The Social Significance of Corporate Security

Abstract

An illness starts from the most vulnerable parts of the body, can be caused by inheritance factors or unhealthy behavior—the crisis hotspots in corporations manifests in sectors, where bad management is taking place. The incubation phase starts, when the pathogenic elements multiply and it comes to neglecting of, so it seems, unsolvable problems. If they reach a certain threshold, the pathogenic elements defeat the defense system of the body and make the patient start feeling sick—an escalation of the crisis. An illness manifests and a fight for recovery or survival can take place. A similar scenario exists in corporations: even today, in the XXI century, where the main concern is data protection, corporations create possible points of vulnerability and thus make it possible to be a victim of cyber-attacks (which are used as a supporting business strategy in order to gain informational superiority towards corporations—being a step ahead) by neglecting administrative or technical security issues. The competition fights are still ongoing. Some corporations suffer from deviations of the rational plan. Modern corporations in the western societies are fairly rational and scientific in their management approach. Their rational system of thinking can be closed down to risk calculations and prediction of possible ways of failure by creating procedures for failure-detection of abnormal patterns, which, to a large degree, leads to failures and crisis. But, why is this happening? It’s impossible to predict when a crisis would occur. The rational—scientific approach, and within it the description of all the possible risk markers, the prediction of ways to fail and tying a quantified risk factor to each scenario leads to a false sense of security. If there is already a crisis point developing—the risk that seemed to be pretty small becomes acceptable and is being neglected, because people are more likely to forget that risks—no matter how small they are—can occur. The normalization of risk often leads to a very frequent acceptance: „this can’t happen. Thus, when there is a crisis happening, everyone seems to be surprised.