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How to make security count

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Traditionally, businesses have grown to see security as an unnecessary cost. But that needs to change as security is no longer a feature, but instead a necessity. NADER HENEIN outlines how CIOs can build a solid security spend case to present to their CFO.

As my boxing coach used to say, if you want to punch someone in the face you need to make it count and “aim for the back of the head” – follow-through is everything. This may sound like completely useless advice in modern-day information security, but let’s look beyond the concussion into the reasoning behind that bit of wisdom.

As an information security leader today, if you walk into your yearly budget planning meeting armed with statements like “heightened threat levels in cyberspace” and “preventing petabyte DDOS attacks,” you’d be lucky to get enough money to restock the vending machine outside the server room.

Traditionally, businesses have grown to see information security as a cost center – they know it’s needed, but they’re not quite sure why it costs so much. The information security person reports to the CIO, and the CIO reports to the CFO or maybe the CEO, but data security concerns are rarely at the leadership level unless there’s been a breach – at which point you’re the person most likely to be shown the door.

You may need headcount and appliances to achieve your goal, and to get those, you’ve got to “aim for the back of the head” the next time you’re planning your budget, demonstrate how these changes allow the business to achieve its goals.

Security is an enabler – not a feature or a product. It’s far more than just hardware and software that you’re protecting – it’s the wealth of the business and the livelihood of every employee.

This isn’t drama for drama’s sake. You’ve got to communicate those facts to get results.

Making the Case for Information Security Spend

Step 1: Ask, “What is the value of the data being protected?”

There is a fundamental flaw in most businesses: IT and IT security are tasked with protecting the data, while only the business is able to quantify its value. How could you possibly know how much to spend when you don’t know the value of the asset you’re protecting?

The first task is to value your assets – you might think of it in the same way that you would home owners insurance: your premium will be one thing if you have a Star Wars poster on your wall, but it’s a completely different ball game if you’ve got an original Picasso.

Third-party consultancies can help with this task, but if you want to undergo the challenge internally, start with a data audit, spend time with the business understanding the type of records you are storing, and then ask yourself the following questions:

·         If you were to re-acquire this information, how much would it cost?

·         If your competitors gained access to this information, what would be the financial impact on the business?

·         If this information were to be put up for sale on a dark market, what would be the lost value and the subsequent impact to the business?

Remember, you are looking for a defendable dollar value. This will be the cornerstone of your case when making budgetary decisions, and it will also be imperative when you’re allocating resources to protect different data stores (see Step 4). There is no point in protecting anonymized log files from your Exchange e-mail server with the same rigor (read: cost) as customer credit card data – it’s the latter that has the value.

Step 2: Ask, “What’s the cost of a breach if the data’s not properly protected?”

In a previous post entitled “Before the Breach,” I went through what you need to do to be prepared when your data is breached and how preparedness can make the difference between a bad day at work and the last day at work (see DigiNotar).

There’s no mathematical formula for this, but there are ways of getting fairly solid dollar estimates, by looking at the impact of public breaches and their subsequent effects. Ideally, you want to find numbers in your industry. (Geography, on the other hand isn’t very relevant in this case, so don’t worry about looking in the same country or region.)

If you’re a large supermarket chain, then you’re in luck – the impact of the Target breach and its costs, including reputation, regulatory fines and litigation have been made painfully public.

Target Breach snapshot

·         40 million credit and debit cards

·         70 million customer records

·         475 employees let go + 700 unfilled positions removed

·         $162 million ($90m covered by insurance)

·         Profit fell 46%

·         Stock dropped from $66 to $47

·         Regulatory fines (unknown)

·         140 lawsuits (ongoing)

·         CEO resigned

Step 3: Ask, “How much should be invested to protect these data assets?”

The field of cybersecurity economics is fairly new, but there’s a fair bit of research and literature already. My preference is for the Gordon-Loeb model, which shows it’s “generally uneconomical to invest in information security (including cybersecurity related activities)

more than 37% of the expected loss that would occur from a security breach.” This means your upper limit is 37% of the number you calculated in Step 2, and for that you don’t need to argue much with your CFO, since most insurance companies use the same modeling to

assess risk and exposure.

Step 4: Ask, “What’s the best way to get the most from the investment?”

Finally, you need to determine where to start allocating your hard earned cash, because this will also come up in a budgetary meeting.

If you’ve done your homework in Step 2, you’ll know exactly what proportions of your assets you need to allocate and where. If you’ve been very granular with these calculations, you should even be able to put a dollar value on users and user devices (laptops, smartphones,

and so on). This allows you to become hyper-aware of all your assets and risks, while maintaining a level of control proportional to the value of the information at the individual level.

Mastering the “Sweet Science”

There’s a reason they call boxing the “sweet science” — Outside of heavyweights, the “freight train” approach rarely works and can actually end up costing you. You’ve got to be tactical.

Merely defending your digital perimeter and reinforcing only that outer layer is a recipe for disaster. Do your math and build a case based on what security enables the business to achieve, in the same way that a better braking system on a sports car enables engineers to

ultimately make the vehicle go faster.

Have defendable dollar figures to back you up, make a business-driven case and become a business leader – not just another order fulfilment center.

“Change before you have to.” – Jack Welch

The Alternative

Sticking to the status quo where you continue to ask for budgets in the same way reinforces the “cost center” perception. While IT and IT security will not disappear, there will be a gradual shift where the line of business will have increasing control over IT budgets to satisfy their requirements. And since they are a revenue center, those requirements move to the top of the priority list.

The choice is yours – act before that is taken away from you.

And always “aim for the back of the head.”

* Nader Henein, from the Advanced Security Solutions division at BlackBerry.

* Follow Gadget on Twitter on @GadgetZA

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Bring your network with you

At last week’s Critical Communications World, Motorola unveiled the LXN 500 LTE Ultra Portable Network Infrastructure. It allows rescue personal to set up dedicated LTE networks for communication in an emergency, writes SEAN BACHER.

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In the event of an emergency, communications are absolutely critical, but the availability of public phone networks are limited due to weather conditions or congestion.

Motorola realised that this caused a problem when trying to get rescue personnel to those in need and so developed its LXN 500 LTE Ultra Portable Network Infrastructure. The product is the smallest and lightest full powered broadband network to date and allows the first person on the scene to set up an LTE network in a matter of minutes, allowing other rescue team members to communicate with each other.

“The LXN 500 weighs six kilograms and comes in a backpack with two batteries. It offers a range of 1km and allows up to 100 connections at the same time. However, in many situations the disaster area may span more than 1km which is why they can be connected to each other in a mesh formation,” says Tunde Williams, Head of Field and Solutions Marketing EMEA, Motorola Solutions.

The LXN 500 solution offers communication through two-way radios, and includes mapping, messaging, push-to-talk, video and imaging features onboard, thus eliminating the need for any additional hardware.

Data collected on the device can then be sent through to a central control room where an operator can deploy additional rescue personnel where needed. Once video is streamed into the control room, realtime analytics and augmented reality can be applied to it to help predict where future problem points may arise. Video images and other multimedia can also be made available for rescuers on the ground.

“Although the LXN 500 was designed for the seamless communications between on ground rescue teams and their respective control rooms, it has made its way into the police force and in places where there is little or no cellular signal such as oil rigs,” says Williams.

He gave a hostage scenario: “In the event of a hostage situation, it is important for the police to relay information in realtime to ensure no one is hurt. However the perpetrators often use their mobile phones to try and foil any rescue attempts. Should the police have the correct partnerships in place they are able to disable cellular towers in the vicinity, preventing any in or outgoing calls on a public network and allowing the police get their job done quickly and more effectively.”

By disabling any public networks in the area, police are also able to eliminate any cellular detonated bombs from going off but still stay in touch with each other he says.

The LXN 500 offers a wide range of mission critical cases and is sure to transform communications and improve safety for first responders and the people they are trying to protect.

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Kaspersky moves to Switzerland

As part of its Global Transparency Initiative, Kaspersky Lab is adapting its infrastructure to move a number of core processes from Russia to Switzerland.

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This includes customer data storage and processing for most regions, as well as software assembly, including threat detection updates. To ensure full transparency and integrity, Kaspersky Lab is arranging for this activity to be supervised by an independent third party, also based in Switzerland.

Global transparency and collaboration for an ultra-connected world

The Global Transparency Initiative, announced in October 2017, reflects Kaspersky Lab’s ongoing commitment to assuring the integrity and trustworthiness of its products. The new measures are the next steps in the development of the initiative, but they also reflect the company’s commitment to working with others to address the growing challenges of industry fragmentation and a breakdown of trust. Trust is essential in cybersecurity, and Kaspersky Lab understands that trust is not a given; it must be repeatedly earned through transparency and accountability.

The new measures comprise the move of data storage and processing for a number of regions, the relocation of software assembly and the opening of the first Transparency Center.

Relocation of customer data storage and processing

By the end of 2019, Kaspersky Lab will have established a data center in Zurich and in this facility, will store and process all information for users in Europe, North America, Singapore, Australia, Japan and South Korea, with more countries to follow. This information is shared voluntarily by users with the Kaspersky Security Network (KSN) an advanced, cloud-based system that automatically processes cyberthreat-related data.

Relocation of software assembly

Kaspersky Lab will relocate to Zurich its ‘software build conveyer’ — a set of programming tools used to assemble ready to use software out of source code. Before the end of 2018, Kaspersky Lab products and threat detection rule databases (AV databases) will start to be assembled and signed with a digital signature in Switzerland, before being distributed to the endpoints of customers worldwide. The relocation will ensure that all newly assembled software can be verified by an independent organisation and show that software builds and updates received by customers match the source code provided for audit.

Establishment of the first Transparency Center

The source code of Kaspersky Lab products and software updates will be available for review by responsible stakeholders in a dedicated Transparency Center that will also be hosted in Switzerland and is expected to open this year. This approach will further show that generation after generation of Kaspersky Lab products were built and used for one purpose only: protecting the company’s customers from cyberthreats.

Independent supervision and review

Kaspersky Lab is arranging for the data storage and processing, software assembly, and source code to be independently supervised by a third party qualified to conduct technical software reviews. Since transparency and trust are becoming universal requirements across the cybersecurity industry, Kaspersky Lab supports the creation of a new, non-profit organisation to take on this responsibility, not just for the company, but for other partners and members who wish to join.

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