DURHAM, NC – A strong majority of Chief Security Officers say corporate security is a top priority, but only 8% believe their budgets are appropriately funded, according to a new report from business intelligence firm Cutting Edge Information. The recently released report contains 42 metrics that show how companies marry sound security planning with execution to protect their corporate assets and their employees.

“Building a Secure Organization in Uncertain Times” (FL53), available at http://www.CuttingEdgeInfo.com/Reports/FL53_Security.htm, features innovative practices from 48 companies across 14 industries. It reveals the strategies and tactics that security-focused companies use to protect themselves as well as the benefits they receive from increased security.

“If your company is among the 52% that meets minimum security requirements or less, our report is critical to your ongoing success,” says Cutting Edge Information CEO Jason Richardson. “Learning from the companies profiled in this report will help maximize the impact of your security investments.”

“Building a Secure Organization in Uncertain Times” showcases the following metrics and practices:

* Increases in IT security problems and strategies for to shoring up your systems

* Detailed views of security processes at top companies and government organizations

* Hiring and responsibilities for Chief Security Officers

* Top reasons for implementing tighter security programs

* Measurements used to track security effectiveness

For example, several top companies profiled in the report reorganized their security functions under a Chief Security Officer – one executive with complete authority and responsibility over all areas of security.

To view the online summary of this 78-page report and our Five Principles for Security Management Success, visit http://www.CuttingEdgeInfo.com/Reports/FL53_Security.htm. For more information on this report or to learn about other research being conducted by Cutting Edge Information, contact Eric Bolesh at eric_bolesh@cuttingedgeinfo.com or 919-433-0209.

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Succession Planning: 70 Metrics Show Path to Better Executive Leadership

DURHAM, NC - About one-third of Fortune 500 companies expect to change leadership in the next five years, yet only about half of those organizations have clear succession plans in place, according to recent studies from DDI and McKinsey. Business intelligence firm Cutting Edge Information has compiled research for effective succession planning in a new report that every company can use to increase the stability and quality of its long-term leadership.

“Succession Planning for Results” (FL52), available at http://www.cuttingedgeinfo.com/Reports/FL52_Succession_Planning.htm, contains more than 70 metrics that show how companies plan and implement world-class succession planning strategies. The report features practices and metrics from top companies including Pfizer, General Electric, Southwest Airlines, Textron, Home Depot, 3M, Anheuser Busch, Hewlett-Packard, McDonald's, and Prudential Insurance.

“The need for quality leadership is more obvious now than ever. But the value that honest, prudent and capable executives bring to a company is always there, whether in good times or bad times,” says Jason Richardson, president of Cutting Edge Information. “This report shows how the world’s top companies consistently work to ensure they have the best possible talent leading their organizations.”

“Outsourcing From Strength” showcases critical succession planning factors including:

* Identify the corporate needs that potential leaders must serve.

* Implement managerial and executive training and development consistently throughout the organization. This requires a focus on long-term goals rather than short-term opportunism.

* Involve the Board of Directors in long-term CEO and CXO-level succession planning.

* Develop 360-degree reviews to ensure that executive candidates have the experience, the knowledge and the interpersonal skills required for effective leadership.

* Build a “leadership academy” mindset that makes development and retention of talent one of the company’s competitive advantages.

To view the online summary of this 76-page report and our Five Principles for Succession Planning, visit http://www.cuttingedgeinfo.com/Reports/FL52_Succession_Planning.htm. For more information on this report or to learn about other research being conducted by Cutting Edge Information, contact Eric Bolesh at eric_bolesh@cuttingedgeinfo.com or 919-433-0211.

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Pharmaceutical-Biotech Alliances: 90 Metrics in New Report

DURHAM, NC - More than 30% of new pharmaceutical products are developed through alliances, but most partnerships still fail to meet both companies’ expectations, according to a new report from pharmaceutical intelligence firm Cutting Edge Information. The recently released report contains more than 90 metrics that show how companies marry strong alliance planning with outstanding execution.

“Building Pharmaceutical-Biotechnology Alliances” (PH50), available at http://www.pharmabiotechalliances.com/ features practices and metrics from top alliance companies including Pfizer, Aventis, GlaxoSmithKline, AstraZeneca, Amgen, and Chiron. It reveals the strategies companies use to maximize alliance performance and attract the most promising products – and the results the companies have achieved.

“Drugs produced by pharma-biotech alliances are 30% more likely to succeed in winning FDA approval than those developed by a sole company, but more than 33% of alliances get cancelled or renegotiated prior to the end of their intended term,” says Cutting Edge Information CEO Jason Richardson. “Learning from the companies profiled in this report can make the difference between an alliance that meets its targets and one that never gets off the ground.”

“Building Pharma-Biotech Alliances” showcases the following metrics and practices:

* Number of alliance-dedicated FTEs in place at pharmaceutical and biotech companies

* Dollar values and strategic goals for products ranging from $400 million to $2 billion

* Alliance budget allocations by function

* Organizational charts for the alliance function

* Alliance-threatening – or saving – differences in what pharmaceutical and biotech partners value

For example, one profiled company manages more than 250 R&D partnerships – an enormous commitment to the alliance effort. The company attributes much of its financial and market success to its alliance management expertise.

To view the online summary of this 145-page report and our Five Principles for Pharma-Biotech Alliance Success, visit http://www.pharmabiotechalliances.com/. For more information on this report or to learn about other research being conducted by Cutting Edge Information, contact Adam Bianchi at adam_bianchi@cuttingedgeinfo.com or 919-403-6583.

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