GLOBAL FINANCE, INC. (GFI) Global Finance, Inc. (GFI) is a financial company that manages thousands of accounts across Canada, the United States, and Mexico. A public company traded on the NYSE, GFI specializes in financial management, loan application approval, wholesale loan processing, and investment of money management for their customers. GFI employs over 1,600 employees and has been experiencing consistent growth keeping pace with S&P averages (approximately 8%) for nearly six years. A well-honed management strategy built on scaling operational performance through automation and technological innovation has propelled the company into the big leagues; GFI was only recently profiled in Fortune Magazine. BACKGROUND AND YOUR ROLE You are the Computer Security Manager educated, trained, and hired to protect the physical and operational security of GFI’s corporate information system. You were hired by COO Mike Willy and currently report to the COO. You are responsible for a $5.25m annual budget, a staff of 11, and a sprawling and expansive data center located on the 5th floor of the corporate tower. This position is the pinnacle of your career – you are counting on your performance here to pave the way into a more strategic leadership position in IT, filling a vacancy that you feel is so significantly lacking from the executive team. There is actually a reason for this. CEO John Thompson believes that the IT problem is a known quantity – that is, she feels the IT function can be nearly entirely outsourced at fractions of the cost associated with creating and maintaining an established internal IT department; the CEO’s strategy has been to prevent IT from becoming a core competency since so many services can be obtained from 3rd parties. Since the CEO has taken the reigns two years ago, the CEO has made significant headway in cutting your department’s budget by 30% and reducing half of your staff through outsourcing. This has been a political fight for you: maintaining and reinforcing the relevance of an internal IT department is a constant struggle. COO Willy’s act of hiring you was, in fact, an act of desperation: the increasing operational dependence on technology combined with a diminishing IT footprint gravely concerned Jacobson, and he begged to at least bring in a manager to whom these obligations could be delegated to. Jacobson’s worst nightmare is a situation where the Confidentiality, Integrity, and Availability of the information system was compromised – bringing the company to its knees – then having to rely on vendors to pull him out of the mess. GFI has experienced several cyber-attacks from outsiders over the past a few years. In 2012, the Oracle database server was attacked and its customer database lost its confidentiality, integrity, and availability for several days. Although the company restored the Oracle database server back online, its lost confidentiality damaged the company reputations. GFI ended up paying its customers a large sum of settlement for their loss of data confidentiality. Another security attack was carried out by a malicious virus that infected the entire network for several days. While infected the Oracle and e-mail servers had to be shut down to quarantine these servers. In the meantime, the company lost $1.700, 000 in revenue and intangible customer confidence. There’s no question that the company’s CEO sees the strategic importance of technology in executing her business plan, and in this way you share a common basis of principle with her: that IT is a competitive differentiator. However, you believe that diminishing internal IT services risks security and strategic capability, whereas the CEO feels she can acquire that capability immediately and on the cheap through the open market. You’re told that CEO Thompson reluctantly agreed to your position if only to pacify COO Willy’s concerns