Robert Walker is a senior security architect. After spending 13 years at Microsoft (three of them in Beijing) and founding PCPursuit, whose work was featured on the front page of the New York Times, he was drawn to the unique challenge of public-sector information security. Robert's combination of business, management, information security, and deep IT expertise makes him a trusted voice across business and technology teams. In his personal life, Robert has visited all seven continents and is working toward membership in the Traveler's Century Club.
How do you define a blue team?
To me, it's simple: If you're playing defense, you're on the blue team, even if it isn't your primary job. Even red teams temporarily become part of the blue team when they provide a read-out and after-action report, because their entire job is to help make the blue team better.
Some blue teams want to be exclusionary. My management style is radically inclusive. If you want to help, welcome to the team!
What are two core capabilities that a blue team should have?
Influence: Everything a blue team does starts and ends with people. Blue teams can't defend everything on their own. They need to be highly influential ...
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