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Detection better than protection

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RSA, the Security Division of EMC, has released data showing that organisations that invest in detection and response technologies, rather than perimeter-based solutions, are better poised to defend against cyber incidents. 

The second annual RSA Cybersecurity Poverty Index, which compiles survey results from 878 respondents across 81 countries and more than 24 industries, attracted more than double the number of respondents as last year, and gave participants the chance to self-assess the maturity of their cybersecurity programs leveraging the NIST Cybersecurity Framework (CSF) as the measuring stick. The report found that, for the second year in a row, 75% of survey respondents have a significant cybersecurity risk exposure. Incident Response (IR) capabilities are particularly underdeveloped. Nearly half of organizations characterized essential IR capabilities as “ad hoc” or “non-existent”, but organizations are more likely to accelerate programs to shore up cybersecurity capabilities once they have experienced a security incident that impacted the business. The survey also showed that most organizations continue to struggle to improve cybersecurity because they don’t understand how cyber risk can impact their operations.

There has been plenty of anecdotal evidence that companies tend to delay investments in cybersecurity until they experience the pain first hand. In addition, companies which primarily rely on a perimeter defence philosophy are disadvantaged in finding malicious activity, and risk public exposure of critical business assets. The results of the RSA Cybersecurity Poverty Index solidified this concept, reporting that the organizations that detect and experience frequent security incidents are 65% more likely to have developed or advantaged capabilities. This shows that organizations that regularly deal with security incidents accelerate moves to shore up security programs and end up with more mature capabilities. Organizations must focus on executing preventative strategies and make improving this a priority over other capabilities which are growing in importance such as detection and response.

One of the most significant changes from the 2015 survey was the increase in the number of organizations with mature cybersecurity programs. The percentage of organizations reporting advantaged capabilities – the highest category – increased by more than half over the prior Index, from 4.9% to 7.4%. But organizations’ overall perception of their cybersecurity preparedness continued to lag. The number of respondents reporting significant cybersecurity risk exposure stayed steady at nearly 75%, reflecting a growing disparity between the “haves and have-nots” in security preparedness.

The survey also showed that organizations continue to struggle with their ability to take proactive steps to improve their cybersecurity and risk posture. Overall, 45% of those surveyed described their ability to catalog, assess and mitigate cyber risk as “non-existent,” or “ad hoc” and only 24% reported that they are mature in this domain. The inability to quantify their Cyber Risk Appetite (the risks they face and the potential impacts on their organizations) makes it difficult to prioritize mitigation and investment, a foundational activity for any organization looking to improve their security and risk posture.

For the second year, the survey results highlight how critical infrastructure operators, the original target audience for the CSF, need to make significant steps forward in their current levels of maturity. Government and energy organizations ranked lowest across industries in the survey, with only 18% of respondents ranking as developed or advantaged. Organizations in the aerospace and defense industry reported by far the highest level of maturity with 39% of respondents having developed or advantaged capabilities. Financial Services organizations, a sector often cited as industry-leading due to the large volume of cyberattacks it faces, placed in between with 26% rating their firms as well prepared – down from 33% `a year ago.

The reported maturity of organizations in the Americas continued to rank behind both EMEA and APJ. Organizations in EMEA reported the most mature security strategies with 29% ranked as developed or advantaged in overall maturity while only 26% of organizations in APJ and 23% of organizations in the Americas rated as developed or advantaged. EMEA overtook APJ for the top ranking, moving up 3 percentage points while APJ dropped 13 points.

Methodology

To assess cybersecurity maturity, respondents self-assessed their capabilities against the CSF, which designed to provide guidance based on existing standards, guidelines and practices for reducing cyber risks, and was created through collaboration between industry and government. While the CSF was initially developed in the United States with the aim of helping to reduce cyber risks to critical infrastructure, organizations worldwide have found it to be a prioritized, flexible, repeatable and cost-effective approach for managing cyber risk. Thus, it serves as an excellent baseline to assess any organization’s core cybersecurity and cyber risk management capabilities.

Organizations rated their own capabilities in the five key functions outlined by the CSF: Identify, Protect, Detect, Respond, and Recover. Ratings used a 5-point scale, with 1 signifying that the organization had no capability in a given area, and 5 indicating that it had highly mature practices in the area.

EXECUTIVE QUOTE:

Amit Yoran, President, RSA, The Security Division of EMC

“This second round of cybersecurity research provides tangible evidence that organizations of all sizes, in all industries and from all geographies feel unprepared for the threats they are facing. We need to change the way we are thinking about security, to focus on more than just prevention – to develop a strategy that emphasizes detection and response. Organizations need to set their agendas early, build comprehensive strategies and not wait for a breach to force them into action.”

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Cape Town not so calm – if you’re a driver

Cape Town drivers lose on average 162 hours a year to traffic jams, so will need some tech and a few tips to stay calm

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Cape Town drivers lose, on average, 162 hours a year stuck in traffic jams, and the city is ranked 95th out of around 200 cities, across 38 countries surveyed globally, in terms of congestion issues.

That’s according to the latest INRIX 2018 Global Traffic Scorecard, which is an annual analysis of mobility and congestion trends. The study provides a data-rich evaluation of information collected during peak (slowest) travel times, and inter peak (fastest point between morning and afternoon commutes) travel times. Together they provide a holistic account of congestion throughout the day, delivering in-depth insights for vehicle drivers and policy-makers to make better decisions regarding urban travel and traffic health.

Of the further five South African cities surveyed:

  • Pretoria drivers lose, on average, 143 hours a year stuck in traffic jams, ranking as the 64thmost congested city
  • Johannesburg drivers lose an average of 119 hours annually, ranking 61st
  • Durban drivers lose 72 hours, ranking 141st
  • Port Elizabeth drivers lose 71 hours, ranking 75th
  • And Bloemfontein drivers lose 62 hours, ranking 165th

If these hours sound horrific, spare a thought for the poor drivers in Colombia’s capital city of Bogotá who lose, on average, a whopping 272 hours a year stuck in traffic jams!

On average, drivers’ commutes increase by roughly 30% during peak versus inter-peak hours. And the reality is that congestion issues aren’t going away anytime soon. Not here in SA, or anywhere else in the world. So what can we, as drivers, do to make the situation easier to cope with on our daily commute?

Change of mindset

Stressing about the unavoidable, the inevitable, and all the things that are out of our control – like congestion caused by accidents, faulty street lights, or bad weather – is a waste of energy. We should try finding ways of using that time in our cars more productively, to create a less tense, more positive experience. Learning to change our perspective about this challenging time, and associating it with something enjoyable, can drastically alter our reaction to and engagement with it. Rather than expending all our energy on futile anger and frustration, we can channel our focus on things that relax or energise us instead.

Just one more chapter

Being stuck in traffic usually aggravates us because it feels like a huge waste of valuable time. But like a wise man once said, time you enjoy wasting is not wasted time. Listening to a podcast or audiobook can not only be entertaining, but also educational, which is a brilliant use of your time. Ifyou think of your car as a ‘learning lab’, a mobile university of sorts, and your time spent inside as away to exercise your brain and grow intellectually, you may even find yourself wishing for bad traffic so you have an excuse to carry on listening to your podcast or audiobook.

Tame your inner Hulk

Pulling up a playlist of your favourite, feel-good songs can do wonders to combat stress levels. Downbeat music has been proven to have a mellowing effect on drivers. Making a quick switch to downbeat music shows measurable physiological improvements, with drivers calming down much sooner, and making fewer driving mistakes. So the next time you feel your inner Hulk emerging, crank up the volume on your favourite tunes.

The power of ‘caromatherapy’

There are numerous studies on aromas and their impact on human emotion, behaviour, and performance. Researchers have found that peppermint can enhance mental and athletic performance and cognitive functioning, while cinnamon may improve tasks related to attentional processes and visual-motor response speed. A study from Kyoto University in Japan revealed that participants reported significantly lower hostility and depression scores, and felt more relaxed after awalk through a pine forest. It makes sense then, to incorporate some ‘caromatherapy’ into our lives. There are plenty of off-the-shelf car diffusers available, or you could add a few drops of essential oil to DIY felt air fresheners. Citrus scents like orange or lemon can provide a boost of energy, while rosemary can relieve stress and anxiety. Take care not to hang anything that might obstruct your field of vision though, and always make sure to test out essential oils at home first, in case a scent makes you dizzy or overly relaxed, which could affect driving focus.

Contemplate your navel

The mind is a powerful thing, and simply willing yourself to relax might be the most effective method of all. While we don’t recommend meditating while driving due to safety reasons, breathing exercises can help you stay focused and feeling calm. One useful practice is the one-to-one technique – breathing in and out for the same count with the same intensity. Deep, measured breaths facilitate full oxygen exchange, helping to slow down the rate of your heartbeat and stabilise blood pressure, as opposed to shallow breathing, which doesn’t send enough air to the lowest part of your lungs, causing you to feel anxious and short of breath. Just always keep your eyes on the road, and take care to ensure you’re not so busy counting breaths that your concentration is compromised.

Not all those who wander are lost

Some of our best ideas come in those moments where we’re alone with our own thoughts, able to really reflect on the ideas we have without having something immediate that needs our attention. Allow your mind to wander, and do a little brainstorming. Alternatively, use the time to simply day dream. Remember, downtime is not dead time. It is both necessary, and important for your mental health. Use this time as an opportunity to take care of yourself.

In-built vehicle tech

“As we spend more and more time commuting, cars are being designed to accommodate longer periods behind the wheel,” says Kuda Takura, smart mobility specialist at Ford Motor Company of Southern Africa. “Ford uses human-centric design to deliver vehicles that are inviting, accommodating, and intuitive. For example, our SYNCT infotainment system offers nifty, hands-free functions, like allowing drivers to listen to their texts, change music or climate settings, and make phone calls easily with voice control. Our range of driver-assist technologies, like Adaptive Cruise Control, Pre-Collision Assist with Pedestrian Detection and Semi-Auto Active Park Assist, are also designed to take some of the stress off city driving. If our lifestyle means that we might be spending more time in our cars than we do on holiday, then we should make sure we make the most of that time.”

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Vodacom exits Africa biz services

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Vodacom Group has sold Vodacom Business Africa’s operations in Nigeria, Zambia and Cote d’Ivoire to Andile Ngcaba’s Synergy Communications. The two entities are in the process of concluding the acquisitions, which are subject to the approval of the regulatory authorities within these markets.

Vodacom says the transaction supports the Group’s enterprise strategy in Africa, which has been refocused to grow and strengthen its core business. It will no longer directly service global enterprise customers in these three markets but will rather continue to operate as a pan African telecommunications networks provider through local relationships, like the one with Synergy Communications. 

This acquisition represents a significant milestone in Synergy Communication’s quest to be a leading provider of cloud and digitally based services in key markets across sub-Saharan Africa and provides key additional assets in its build out of a regional footprint. Synergy Communications currently has operations in Botswana, Malawi and Mozambique.

Andile Ngcaba, Chairman of Synergy Communications said: “This is an exciting landmark transaction for Synergy Communications, providing us with additional momentum in the delivery of our strategy as a pan-African enterprise digital Services Provider. Synergy Communications will partner with major global cloud providers and deliver platform-based services to both multi-nationals and local enterprises.”

Shameel Joosub, CEO of Vodacom Group, said: “Vodacom has a clear vision for strengthening our position as a leading pan-African business and will work with local service providers like Synergy Communications to grow in these markets. Crucially, Vodacom is not exiting any of the territories related to this transaction and remains focused on continuing to deliver exceptional service to our global and multinational clients in these markets through long-term commercial agreements. 

“To support the sustainable growth of pan African digital economies and building connected societies, Vodacom will, via local service providers, continue to service clients in each market. We seek to leverage the collective strengths of Vodacom and Synergy Communications to meet the changing requirements of clients across each of these markets.”

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