Synopsis: Over the last 20 years, the Balanced Scorecard model – made famous by Robert Kaplan and David Norton in the Harvard Business Review, and in a series of best-selling books – has been extensively used by industry, government, and non-profits to align day-to-day activities with the vision and strategy of the organization. The editors of the HBR have placed the Balanced Scorecard on their list of the most influential business ideas of the last 75 years. Traditionally, the Balanced Scorecard is described by the cause-and-effect linkages between four high-level perspectives of strategy and execution: • Value – an expression of the organization’s objectives • Customers – an expression of how you believe you should look to your target “customers,” in order to achieve the objectives • Operations – an identification of the critical handful of capabilities at which you need to excel, in order to look the way you believe you should look to your target customers • Learning and Growth – an identification of the most critical people, processes, and systems that will enable you to be excellent at the most important operational capabilities NG Security Summit’s analyst partner, Derek Brink, will briefly review the Balanced Scorecard model, and propose a strawman Balanced Scorecard for Security Leaders for discussion by the panel, and by the audience. Key Takeaways: 1. What value your security team is providing 2. How your security team is viewed by the “customers” it serves 3. The most critical capabilities needed to be successful – as well as those which are not as critical 4. A new appreciation for the bottoms-up linkage between tactical “people, processes, and technologies” and the achievement of strategic objectives