Hello,Can you please help me with the proposal? Would you please
Hello,<br/>Can you please help me with the proposal? Would you please
rewrite them since I will not be able to pass through TURNITIN.com if I use your proposal (plagiarism).
GLOBAL ASSET, INC. (GAI)Global Asset, Inc. (GAI) is a financial company that manages thousands of accounts across Canada, the UnitedStates, and Mexico.A public company traded on the NYSE, GAI specializes in financial management, loanapplication approval, wholesale loan processing, and investment of money management for their customers.GAI 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 operationalperformance through automation and technological innovation has propelled the company into the big leagues; GAIwas only recently profiled in Fortune Magazine.The executive management team of GAI:CEOJohn ThompsonVice PresidnetTrey ElwayExecutiveAssistantJulie AndersonExecutiveAssistantKim JohnsonExecutiveAssistantMichelle WangCFORon JohnsonCOOMike WillyCCOAndy MurphyDirector ofMarketingJohn KingDirector of HRTed YoungFigure 1. GAI Management Organizational ChartBACKGROUND AND YOUR ROLEYou are the Computer Security Manager educated, trained, and hired to protect the physical and operationalsecurity of GAI’s corporate information system.You were hired by COO Mike Willy and currently report to the COO. You are responsible for a $5.25mannual budget, a staff of 11, and a sprawling and expansive data center located on the 5thfloor of thecorporate tower.This position is the pinnacle of your career – you are counting on your performance hereto pave the way into a more strategic leadership position in IT, filling a vacancy that you feel is sosignificantly lacking from the executive team.There is actually a reason for this.CEO Thompson believes that the IT problem is a known quantity – thatis, Thompson feels the IT function can be nearly entirely outsourced at fractions of the cost associated withcreating and maintaining an established internal IT department; the CEO’s strategy has been to prevent ITfrom becoming a core competency since so many services can be obtained from 3rdparties.Since the CEOhas taken the reigns two years ago, the CEO has made significant headway in cutting your department’sbudget 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 ontechnology combined with a diminishing IT footprint gravely concerned Willy, and he begged to at leastbring in a manager to whom these obligations could be delegated to.Willy’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.GAI has experienced several cyber-attacks from outsiders over the past a few years. In 2016, the Oracledatabase server was attacked and its customer database lost its confidentiality, integrity, and availability forseveral days. Although the company restored the Oracle database server back online, its lost confidentialitydamaged the company reputation. GAI ended up paying its customers a large settlement for their loss ofdata confidentiality. Another security attack was carried out by a malicious virus that infected the entirenetwork for several days. While infected, the Oracle and e-mail servers had to be shut down to quarantinethese servers. In the meantime, the company lost $1,700, 000 in revenue and intangible customerconfidence.There’s no question that the company’s CEO sees the strategic importance of technology in executing thebusiness plan, and in this way you share a common basis of principle with the CEO: that IT is a competitivedifferentiator.However, you believe that diminishing internal IT services poses a risk to security andstrategic capability, whereas the CEO feels he can acquire that capability immediately and on the cheapthrough the open market.You’re told that the CEO reluctantly agreed to your position if only to pacifyCOO Willy’s concerns.
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