A client project An example of a recent project in northwest Ohio illustrates Continental’s capabilities.

8 · TOledO BuSiNeSS JOurNal · July 2013 deVelOPMeNT NewS

carpet tile, ceramic and vinyl tile, hard- wood, and stained concrete flooring.

A client project An example of a recent project in

northwest Ohio illustrates Continental’s capabilities.

Continental collaborated with Service Spring Corp. to design a new space for the business’s headquarters when the company purchased a building in Maumee. Conti- nental aided in furniture, space planning, interior design, flooring, and graphics on this project.

“Service Spring was primarily look- ing for a new culture,” designer Dar- cy Seely explained. “It was looking for a more collaborative approach with its new space. The space before was very priva- tized and segmented, which did not facil- itate much employee interaction, so this was a much needed change. The compa- ny was also looking for a ‘wow factor’ to impress clients. The company wanted to shift how they worked, both as individu- als and as teams.”

However, this project did come with its own set of challenges, according to Seely.

“At times, there was almost too much space,” Seely stated. “It was a company looking to grow into this large space, so filling it was a bit of a challenge. There were also many parties involved, and each

Continental …Continued from page 7

had their own set of priorities. But that is the type of thing we deal with regularly, so we were prepared. Overall, it was a very enjoyable experience.”

The result of Continental’s efforts with the new Service Spring headquar- ters is a unique environment designed for the needs of this growing business. Conti- nental’s staff transformed a former health club into a facility designed to assist the company’s growth. The Continental de- sign team remained focused on the objec- tive to accomplish a “wow factor” during this project.

New Toledo showroom The new area showroom on Erie Street

in downtown Toledo provides a glimpse into the work Continental can employ for its customers. Customized 3D graphic panels displayed as wall décor are used to change the feel of an office space. Exam- ples of customized carpets, stained con- crete flooring, and furniture alternatives have turned the new showroom into a vi- sual experience. Technology is also on display in this space with examples of ad- vanced sound masking and lighting op- tions for open office and other layouts.

The company Continental has offices that are locat-

ed in Ohio and Pennsylvania. Sales and service operations are located in Toledo,

Columbus, and Pittsburgh. The compa- ny’s headquarters is in the Columbus of- fice. Pittsburgh also houses the flooring business of Continental, Right Commer- cial Floors.

According to Continental it offers a different view of office furnishings – pro- viding its clients with a number of prod- ucts and services including furniture, flooring, and movable walls. Other ser- vices include:

• 3D branding: Creating three-dimen- sional graphics for the workplace

• Reconfiguration: Evaluating furni- ture and space in an environment

• Space planning: Visualizing the new layout of a space

• Asset management • Project management • Change communications: Assist-

ing employees with transitioning to a new space

• Move management • Ref u r b i sh ment , r epa i r, a nd

cleaning • Sound masking: The use of ambi-

ent sound or white noise to drown out the noise of the workplace

• Warehousing: Storing excess office furnishings

Sharfin concluded. “Each branch of our company has its own identity, which we strive to maintain. We feel we are more adaptive to clients needs now more than ever,” Sharfin stated. “We have evolved to create a diverse, balanced, and relevant company. But we are always focused on improving.”

Continental’s 3D branding services, provided to Ohio Dominican University.

In a recent report, auditing firm KPMG iden- tified the five most common mistakes manag-

ers make when trying to secure their or- ganizations’ IT networks against

cybercriminals. The report asserts that compa-

ny executives should exhibit lead- ership in cybersecurity with regard

to allocating resources, governance, and decision-making, as well as build- ing an organizational culture in which everyone is aware of his or her

responsibilities. “Cybersecurity is a challenge for the leader-

ship of many organizations. This, however, can- not be an excuse to divest responsibility to the ‘experts,’” stated John Hermans, cybersecurity lead partner for KPMG.

Leaving the protection of IT networks to a specialized department of experts is just one of the main mistakes KPMG highlighted in its report. The other most common mistakes are insisting on total security, relying on cy- berdefense tools, trying to beat the attackers, and aiming to just comply with cybersecurity regulations.

Shooting for 100% Security Every large well-known organization will

have information stolen and, possibly, made public, KPMG explained. Coming to the realiza- tion that 100% protection against cybercrime is neither a feasible nor an appropriate goal is an important step toward a more effective pol- icy, the report noted, because it allows execu- tives to make choices about defending against

attacks. A good defense is based on understand-

ing organizational vulnerability, establishing mechanisms to detect an imminent or actual breach, and immediately confronting intruders to minimize loss, according to KPMG.

In practice, the emphasis is often skewed toward prevention.

“Once you understand that perfect security is an illusion and that cybersecurity is ‘business as usual,’ however, you also understand imme- diately that more emphasis must be placed on response,” the report explained.

Feeling Safe Behind Technology Effective cybersecurity depends less on

technology than leaders may think, according to KPMG.

The cybersecurity industry is rife with spe- cialist suppliers that sell technical tools, some of which are essential for basic security, but, ac- cording to the report, “they are not the basis of a holistic and robust cybersecurity policy and strategy.”

A company’s IT department should employ a robust cyberdefense, but employees’ aware- ness of how they can affect cybersecurity is critical.

“The human factor is and remains, for both IT professionals and the end user, the weakest link in relation to security.”

Cyberdefense tools will be effective only if people understand how to keep their networks safe. One of the most persistent risks compa- nies face is when hackers manipulate employ- ees to gain access to systems.

“This is often about changing the culture so that employees are alert to the risks and proac- tive in raising these with supervisors,” accord- ing to KPMG.

Outgunning the Attackers An organization’s cybersecurity policy

should prioritize investment into understand- ing the value of information assets and the im- plication of any loss on the core business, rath- er than try to cover all risks, since it’s impossible to cover all assets all the time, the report au- thors said.

“In short, managers should be aware of the latest techniques but should not let this distract them from protecting their most important as- sets,” KPMG explained.

Managers should ask: • Do we know to whom we are attractive

and why? • Do we know what risks we are willing to

take? • Do we have insight into which systems

store our key assets? Monitoring Compliance

Effective cybersecurity policy and strategy should be based on continual learning and im- provement, not solely on monitoring compli- ance, according to KPMG.

The report suggested that organizations: • Understand how threats evolve and how

to anticipate them. This goes beyond monitor- ing infrastructure, the authors explained. “It’s about smart analysis of external and internal

The purpose of the Toledo Area Human Resource Association (TAHRA) is to promote the enlightened

practice of the Human Resources discipline, to enhance the professional and personal development of individuals

engaged in the practice of human resources, and to provide occasions for the interchange of ideas and information

among those who are members of the organization.


Information provided by the Society for Human Resource Management

Sponsored By:

Five Most Common Cybersecurity Mistakes

(Continued on page 10)

10 · TOledO BuSiNeSS JOurNal · July 2013 PrOduCTS, SerViCeS, & TeCHNOlOGy FOr THe OFFiCe PlaCe

patterns in order to understand the reality of the threat and the short, medium, and long-term risk implications.”

• Evaluate incidents in a way that allows lessons to be learned. “In practice, actions are driven by real- time incidents and often are not recorded or evalu- ated. This destroys the ability of the organization to learn and put better security arrangements in place in the future.”

• Use monitoring effectively. In many cases busi- nesses have excellent monitoring capabilities, but the findings are not shared with the wider organiza- tion, according to the report. And monitoring needs

an intelligence component. Only if executives are cer- tain of what they want to look out for does monitor- ing become an effective tool to detect attacks, accord- ing to the report.

• Develop a method for assessing and reporting cyberthreats. This process should contain protocols to determine risk levels and escalations, and methods for communicating to the board of directors (if the com- pany has one) about the impacts to the core business.

Calling in the Experts Cybersecurity should be viewed as an attitude, in-

stead of a department of specialist professionals. Put- ting the onus on one department may result in a false

sense of security, according to KPMG, and foster a lack of responsibility in the rest of the company.

The report suggested that businesses make cy- bersecurity part of HR policy and, in some cases, link it to compensation. “It also means that cybersecurity should have a central place when developing new IT systems, and not, as is often the case, be given atten- tion only at the end of such projects.”

What to Do Next To determine your organization’s risk profile,

KPMG suggests asking the following questions: • Which processes and/or systems represent the

greatest assets from a cybersecurity perspective? • How much risk are we willing to take in relation

to these processes and/or systems? • How dependent is the organization on services

from partners and suppliers, and how integrated are

the corresponding IT processes? • Do our partners have the same risk appetite and

cybersecurity measures as we do? • Have we developed a clear business case for our

cybersecurity investments? Depending on what kind of risk profile your orga-

nization develops, your cybersecurity budget should probably be 3% to 5% of your total IT budget, accord- ing to KPMG. The report cautioned that a significant part of such a budget is often spent on implementing technological solutions and solving past problems.

“Ensuring your funds are spent appropriately on future system solutions is only part of the answer, however. Without good governance, proper cyberse- curity processes, and – of course – the appropriate culture and behaviors, these technological solutions will not prove their money’s worth.”

Cybersecurity …Continued from page 8

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Tour de Force CRM, Inc. – a soft- ware solution company that provides cus- tomer relationship management (CRM), sales force automation (SFA) and busi- ness intelligence (BI) functionality – has outgrown its current Findlay location on South Blanchard Street and is expand- ing into a 12,500 square foot building on County Road 212. According to the com- pany, it has experienced growth that de- manded more space.

This new location for Tour de Force CRM, Inc. is intended to accommodate

Software company expands in Findlay the hiring of additional employees. While the company continues to add features and improve upon the functionality of its product, this location will allow the pos- sible offering of additional services to cli- ents that the previous location would not have supported.

“This facility is ideal because it has large office space and a data center along with training rooms and a great curb ap- peal. The owner of the building, John Gra- ham, also provides the tenant with great flexibility and expansion possibilities,”

stated Tim Eche- mann of Industri- al Property Bro- kers, who was the dual agent for the transaction.

G r a h a m – CEO of g2 revo- lution, a multina- tional innovative recycling solutions company – occupies a large amount of the remaining industrial space in the facility,

along with 60,000 square feet of industri- al space that is still available.

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