD 1Z0-532 Composite Rating of 53 out of a possible 99. Shares are down 5% year to date, like the S&P 500 index.