Seeking Expressions of Interest for a Senior Security Consultant

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Seeking Expressions of Interest for a Senior Security Consultant – Governance Risk and Compliance IT

Strategic Reform is a SME Canberra based consultancy firm experiencing strong and continual growth, and we are seeking Expressions of Interest from individuals who believe they have the skills, attitude and aptitudes that we and our clients value.

Downloadable document: Senior Security Consultant – Governance Risk and Compliance IT

Strategic Reform was founded in 2010 to address a clear gap in the market; the need for back-to basics, clear cut and pragmatic consulting services.  We have since developed a broad range of consulting practitioners, from a range of technical and professional backgrounds, who work together to deliver exceptional consulting and resourcing solutions to government and private organisations.

In response to machinery of government and other changing expectations, we often see agencies wanting independent assistance with strategy formulation, organisational change issues, and guidance on achieving operational excellence. As we are independent of all major vendors and industry participants, we provide impartial and pragmatic solutions to complex and challenging issues, which our clients highly value.

We have developed a highly sought after specialisation in ICT, business, and digital program transformation, and are regularly engaged by organisations seeking to undertake fundamental changes to their business models. In particular, we are the leading Cloud transformation advisors to the Commonwealth.

As an already trusted partner in the management consulting and thought leadership space, Strategic Reform is turning its attention to the Cyber Resiliency space.  After already successful inroads, Strategic Reform is building its capability and looking for a Senior Security consultant to join our dynamic team.

Strategic Reform is seeking an experienced Senior Consultant to assist with IT Security, IRAP and Cyber Resiliency engagements for our customers.  You will be client facing and willing to work hard to deliver to client expectations.

 Experience / Qualifications

  • 5 years industry experience;
  • One or more of the following Certifications:
  • Certified Industry System Security Professional (CISSP);
  • Certified Industry Systems Security Manager (CISM);
  • Certified in Risk and Information System Control (CRISC);
  • Global Information Assurance Certification (GIAC);
  • Recent experience in certification and/or accreditation of federal government ICT systems;
  • Detailed understanding of the Information Security Manual (ISM) and other ASD guidance documents;
  • Detailed understanding of the Protective Security Policy Framework (PSPF); and
  • Experience in ICT Security Risk Management and methodologies.

Candidates must hold a minimum NV1 Australian Government Security Clearance to be able to complete the duties for this role. 

The role will involve:

  • Working on client sites to deliver security artefacts for accreditation and certification to Australian Government standards;
  • Providing expert advice to clients on the PSPF, ISM and ASD guidance;
  • Working within a team of information security consultants to deliver critical client work; and
  • Assisting organisations in identifying their information security risks and providing guidance on remediation planning to improve their risk posture or regulatory exposure.

We offer a generous remuneration package, strong team culture and a supportive career development culture.

Our Approach – The Aptitudes We Want

We understand that consulting is not a stand-alone skill that can be achieved through qualifications, and Strategic Reform therefore seek individuals with particular traits and aptitudes, rather than just direct consulting experience. We invest in all of our staff and their professional and personal development, and will support the right people on their journey to becoming exceptional consultants.

We believe Exceptional Consultants have the following aptitudes:

  • Strong critical analysis and appraisal skills.
  • Ability to identify root causes of issues.
  • Ability to work within various methodologies and frameworks.
  • Ability to quickly understand and meet specifications and guidelines.
  • Conceptual thinking – understanding issues at an intellectual and practical level.
  • Creative problem solving – thinking both within and outside the box.
  • Empathy and intuition – understanding peoples’ motivations and perspectives.
  • Advanced interpersonal skills – reading and responding to verbal and non-verbal communications.
  • Excellent time management and workload prioritization.

Our Culture – The Attitudes We Want

At Strategic Reform, we value our culture and are seeking individuals who will engage in and enhance our strong team and working environment. We value individuals who:

  • Work steadily through challenges and issues.
  • Engage in risk with deliberation and courage.
  • Seek continual learning and development opportunities.
  • Work well and are motivated under pressure.
  • Commit to delivering outcomes for the business and client.
  • Support others to achieve their goals.
  • Are enthusiastic, team-orientated and good humoured.

If you think that you can add value to our business and are interested in becoming part of our team, please provide us with your CV and a short response detailing your particular combination of skills, aptitudes and attitudes. Contact 02 6257 0647 to speak to us and send your EOI to:

APAC CIO Outlook Top 25 Enterprise Architecture Solution Providers 2017

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APAC Award logo

Strategic Reform is honoured to announce that we have been awarded recognition as one of the top 25 Enterprise Architecture Solution companies in the APAC region by APAC CIO Outlook 2017.

To deliver on our commitment to offer the best advice to its clients, Strategic Reform remains nimble in exploring emerging technologies and service management approaches such as cloud, data analytics and Service Integration and Management (SIAM). We leverage our market experience and combine it with the opportunities presented by emerging technologies and methodologies to help clients fulfil organisational goals.

Please contact us to discuss your requirements and how we can help you and your business.

CIO Outlook

CIO award


The State of Origin 75% rule

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At State of Origin time, you often hear a breathless commentator noting that the team that wins Origin 1 goes on to win the series 75% of the time. (Including last Thursday’s ABC news broadcast, Canberra edition.)

 But isn’t it the case that in any close contest – where the winner needs to win at least 2 games out of 3 – that winning the first will give you a 75% chance of winning the series? (Ignoring draws.)

If you flip a coin and the first flip is heads, there is a 75% chance you will get at least two heads out of three. There are only four outcomes: HHH, HHT, HTH, HTT, and three of those are a ‘win’ to heads, or NSW in this case.  Yep, that’s 75% in a coin toss.

 Similarly for any contest where the odds are close to 50-50: elite teams that are evenly matched, black jack, coin tosses, etc.  It is a myth that there is ‘momentum’ from winning Origin 1 – the statistics in fact show the opposite – the winner of Origin 1 has had no better odds of winning the series than a coin toss would generate.

 When you need real insights and not just statistical mirages, come and talk to Strategic Reform. #MediaWatch

Steve Corcoran is an experienced Economist, with over 20 years of economic consulting experience. Steve assists governments, industry associations and businesses to participate in, and influence, the public debate on economic issues, and to conduct quantitative analysis of economic issues, regulations and public policy.

Walking The Talk: The Critical Mass For Digital Transformation

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The impacts of Assistant Minister for Digital Transformation Angus Taylor’s announcements on 14 October 2016 to expand the digital agenda are significant for the Australian Government, ICT industry and innovation agenda.  There has never been a better opportunity for public and private sector collaboration to contribute to Australia’s social and economic prosperity through innovation and transforming to a digital government.

Taylor knows countless predecessors in this space have ‘talked the talk’, promising reform and material benefits.  Research shows the odds are stacked heavily against success – 40 years of research frustratingly shows the majority of change initiatives continue to fail at disappointing rates. So what will make this chapter an exception, and how well will agencies adapt in walking the walk?

One certainty is the future of digital government is still uncertain.  We believe there are 4 key factors indicating Taylor’s approach has the potential to succeed where others have failed previously, by reaching a tipping point of critical mass.

  1. More powerful mandate

There is no more authoritative champion for a public sector initiative than the Prime Minister.  Having unwavering backing from the top of the hill differentiates this attempt from many others by virtue of having tricky political decisions where views are divided fall in your favour when they need to be escalated above agency head level.

  1. Centralising power

Phase 1 of the digital transformation agenda, including the DTO, was evidence that even a mandate from the top is not enough to overcome the other powerful forces of resistance and systemtic siloed thinking that exist in the large and complex organisation, with 155,000 staff, that is the APS.  By centralising key aspects of power, you no longer have to rely on influence alone.  The Digital Transformation Agenda will takeover ownership of government ICT Strategy, ICT Policy, ICT procurement and major ICT projects – killing any doubts that digital transformation is a ‘just a fad’ or ‘the latest combination of tech-buzzwords’.  This enables key shifts in decision making on wide-scale issues such as dictating and/or designing common platforms for horizontal data and information sharing.  But to reduce the risk of insular thinking, the Digital Transformation Advisory Board will leverage private sector innovation and thinking from CEOs of large private sector utilities and financial service organisations.

  1. Strategic change

When you’re spending almost $6 billion of public money on ICT, naturally there’s pressure to find ways to reduce that figure through efficiency opportunities.  The issue with previous reform attempts has been that efficiency tends to be a weaker, internal-facing rationale, that distracts from more compelling and public-facing narratives.  By adopting a citizen-centric approach, this requires a shift in mindset from merely ‘managing ICT, but better’ to the more progressive ‘enabling prosperity through government as a platform’.  This more strategic approach cuts across all agencies and their vertical functions, and requires new thinking and new capabilities to be developed.

  1. Integrated and connected

When the model is not working, sometimes you need to change the model.  To date ICT reform has attempted to set measures and rely on governing agencies to perform accordingly, without addressing the systemic constraints of a decentralised ICT model lacking effective horizontal coordination and integration.  The new remit, functions and staff that the DTA has gained will enable the opportunity to further coordinate, integrate and connect with agencies.  However, this is the perhaps the critical area of uncertainty.  Early insights, including incentives for agencies, and agency members becoming conduits between the DTA and their own agency, appear to be well-grounded in change theory, but how this is managed in practice will be crucial.  Despite the big stick, success and failure will still depend on how well agencies are engaged and to what degree the culture shifts to valuing collaboration and risk.

In this context, these 4 key factors confirm real potential for the word ‘transformation’ to live up to its meaning through achieving critical mass, but one key question remains…

How will agencies adapt to and engage with the new model?

The stakes are high, and there will be winners and losers.  Agency ICT divisions will face various difficulties with both the cadence and integration requirements of the Digital Transformation Agency, whilst being performance measured against digital transformation benefits.  Agencies must now make key internal capability changes to keep up.

  1. Agencies will need to strategically manage the people changes necessary across leaders, managers and staff – uplifting specific people and data skills that enable greater transparency, cross-unit coordination and data-driven decision making.
  2. Existing governance structures and many processes will need to be re-examined to identify impacts to the division’s ICT strategy, policy, procurement and programme management. A full list of implications and opportunities for improvement, including costings, can then be prioritised and investment can be targeted, governed and iterated accordingly.
  3. Existing approaches to user experience design and application development will need reviewing, particularly the increased focus on demonstrating being citizen-centric, solidifying business cases, and improving frequency of application deployment.

These are changes that require senior executive commitment, tight business engagement and coordination across the entire organisation.

Finally, agencies cannot realise digital transformation without help.  Taylor’s call to action at the Australian Information Industry Association luncheon was clear: we need help to make this a success, adding “that the private sector is the greatest source of innovation for the public sector”.

One of Strategic Reform’s differentiators is a track record in enabling agencies to walk the walk in pursuing business transformation and organisational change.  We are currently engaged across multiple agencies in strategic ICT change projects, including programme delivery, procurement and Department-wide data and information management capability uplifts.  We look forward to continue helping agencies deliver real and sustainable change as part of the innovation and digital transformation agendas.

Chris Morrison is a Senior Consultant in Business Transformation and Organisational Change, holds a Graduate Certificate in Change Management, and recently won the 2016 ITSMF Thought Leader of the Year award.