After the introduction of the security culture, time tends to override it, but it is about demonstrating through workflows how to secure the information associated with it while at the same time defying competition and external threats.
The culture of a company is not the sole property of the security bureau; people are the driving force behind the company that is alive, and planning, management, and motivation relate to people. Successful companies are constantly evolving and the processes, tools and information flows are evolving with them. Security ideas are rarely soft and the security culture sometimes appears rigid and intransigent, depending on the needs set at the time of design, but sometimes it is even more rigid than the software itself. The collective behaviour of each department is guided by a security policy that encourages all members of this team to protect their information.
We are in a war against hackers, fraudsters and information thieves and we must protect ourselves. Security is an armament of accountability and confidentiality, but it should not be seen as an obstacle; it is the protection that soldiers provide.
It is a mistake to believe that security simply means maintaining the status quo of the company, but that it should be used and used to improve business processes. Resentment over the procedures imposed will lead to the proverbial tug of war; staff will rebel against the unnecessary blocking checks they consider unnecessary or inconvenient; they will return to reports containing missing or inaccurate information, where management will make decisions based on the wrong data, the most innovative ideas will be burdened by processes and the process will cause problems. Resistance to change stems from ignorance; security officials and leaders in blue governments, perceived as power-driven and self-determined, enact new rules and procedures, believing that a simple "no" is not an option, while the security department should have found a way to implement the original idea and protect it from kidnapping and theft. If people are convinced that the rules, procedures or instruments you propose are working, they are less likely to engage in what would otherwise be skirmishes, and your company will either be stuck, disadvantaged over its competitors, or the side that will lose the battle. Any plan to implement a good culture must be accompanied by the sound training and motivation behind the plan; employees must all be empowered to draw up and implement safety plans for themselves by bringing their experience into their daily operations.
Some managers still believe they are in the 21st century and do not apply concepts such as "culture," and technical knowledge has not been refined or updated. The Latin American market, which has the greatest security potential in the economy, according to a recent study by the Institute for Critical Infrastructure Technology.
The most common way to prevent security is ignorance, which means relying on information that is volatile, free, or permanent. The perceived value of potential break-ins is less than trying to penetrate the system, and the concept that was absolute yesterday is obsolete today. Virtual security is an elusive concept, but even government departments have taken a more proactive approach to security than their private-sector counterparts in recent years. This is shocking news, because the level of security can only be increased if most people working in public institutions understand all security concepts, including physical security. They are small, poorly connected, companies have very little ability to actively protect themselves against attacks and other viruses, and virtual security and security are elusive concepts.
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