Adrian Seccombe is an Information Technology Leader, with experience in various I.T., Strategy & Quality Management positions in the UK, France, and the U.S.A.  Originally an electronic engineer with Ferranti Military Systems Division, Adrian then moved to I.T.T., before joining Eli Lilly, after 8 years, Adrian relocated with his family to work at the Lilly headquarters in Indianapolis, Indiana. Then after 4 years, he became the IT Director for Lilly (France).

On his return to the U.K. he took responsibility for the Lilly IT infrastructure of  EMEA, Asia Pacific.  He then took global responsibility for Lilly Client Computing & Collaboration Services, he then lead the development of Lilly's Information Risk Management processes, and the IT Quality and Security Management teams.  His current role includes CISO leadership responsibilities and includes integrating Information Quality Management into Lilly's Information Architecture processes. He serves on the Industrial Advisory Board, of the University of Surrey Computing Department and more recently he has become a member of the Jericho Forum Board of Management.

Presentations
Information Quality: Governance, Architecture, Compliance, Risk, Security, and Process: the core foundations for enabling and protecting the value of Information to our Customers and other key stakeholders.

• What is driving the change of traditional Information Security toward an Integrated Information Quality Management System?
• Are there any signposts that can help point the way from history, nature or other industries?
• Given these pointers, how should we respond in light of this rapidly changing environment?
• What is driving the change of traditional Information Security toward an Integrated Information Quality Management System
• The dual dichotomies of increasing business need for openness, at the same time as threats are increasing, and the public is demanding increased privacy protection whilst wanting more access and being willing to give more data
• The rapid expansion of the Collaboration component of Enterprise Strategies
• External Regulatory Landscape shifts like the 8th EU Directive, and the increasing regulations around Privacy
• The increased radicalisation of our collective enemies. cf G8 Summit Security for this year's summit as compared with previous summits
• Foreign state espionage is increasingly economically focused. Higher Public Expectations mean that previously acceptable business practises are no longer acceptable.Are there any signposts that can help point the architectural way from history, nature or other industries?
• History is always a useful source of lessons learned. cf The city walls of Paris
• Nature has often solved the problem ahead of us cf The Pomegranite
• Look to organisations who have met the changes ahead of you, often some industries meet the change ahead of others.
• Where is your industry?

Given these pointers, how should we respond in light of this rapidly changing environment?

• Develop a more trustworthy collaborative means of protecting our customers, our products, and our services.
• Extend your "Security" Network.   Examples:
• • Influence your suppliers cf Jericho Forum,
  • Partner with Government Agencies and your competitors, cf Pharmaceutical Industries Information Exchange and SAFE
  • Develop more robust Policies and Standards that are capable of existing in a collaborative world.
  • Global Information Quality Standards
  • Partner Network Information Quality Standards
  • Become more Open (cf recent Publication of Clinical Trial Data on the Internet)
  • Virtual Trust will be the key foundation of this new world

Mutual Trust in this Age of Federation, Partnering, and Business-to-Customer Transactions

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