...Case Study 3: Boss, I Think Someone Stole Our Customer Data Evaluate the obligation Flayton Electronics has to its customers to protect their private data. Develop the communication strategy you would take to notify the customers of the potential security breach. Recommend procedures that Flayton Electronics should take to prevent future security breaches http://hbr.org/product/boss-i-think-someone-stole-our-customer-data-harva/an/R0709A-PDF-ENG Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established...
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...de seguridad. • Determine el grado al cual Flayton Electornics fue dañado (reputación, finanzas, operaciones, etc) por esta fuga. • Recomiende 2 procedimientos para que Flayton Electronics prevenga fugas futuras. • Su trabajo debe incluir portada y referencias (no se cuentan como parte de la extensión). Fecha de entrega: 15 de Agosto 2013 11:55pm Via correo electrónico formato PDF. Miguel Laurent 719 col. Del Valle CP 03100 Benito Juárez, México DF tels. 5604 2178 5688 3512 www.univdep.edu.mx www.hbrreprints.org HBR CASE STUDY AND COMMENTARY How should the Flayton Electronics team respond to the crisis? Four commentators offer expert advice. Boss, I Think Someone Stole Our Customer Data by Eric McNulty • Reprint R0709A Flayton Electronics learns that the security of its customer data has been compromised—and faces tough decisions about what to do next. HBR CASE STUDY Boss, I Think Someone Stole Our Customer Data by Eric McNulty COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Brett Flayton, CEO of Flayton Electronics, stared intently at a troubling memo on his desk from the firm’s head of security. Running his hands through his full head of barely graying hair, he looked not unlike his father did when he established the first Flayton Cameras and Stereos 25 years ago. The security situation had come to Brett’s attention just before nine o’clock...
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...Case Study 3: Boss, I Think Someone Stole Our Customer Data ACC 571 Forensic Accounting 15-May-12 Evaluate the obligation Flayton Electronics has to its customers to protect their private data. All client data needs to be kept secure all of the time. Doing this helps to protect company operations from being slowing down because the firm looks bad in the eyes of the public. Flayton Electronic has an obligation to protect all client information so that their needs are met without and drama or dilemmas. The firm does not want to have an instance on their hands where personal client data or company records were compromised. Flayton Electronic needs to protect the complete client base from any type of impending exposure. Adequate protection should be offered with the credit card despite the fact that the card is also covered by Flayton Electronics individual banks. The action of shielding the confidential data of clients would reclaim the representation of the company. Securing date can be protection of the data is made possible through use of refined examination tools that would identify any abnormal patterns before they had the chance to surface. In the beginning stages when the business was entering into an agreement with well-regarded clients, the customer data was to be confined from other outside entities. It is the duty of Flayton Electronics to ensure the client records are kept safe. An envisioned security breach...
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...Chapter 1 Developing Self-Awareness True/False Questions Key Dimensions of Self-Awareness 1. Self-awareness is at the foundation of personal life management skills. True (page 58, easy, recall) If false, why? The Enigma of Self-Awareness 2. Empirical evidence indicates that people who are more self-aware are healthier, perform better in leadership roles, and are more productive at work. True (page 59, easy, recall) If false, why? 3. The concept of sensitive line refers to the point at which individuals welcome information about themselves from their co-workers. False (page 59, moderate, recall) If false, why? The concept of sensitive line refers to the point at which people become defensive or protective of information about themselves 4. Marvin consistently finds fault with Alicia’s competence as a manager. Because Alicia has been told she is doing a good job and therefore responds in a threat rigid way. Thus, her most likely response will be to defend herself in light of Marvin’s accusations. True (page 60, moderate, understanding) If false, why? 5. Self-awareness can be managed by exercising minimal control over when and what kind of information one receives about oneself and by not involving others in the pursuit of self-understanding. False (page 60, moderate, understanding) If false, why? It requires more than minimal control. Understanding and Appreciating...
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...reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without permission in writing from the publisher. First Edition ISBN 0-9725300-3-7 Library of Congress Control Number: 2004102958 Visit our website: www.languagesuccesspress.com Bulk discounts are available. For information, please contact: Language Success Press 2232 S. Main Street #345 Ann Arbor, MI 48103 USA E-mail: sales@languagesuccesspress.com Fax: (303) 484-2004 (USA) Printed in the United States of America The author is very grateful to the following people for their collaboration and advice while preparing this book and CD set: Vijay Banta, Jacqueline Gillett, Thomas Gillett, Marcy Carreras, John McDermott, Natasha McDermott, Cat McGrath, Patrick O'Connell. ABOUT THE AUTHOR Amy Gillett has taught English as a Second Language (ESL) in Stamford, Connecticut and in Prague, Czech Republic. Her essays and humor writing have appeared in many publications, including MAD Magazine, the San Francisco Chronicle, and Family Circle. Amy majored in Slavic Languages and Literature at Stanford University and holds a Master's degree from Stanford in Russian and Eastern European Studies. Amy has studied and worked abroad in many countries and speaks several foreign languages, including Russian, Czech, French, and Italian. She is also the author of Speak English Like an American for Native Spanish Speakers, Speak English...
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...All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system without the prior written permission of Houghton Mifflin Company unless such copying is expressly permitted by federal copyright law. Address inquiries to College Permissions, Houghton Mifflin Company, 222 Berkeley Street, Boston, MA 02116-3764. Printed in the U.S.A. Library of Congress Control Number: 2007924351 Instructor’s exam copy : ISBN-13: 978-0-618-83347-4 ISBN-10: 0-618-83347-1 For orders, use student text ISBNs: ISBN-13: 978-0-618-74163-2 ISBN-10: 0-618-74163-1 1 2 3 4 5 6 7 8 9—CRK—11 10 09 08 07 BRIEF CONTENTS PREFACE xi PART ONE THE ENVIRONMENT OF MANAGING NOW 1 2 3 4 MANAGING AND THE EVOLUTION OF MANAGEMENT ETHICAL AND SOCIAL ISSUES 29 MANAGING IN A GLOBAL ENVIRONMENT 59 MANAGING ENTREPRENEURSHIP AND INNOVATION 1 1 89 PART TWO INFORMATION AND DECISION MAKING NOW 5 INFORMATION AND KNOWLEDGE MANAGEMENT 6 DECISION MAKING NOW 144 116 116...
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...by Daniel Goleman and Richard Boyatzis Product 12088 Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Collection Overview What distinguishes great leaders from merely good ones? It’s not toughness, vision, or industry smarts. It’s their emotional intelligence—a potent combination of self-management and relationship skills. Studies strongly suggest that emotional intelligence plays a far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article Collection shows you how to foster and spread the positive emotions that drive quantifiable business results in your firm. The Articles 3 Article Summary 4 What Makes a Leader? by Daniel Goleman Emotional intelligence comprises five self-management and relationship skills. Selfmanagement skills include 1) self-awareness—knowing your strengths, weaknesses, and emotions and their...
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...or someone a lot. | My partner's been away for a fortnight- I am ACHING FOR her. | Act on | To take action because of something like information received. | The police were ACTING ON a tip from an informer and caught the gang red-handed. | Act on | Affect. | The medicine only ACTS ON infected tissue. | Act out | Perform something with actions and gestures.. | They ACTED OUT the story on stage. | Act out | Express an emotion in your behaviour. | Their anger is ACTED OUT in their antisocial behaviour. | Act up | Behave badly or strangely. | My computer's ACTING UP; I think I might have a virus. | Act upon | To take action because of something like information received. | The police were ACTING UPON a tip-off. | Act upon | Affect. | The enzyme ACTS UPON certain proteins. | Add on | Include in a calculation. | You have to ADD the VAT ON to the price they give. | Add up | To make a mathematical total. | We ADDED UP the bill to check it was correct. | Add up | Be a satisfactory explanantion for something. | She explained why the work wasn't ready, but her story doesn't ADD UP. | Add up to | Have a certain result. | Trains delays are getting worse and with the high fares, it all ADDS UP TO misery for the commuters. | Add up to | Come to a certain amount or figure. | The total costs ADD UP TO several million euros. | Agree with | Affect- usually used in the negative to show that something has had a negative effect, especially is it makes you feel bad. | I feel...
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...the twenty-first century Air Force BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE HANDBOOK 33-337 1 AUGUST 2004 Communications and Information THE TONGUE AND QUILL COMMUNICATING IS A POWERFUL TOOL FOR THE TWENTY-FIRST CENTURY AIR FORCE The Tongue and Quill is dedicated to every man and woman in today’s Air Force who will ever sling ink at paper, pound a keyboard, give a briefing, or staff a package to support the mission. Currently, The Tongue and Quill is widely used by Air Force military and civilian members, professional military school educators and students, and civilian corporations around the United States. As United States Air Force employees, it is important we communicate clearly and effectively to carry out our mission. This handbook together with AFMAN 33-326, Preparing Official Communications, will provide the necessary information to ensure clear communications— written or spoken. The use of the name or mark of any specific manufacturer, commercial product, commodity, or service in this publication does not imply endorsement by the Air Force To all you enthusiastic users worldwide, keep up the good fight! SUMMARY OF REVISIONS This revision improved organization; rearranged layout; updated quotes, art and word lists; and added material on preparing to write and speak, writing with focus, communicating to persuade, research, meetings, briefings and listening; updated information on electronic communication and e-mail, and added information on Air...
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... Social Engineering Social Engineering uses influence and persuasion to deceive people by convincing them that the social engineer is someone he is not, or by manipulation. As a result, the social engineer is able to take advantage of people to obtain information with or without the use of technology. Contents Foreword Preface Introduction Part 1 Behind the Scenes Chapter 1 Security's Weakest Link Part 2 The Art of the Attacker Chapter 2 When Innocuous Information Isn't Chapter 3 The Direct Attack: Just Asking for it Chapter 4 Building Trust Chapter 5 "Let Me Help You" Chapter 6 "Can You Help Me?" Chapter 7 Phony Sites and Dangerous Attachments Chapter 8 Using Sympathy, Guilt and Intimidation Chapter 9 The Reverse Sting Part 3 Intruder Alert Chapter 10 Entering the Premises Chapter 11 Combining Technology and Social Engineering Chapter 12 Attacks on the Entry-Level Employee Chapter 13 Clever Cons Chapter 14 Industrial Espionage Part 4 Raising the Bar Chapter 15 Information Security Awareness and Training Chapter 16 Recommended Corporate Information Security Policies Security at a Glance Sources Acknowledgments Foreword We humans are born with an inner drive to explore the nature of our surroundings. As young men, both Kevin Mitnick and I were intensely curious about the world and eager to prove ourselves. We were rewarded often in our attempts to learn new things, solve puzzles, and win at games. But at the same time, the world around us taught us rules of behavior that...
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...Copyeditor: Green Pen Quality Assurance Proofreader: Suzanne Huizenga Indexer: Alexandra Nickerson Composition: Pre-Press PMG © 2010 Course Technology, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706. For permission to use material from this text or product, submit all requests online at cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Microsoft, Windows 95, Windows 98, Windows 2000,...
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...Purple Cow Transform Your Business By Being Remarkable Seth Godin visit Penguin at: www.penguin.com e penguin about the author Seth Godin is the author of four worldwide bestsellers including Permission Marketing, Unleashing the Ideavirus and Survival is Not Enough. He is a renowned public speaker and is contributing editor at Fast Company magazine.You can find him at www.sethgodin.com This is a work of fiction. Names, characters, places, and incidents are either the product of the author’s imagination or are used fictitiously, and any resemblance to actual persons, living or dead, business establishments, events or locales is entirely coincidental. Purple Cow Portfolio Book / published by arrangement with the author All rights reserved. Copyright © 2002 by Do You Zoom, Inc. This book may not be reproduced in whole or part, by mimeograph or any other means, without permission. Making or distributing electronic copies of this book constitutes copyright infringement and could subject the infringer to criminal and civil liability. For information address: The Berkley Publishing Group, a division of Penguin Putnam Inc., 375 Hudson Street, New York, New York 10014. The Penguin Putnam Inc. World Wide Web site address is http://www.penguinputnam.com ISBN: 0-7865-4431-7 PORTFOLIO BOOK® Portfolio Books first published by Penguin Publishing Group, a member of Penguin Putnam Inc., 375 Hudson Street, New York, New York 10014. Portfolio and the "Portfolio" design are trademarks...
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...abashed in the company of rich man & women. He was not at | |[uh-bash] |stun, leave speechless, bamboozle. |all abashed by his open admiration (প্রশংসা). | |Abate |to remove, lessen |We resumed our journey when the rain abated. Rather than leaving immediately, | | | |they waited for the storm to abate. | |Abdicate |to forsake, give up, (পরিত্যাগ করা, অস্বীকার |Edwar VIII abdicated the British throne to marry the woman he loved. Saddam was| | |করা), resign, relinquish, hand over, step down|abdicated from his throne. | | |from, abandon | | |Aberration/ |Deviation(পথভ্রষ্টতা),abnormality, oddness |This happened because of the aberration in the printing machine. Given the | |aberrant | |aberrant nature of the data, we doubted the validity of the entire experiment. | |বিপথগামিতা | |...
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...http://vk.com/caseogolics CASE INTERVIEW SECRETS A FORMER MCKINSEY INTERVIEWER REVEALS HOW TO GET MULTIPLE JOB OFFERS IN CONSULTING VICTOR CHENG Innovation Press Seattle This book and the information contained herein are for informative purposes only. The information in this book is distributed on an as-is basis, without warranty. The author makes no legal claims, express or implied, and the material is not meant to substitute legal or financial counsel. The author, publisher, and/or copyright holder assume no responsibility for the loss or damage caused or allegedly caused, directly or indirectly, by the use of information contained in this book. The author and publisher specifically disclaim any liability incurred from the use or application of the contents of this book. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, including electronic, mechanical, photocopy, recording, or otherwise, without the prior written permission of the publisher. Throughout this book, trademarked names are referenced. Rather than using a trademark symbol with every occurrence of a trademarked name, we state that we are using the names in an editorial fashion only and to the benefit of the trademark owner, with no intention of infringement of the trademark. Copyright © 2012 Victor Cheng All rights reserved. Published by Innovation Press 93 S. Jackson St., #75551, Seattle, WA 98104 ISBN 978-0-9841835-3-1 For Julia and the girls FREE BONUS...
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...8/19/13 Wall of Text Wl o Tx al f et 04.08 05.08 06.08 07.08 08.08 09.08 11.08 01.09 03.09 06.09 07.09 08.09 09.09 10.09 12.09 01.10 02.10 03.10 04.10 05.10 08.10 09.10 10.10 12.10 02.11 03.11 06.11 09.11 02.12 Much Ado About Nothing I suppose it is time. Wednesday, February 22, 2012 Since October 1. Hum. Well, I briefly dated/flinged‐‐flung?‐‐a girl named Belle. Basically the first date went fantastic, which introduced super high expectations, that were later not met. It's entirely possible they were impossible to meet. Belle and I are still friends, though it took a couple months. In the last couple days in Rwanda, we headed back toward the airport. On the way, we visited some orphans and widows, doing missionary work like a cop eats a doughnut. The woman my group met with was 51 years old and had an amazing, tragic story. Her husband was a fisherman and died drowning when she was in her early twenties. By then she had two kids, but her parents and parents‐in‐law disowned her. She couldn't afford the house she was living in, and had no where to go, so she lived, quite literally, under a mat for ten years. The neighbors took pity on her kids some nights and gave them food, some of which they smuggled in their shirts, so that's how the woman survived. There was something about her owning the house they'd lived in, but not the land it was on, and the man who owned it refused to part with it. He was planning on leveling the house, but since it was government‐built, it was illegal...
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