By William G. Parrett
A forward-thinking method of addressing company defense demanding situations after 9/11The Sentinel CEO takes a proactive look-from the point of view of most sensible executives-at the methods company has replaced on account that Sep 11. packed with in-depth interviews with America's top CEOs, safeguard specialists, public officers, and teachers, this crucial software underscores how a business's middle values will help it deal with and get over unexpected threats.A revealing exam of the sophisticated and profound ways that American company has replaced, The Sentinel CEO explores various dangers dealing with companies of all sizes that function in an international atmosphere. this crucial ebook contains well timed dialogue of turning out to be anti-American sentiments around the globe, the avian flu, and the effect of more durable immigration enforcement at the expertise pool within the usa.
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Extra info for The Sentinel CEO: Perspectives on Security, Risk, and Leadership in a Post-9 11 World
Sample text
It’s not something that we all sat down and had to figure out,” recalled Benmosche, who was in Europe at the time of the attack. ” It’s one thing to provide shelter and aid to the survivors of terrorist attacks and something else to combat terrorism at its roots. Does 8 CEO REFLECTIONS FROM THE FRONT the business community have a responsibility in helping with the latter effort? Like many other American business leaders, Benmosche is deeply troubled by his belief that the United States neither understands the enemy nor has devised policies that address the underlying causes of global terrorism.
Importantly, the payments would begin at once—“when the families needed the money most”—rather than be deferred until the firm could regain its footing financially. To those who worked at Cantor, the commitment was less extraordinary than predictable. This was a firm that had prided itself on a policy of “encouraged nepotism”—the active recruitment of employees’ friends and relatives at every level of the organization. The result was “an unusually strong personal and professional connection among employees,” Lutnick said.
We learned a number of lessons from that attack—the first of which is that most disaster recovery plans are a disaster,” Lutnick said. ” The plan in place at the time of the attack in 1993 allowed for immediate mobilization of 70% of the firm’s workforce. “But I realized that this simply wouldn’t work,” Lutnick said. “Unless you’re prepared to deliver 100%, you’re going to lose. ” Cantor’s senior management also learned to dispense with conventional notions of backup systems and shift to “concurrent computing”—the use of multiple systems operating simultaneously.