The FIPNET Principle

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Anonymous said:
FIPNET aims to reverse this principle and put the morons right smack in the middle of the our once productive pipeline.
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Soooo true! Those who can't, or don't want, to do sales, research and development, etc., all aim to "get results through people" --- have you ever thought about this phrase? It would more aptly be, "get results through other people" -- which presupposes that the line managers are not people themselves. It's a very crude idea, more appropriately tailored to the particular circumstances at hand, for example: Get results that save the pipeline from certain ruin. Success would be judged over a 5-year period, succeed or be terminated. How long would most last?
 






Axioms of FIPNet

I) FIPNet means you never have to say you're stupid, because it is self-evident that you are.

II) FIPNet means an endless supply of plausible deniability.

III) "Results Through People"= Parasitism.

IV) Blame aggregates to those of different skintone.
 






Re: Axioms of FIPNet

Axioms of FIPNet said:
I) FIPNet means you never have to say you're stupid, because it is self-evident that you are.

II) FIPNet means an endless supply of plausible deniability.

III) "Results Through People"= Parasitism.

IV) Blame aggregates to those of different skintone.
Click to expand...

Or those of your (iv) skintone. Case in point, orange bart.
 






Axioms of FIPNet

V)FIPNet is:
§§1a. A Dragnet of Failure
§§1b. A Circular Firing Squad of Recrimination, Inefficiency and Duplicity
§§1c. A Walk Down a Slippery Walk;
§§1d. A Lie in the Fog.
 






Axioms of FIPNet

V) FIPNet is A Dragnet of Failure
VI) FIPNet is a Circular Firing Squad of Duplicity, Recrimination, Inefficiency and Duplicity.
VII) FIPNet is a Walk Down a Slippery Rock; a Lie in the Fog.
 




























































Re: The FIPNET Principle - Review, part 1

Let's review what Lilly CISO Seccombe stated FIPNet to be in July 2008.

Below is a copy of an article in the July 2008 issue of Information Security magazine.
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Interview: CISO Adrian Seccombe on Eli Lilly from FIPCO to FIPNET
Issue: Jul 2008

In the four years since it was founded, the Jericho Forum has promoted a new approach to information security, one that takes into account that traditional hard boundaries between the company and the rest of the world are fast dissolving. Adrian Seccombe, CISO and senior enterprise information architect at pharmaceutical giant Eli Lilly and a Jericho cofounder, explains how Jericho principles are put into practice inside Eli Lilly.

Adrian Seccombe

What has been the catalyst for change in your business?
At the start of 2008, our CEO announced a new strategy that would make it a more distributed operation, working with partners in all areas of the business. He said it would take Eli Lilly from being a FIPCO (fully integrated pharmaceutical company) to a FIPNET (fully integrated pharmaceutical network). Becoming a FIPNET means we are going to leverage external competencies and network externally, and collaboration will be the primary driver of our organization.

How do you keep risks under control when sharing information with outside organizations?
We are taking [Jericho's] Collaboration Oriented Architecture (COA) framework and implementing it. In the past, outsourcing has always offered a way to deliver lower costs but it's not something we have been able to deliberately engineer to be more secure. Adoption of COA principles allows us to do that.

But I want to emphasize that the FIPNET is not an IT thing. It is a business objective of Eli Lilly. It is a recognition that we can do more by working with outside organizations than we could deliver by ourselves.

With such a focus on information assets, how you are classifying and managing information?
We use Microsoft SharePoint as one of our key collaboration tools. We are putting up identity federation models and have already built into SharePoint a classification framework based on one from the G8 countries. It is a traffic light protocol using four colors: white (public), then green, amber or red (depending on level of sensitivity).

Every time someone saves a record into SharePoint, classification is a required field. And we know that for most of the time, it is going to be green. It is the responsibility of the person storing the field to change from the default setting of green to amber if for example they spot intellectual property or Social Security numbers that warrant a higher classification.

Many are skeptical about information security ever becoming a business enabler. What effect will this have on Eli Lilly's business?
One of the brand pillars of Eli Lilly is reliability and trustworthiness. If we can move to becoming a FIPNET--driving lower cost and more flexibility, while maintaining or improving our trustworthiness and reliability--then if that is not a business enabler, I don't know what is.

If the organization can start doing things much more cost-effectively in a manner that is much more secure than their competitors, that is a big advantage. It is all about deriving value from your information assets at an acceptable level of risk.

Read the full interview with Adrian Seccombe, including a full explanation of the Jericho Forum's COA, at searchsecurity.com.
 






A Review of FIPNET part 1

Interesting characterizations of FIPNET here.

Let's review what Lilly CISO Adrian Seccombe defined FIPNET to be in 2008.

Below is a copy of a July 2008 article from Information Security magazine.

---------------------

Interview: CISO Adrian Seccombe on Eli Lilly from FIPCO to FIPNET
Issue: Jul 2008

In the four years since it was founded, the Jericho Forum has promoted a new approach to information security, one that takes into account that traditional hard boundaries between the company and the rest of the world are fast dissolving. Adrian Seccombe, CISO and senior enterprise information architect at pharmaceutical giant Eli Lilly and a Jericho cofounder, explains how Jericho principles are put into practice inside Eli Lilly.

Adrian Seccombe

What has been the catalyst for change in your business?
At the start of 2008, our CEO announced a new strategy that would make it a more distributed operation, working with partners in all areas of the business. He said it would take Eli Lilly from being a FIPCO (fully integrated pharmaceutical company) to a FIPNET (fully integrated pharmaceutical network). Becoming a FIPNET means we are going to leverage external competencies and network externally, and collaboration will be the primary driver of our organization.

How do you keep risks under control when sharing information with outside organizations?
We are taking [Jericho's] Collaboration Oriented Architecture (COA) framework and implementing it. In the past, outsourcing has always offered a way to deliver lower costs but it's not something we have been able to deliberately engineer to be more secure. Adoption of COA principles allows us to do that.

But I want to emphasize that the FIPNET is not an IT thing. It is a business objective of Eli Lilly. It is a recognition that we can do more by working with outside organizations than we could deliver by ourselves.

With such a focus on information assets, how you are classifying and managing information?
We use Microsoft SharePoint as one of our key collaboration tools. We are putting up identity federation models and have already built into SharePoint a classification framework based on one from the G8 countries. It is a traffic light protocol using four colors: white (public), then green, amber or red (depending on level of sensitivity).

Every time someone saves a record into SharePoint, classification is a required field. And we know that for most of the time, it is going to be green. It is the responsibility of the person storing the field to change from the default setting of green to amber if for example they spot intellectual property or Social Security numbers that warrant a higher classification.

Many are skeptical about information security ever becoming a business enabler. What effect will this have on Eli Lilly's business?
One of the brand pillars of Eli Lilly is reliability and trustworthiness. If we can move to becoming a FIPNET--driving lower cost and more flexibility, while maintaining or improving our trustworthiness and reliability--then if that is not a business enabler, I don't know what is.

If the organization can start doing things much more cost-effectively in a manner that is much more secure than their competitors, that is a big advantage. It is all about deriving value from your information assets at an acceptable level of risk.

Read the full interview with Adrian Seccombe, including a full explanation of the Jericho Forum's COA, at searchsecurity.com.
 






FIPNET is my mark on Indiana and my Lilly colleagues. Much like a dog marks a fire hydrant. FIPNET is my brainchild legacy, one that will baffle generations to come. Business schools will study it. Thinktanks will dissect it. All will admire it for the genius it reveals in my character. Soon I will be off to enjoy the fruits of my labor. Hopefully my legacy will inspire each of you to leave behind something for the generations that follow.

Humbly your superior master,

$$JL$$
 






What FIPNET really is

“I want to emphasize that the FIPNET is not an IT thing. It is a business objective of Eli Lilly. It is a recognition that we can do more by working with outside organizations than we could deliver by ourselves.” – Lilly CISO Adrian Seccombe, in Information Security magazine interview, July 2008.

Link to full article:
http://searchsecurity.techtarget.com/magazineFeature/0,296894,sid14_gci1321717,00.html
 












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