I've had the priviledge of working with IBM's Security Systems and Services teams over the past two years looking at the evolution of security leadership and what security leaders, like the CISO, are going to need to look like in the future. We’ve also looked at leading practices in cybersecurity education and we’ve identified essential security practices for CIOs based on our experiences at IBM.
Have a strategic vision… ensure global consistency in policy… engage in lots of communication with business leaders… speak business value and understand risk… minimize the impact of security to the business… be on the bleeding edge of enterprise and consumer technology...
A set of challenges also emerged from the interviews we conducted. Although we targeted more mature security leaders, they are still struggling in three areas.
How do I best manage a broad set of concerns from a diverse set of business stakeholders? Security leaders that are engaged with the business have to deal with a number of security fears from the C-Suite. The CEO might be most worried about losing customer trust because of a breach, the CFO might worry about the financial impact of recovery, COOs might focus on the impact of operational downtime. Good security leaders are able to balance, manage and allay all of these concerns.
How do I improve mobile security policy and management – not just deploy the latest technology? It’s no surprise that mobile security is top of mind. It was identified as a top technology concern in last year’s Assessment and continues to be at the forefront. Most are enabling secure mobile deployments in their organizations, but fewer have achieved comprehensive policies or strategies for personally owned devices.
How do I translate security metrics into the language of the business to help guide strategy? Technical and business metrics need to be used for more than just budget discussions and technology prioritization, they need to be deeply integrated into the decision making process of the business. To get to that point, security metrics must be translated into things the business will understand, like financial impact.
To learn more and download the full report and other materials visit the IBM Center for Applied Insights and join us in an open discussion about the future for information security leadership.
David Jarvis & Susanne Hupfer IBM Center for Applied Insights
There are four pivotal information technologies that are rapidly reshaping how enterprises operate: mobile technology, business analytics, cloud computing, and social business. All four of these technologies are potentially disruptive, and they also come with unique security concerns. Many people fear the security implications of employees bringing their own mobile devices to work, or storing mission critical databases in public cloud environments. Fear shouldn’t drive organizations away from these potentially transformative technologies. How are organizations overcoming their fears? How are they breaking though the “security wall”?
Recently IBM released the results of its 2012 Tech Trends Report, which looks at the adoption patterns of these four technologies. It is based on a survey of over 1,200 professionals who make technology decisions – the respondents came from 16 industries and 13 countries. As part of the analysis, three different types of organizations were identified:
Pacesetters (20%) believe emerging technologies are critical to their business success and are using them to enable new operating/business models. They’re also adopting ahead of their competition.
Followers (55%) agree that these technologies are important and can provide critical capabilities and differentiation, but they generally trail Pacesetters in adoption.
Dabblers (25%) are generally behind or, at best, on par with competitors in terms of adoption. They’re less strategic in their use of emerging technologies, namely citing greater efficiency or new capabilities in selected areas.
One common thread across all three of the identified groups is that security is a significant area of importance and concern. In fact, 62% of respondents cite security as one of the three most important areas facing their organization over the next two years, with 27% rating it number one. One interesting aspect is that, the less mature an organization is with respect to the four strategic technology areas, the more security rates as an area of importance and focus. Seventy-seven percent of the Dabblers cited security as a top-three area of importance, versus only 49% of the more mature Pacesetters. Why is that? Perhaps the Dabblers don’t fully understand, or trust, that there are security technologies, policies and practices that can ensure a more secure approach overall. Or perhaps they lack the experience the Pacesetters have.
“Security and privacy are not always treated as first-order problems. Things are deployed and made widely available without regard for security and privacy. In a best-case scenario, security and privacy are thought of as add-ons. Worst case, they’re ignored completely.” – Dr. Eugene Spafford, Professor and Executive Director of the Center for Education and Research in Information Assurance and Security, Purdue University
Besides being an area of significant importance, security is also seen as a significant barrier to technology adoption by the survey respondents. Information security is ranked as one of the top two barriers to adoption across the four technology areas – more than integration, inadequate skills or regulation and compliance. Overall, security is the biggest barrier for a majority of respondents for mobile (61%) and cloud (56%) adoption. Security is cited less often as the top adoption barrier in social (47%) and analytics (31%). As shown by the dark blue bars in the graph below, there isn’t a huge gap between the groups (9-11%) when it comes to security concerns, but, in general, less mature Dabblers see security as more of a barrier than the more mature Pacesetters. The exception is analytics, which has the lowest adoption barrier. Perhaps Pacesetters better understand the potential risks in implementing advanced analytic systems.
Another part of the security wall blocking the full realization of the benefits of the four technologies is that organizations’ current IT security policies aren’t sufficient. The figure above generally shows correlations between viewing security as a barrier to adoption (dark blue bars) and inadequate security policies (light blue bars). The Pacesetters are more confident across the board, with a majority saying that their security policies are adequate. The “adequate policies gap” between the Pacesetters and Dabblers ranges from 13% to 32%, a fairly wide margin. This tells us that organizations that have the right security policies in place are more confident, and less likely to see security as a barrier. For the others, there is a gap between their fears and taking the steps needed to address those fears.
Another tool organizations are using to attack the security wall is skills development. A majority of the respondents know that security is an issue and are working hard to boost their confidence. Overall, 70% of organizations are planning to develop or acquire skills in “mobile security and privacy” and “cloud security” – the two technology areas where security is seen as the biggest barrier.
Security is tightly intertwined with the four technology areas discussed. You shouldn’t pursue cloud, mobile, social or analytics endeavors without also focusing on needed security technologies, skills, policies and practices. The more you focus on policies and skills, the less likely you will see security as an impediment. Treat security as a business imperative and make it a priority. Design security in from the start of any project. Doing this will increase confidence and help to tear down the walls that are slowing the adoption of important, transformative technologies.
Senior consultant, IBM Center for Applied Insights
It’s easy to say that information security leaders have it tough. The security landscape is full of conflict, confusion and uncertainty, coming from a number of different directions. Leaders have a lot to handle. If it’s not a rapidly shifting threat, it’s new technology platforms to secure including mobile, cloud and social. Almost every article I see these days is focused on the growing challenges, with titles like the “Eye of the storm”, “Into the cloud, out of the fog” and “Converging waves of pain.”
Today, the IBM Center for Applied Insights releases the results of the 2012 IBM Chief Information Security Officer Assessment. This was our first foray into examining the role of information security leaders, and how they are evolving to meet the challenging landscape. While we understand and appreciate the fact that things are difficult on the technical front, we wanted to focus on the organizational and leadership aspects of information security.
We felt that information security leadership was in the process of undergoing a transformation and wanted to test whether the role was changing based on increasing security challenges and greater attention from business leaders.
We wanted to identify best practices that could be shared across the industry – and understand if organizations were moving toward a more holistic, risk-based approach to information security.
We also wanted to know what roles collaboration, innovation and integration are playing in security organizations.
What we discovered was that only 1 in 4 security leaders have made the shift to being recognized as having strategic impact on their enterprise. Based on a self-assessment of their organizational maturity and their ability to handle a security incident, three different types of leaders emerged.
Influencers (25%) – This group sees their security organizations as progressive, ranking themselves highly in both maturity and preparedness. These security leaders have business influence and authority – a strategic voice in the enterprise.
Protectors (47%) – These security leaders recognize the importance of information security as a strategic priority. However, they lack important measurement insight and the necessary budget authority to fully transform their enterprises’ security approach.
Responders (28%) – This group remains largely in response mode, working to protect the enterprise and comply with regulations and standards but struggling to make strategic headway. They may not yet have the resources or business influence to drive significant change.
We also discovered some significant differences between the groups that show how Influencers have developed their strategic voice. Compared to Responders, Influencers are:
2x more likely to have a dedicated CISO
2.5x more likely to have a security or risk committee
3x more likely to have information security as a board topic
2x more likely to use a standard set of security metrics to track their progress
4x more likely to be focused on improving enterprise-wide communication and collaboration over the next two years
2x more likely to be focused on providing education and security awareness over the next two years
This is just the beginning of our conversation around the role of information security leadership and its place within the enterprise. The full report goes into more detail on the security landscape, the different types of leaders and their characteristics, and a way forward for everyone.
David Jarvis Client Insights, Senior Consultant Center for Applied Insights
In 2012 we saw significant data breaches across multiple industries and governments impacting millions of users. Will 2013 bring more of the same? Is this an uncertain future we will have to live with? Can we accept degraded privacy and security and billions of dollars in lost revenue, damage, reduction in brand value and remediation costs?
Last year, a number of major security themes were part of this uncertainty – cloud, mobile, social media, big data, compliance, advanced persistent threats, physical infrastructure security, and the changing nature of information security leadership. None of these issues are going anywhere. In fact, into 2013 and beyond these issues are only going to become more important and will become the concern of more and more enterprise leaders.
All of these disparate issues come together in a new infographic from IBM. It knits together the pressures CEOs are feeling to deliver transformation with limited resources, the changing role of information security leaders, the threat landscape and the best practices to address that landscape. It connects enterprise priorities with information security practices, achieving innovation while dealing with risk.
In 2012, the IBM Center for Applied Insights released a series of security-related pieces that focused on a number of these important issues. We looked at the changing role of the CISO and other security leaders in our 2012 CISO Assessment. We also published a series of best practices for security leaders through our eight article Security Essentials series. In 2013 we will continue to provide insights on information security.
What does IBM think the future of security will look like? IBM security experts and leaders have developed lists of ideas for 2013 and beyond. Highlights include:
Enterprise security organizations will become more independent and work with the audit committee and risk officers more.
Data scientists will increasingly analyze and correlate security data as well as unstructured business data to reduce the risk of breaches.
Threat data will be shared more readily between the government and private sector, and amongst private sector companies.
Organizations will begin monitoring the information shared on social media back channels to detect threats earlier.
Compliance will remain a strong security driver and will be weighed against the rise of a risk-based approach to security.
Because of data, identity and monitoring technologies, cloud security will go from "mystery and hype" to "secure and move-on".
Mobile devices (the device, network and applications) will be significantly more secure – more than laptops are today.
The type of data collected and inspected to detect advanced threats will increase in variety and volume.
Keeping these ideas, trends and emerging issues in mind, information security leaders must rise to the challenge of creating a future that isn’t like today. By using their best practices to connect with and support enterprise-level goals they can create a better, more secure, future.
To download a copy of the infographic below, click HERE.
Special thanks to Geert Van De Putte and Tim Appleby from IBM Software Group for their help with this post.
Like other industries, retail has its own set of unique security challenges. Loss prevention is a significant component of that challenge. The latest National Retail Security Surveystated that in 2011, U.S. retailers lost $34.5 billion to retail theft – combining employee theft, shoplifting, paperwork errors and supplier fraud. That accounted for approximately 1.4 percent of total retail sales last year.
Today, the checkout/point of sale is the nexus for retail security. Here, the four most important flows for a retailer converge – cash, inventory, electronic payments and customer data. All sorts of different security incidents and fraud can happen at this point – self-checkout fraud, shoplifting, counterfeit coupons, employee theft and compliance in theft, and the theft of customer data through compromised equipment.
As the boundaries of retailers extend beyond the traditional brick and mortar of their stores, additional security concerns come into play. There is fraud around online ordering and home shipment, portal security issues for retailer websites, supply chain security associated with contamination, theft and low quality, and even stealing intellectual property (if retailers have their own private labels).
On top of all of this, retailers are also transforming their business with emerging technologies that all have their own unique security challenges. These include new payment technologies like mobile point-of-sale and in-aisle purchasing, e-receipts, RFID and near-field communications, video and social analytics, mobility and multi-channel access and social networking.
All of these are increasing the number of contact points between the customer and the retailer – pushing out the security boundary further and further. Retailers are struggling to create a better, deeper customer experience and, at the same time, mitigate the potential risks to the organization.
The threat landscape and new technologies are creating a need for an integrated security environment. Are retailers up to the task? Are they approaching physical and information security in new, united ways? Is loss prevention being included in more and more technology conversations? Are retailers moving away from being purely reactive?
We gained a bit of insight into this as part of theIBM 2012 CISO Assessment. There were eleven retail respondents from four different countries (France, Germany, Japan and the U.S.). Their answers compared to the overall statistics from the survey shed some light on the issues:
Retailers realize that information security needs more attention – 8 of 11 see increased leadership attention from two years ago, and 9 of 11 expect increased budgets over the next two years.
They are making progress – all of the retail respondents indicated a slight (7 of 11) or a dramatic (4 of 11) improvement in their information security position from two years ago.
However, they currently don’t have the information security organizational structure to address the changing landscape – only 2 of 11 have a CISO, 2 of 11 have a budget line item, 4 of the 11 have a security or risk committee and 5 of 11 use a standard set of metrics.
Internal threats and mobility are top concerns – 6 of 11 respondents indicated mobility as their top technology concern. Internal threats were ranked the highest overall security threat with 5 of 11 ranking it #1.
Retailers will be focused on employee education and using managed services to improve their security situation over the next two years.
Another statistic that highlights the fact that retailers know the importance of information security but are struggling to address the changing technology environment comes from IBM’s Global Workforce Study. Overall, 49% of respondents stated that they have “completely addressed” their mobile security concern. For retail it was only 22%. However, 73% of retail respondents expect to make significant investments in their mobile environment in the next 1-2 years, signaling they know it is an issue.
Retailers are not only responsible for protecting their own information, but they are under considerable regulatory pressure to make sure they protect customer information as well. They are faced with a diverse array of threats and technologies that are creating new potential vulnerabilities. They need to have the right security organization and capabilities that unites information and physical security, risk, loss prevention and others into a holistic approach. Retailers realize this, but they still have a way to go before they’ll be confident in their capabilities.
Feel free to contribute to the conversation. Are these the right security challenges for retailers? Will it take more than just technology to address them? How do you think they are addressing this important issue today? Do retailers have a harder go at it than other industries because of the nature of their business? Let us know what you think.
are bad to do by committee, creating a work of art, cooking dinner, closing a
baseball game – and sometimes committees are a necessity. Security and risk
committees are an essential part of any enterprise’s security and risk
management infrastructure. They are a sign of a mature organization. By
promoting collaboration across the enterprise and making security and the associated
risk discussions an integral part of senior leadership’s responsibilities, the
enterprise can be better protected. Yet, even though the benefits are clear,
not enough enterprises have one.
released last week by the Carnegie Mellon CyLab, looking at privacy and
security governance in the Forbes Global 2000, reported that boards and senior leadership
still are not exercising appropriate governance over the privacy and security
of their digital assets. The study stated that there is still a significant gap
in understanding around the fact that security, privacy and IT risk are all a
part of enterprise risk management.
The study did
note one encouraging sign – that more and more enterprises have
cross-functional privacy/security committees – 70% of 2012 respondents versus
17% in 2008. These committees can act as a bridge to boards and senior leadership
and elevate the discussion around security and risk, potentially closing the
findings line up very nicely with what we recently uncovered as part of our 2012
CISO Assessment. Overall, only
49% of the total sample reported that they had a security or risk committee.
When we delved deeper, 68% of the most mature group of organizations,
Influencers, had a security/risk committee. In comparison, only 26% of the
least confident and mature group, Responders, had one.
interesting was, regardless of the organization’s overall security maturity
level, if they had a security or risk committee they shared similar
characteristics. In general, leaders of the committees tended to be Senior IT
Executives (28%), CISOs (24%) or Senior Business Executives (22%). These
committees met on a fairly regular basis, with 48% meeting quarterly and 27%
security and risk committees also took a comprehensive, enterprise-wide
approach with both business and IT representation. From the business side, the
most represented functions included Compliance (80%), Legal (65%), Business
Executives (64%), Business Operations (64%), and Finance (59%). From the IT
side, IT Executives (91%), IT Operations (72%), Network Operations (60%), and Data
Governance (51%) were all a part of a majority of the committees.
part of the CISO Assessment we looked at the primary objectives of the
security/risk committees. Looking at the chart below we can see that, based on
their top two choices, most committees were primarily focused on developing
enterprise security strategy and developing action plans and recommendations.
So should committees only be focused on strategic policy and governance issues?
Is there more they could be doing?
At IBM, our
risk management team meets quarterly with a top advisory committee, including
senior vice presidents of all the business units, who report directly to the
CEO. These include the leaders of many functional areas including finance,
marketing, technology and others. Each of these executives must understand the
security risks to his or her unit and what controls are in place. Together,
they shape and decide strategy. Security, after all, is intimately tied not
only to their units, but to the future of the enterprise.
all this information, I think that enterprises are using security and risk
committees more and more and they are adopting best practices around the leaders,
members, operations, and goals of those committees. To make the next step:
Make sure your committee has both technical and business leadership representation and make sure it is connected to the highest levels of the enterprise and the board. The committee can be the gateway between the enterprise and the board with respect to information risk management.
Ensure your committee is broad and diverse. Compliance, legal, finance and IT operations representation is expected. Reach further, make sure business unit leaders are involved so new products and services are created in a secure fashion. Include human resources to help with employee education initiatives.
Set up a way to measure the progress of the committee. Using targeted metrics can help focus not only the committee, but the entire security organization for the enterprise. It will provide something to work towards and make it easier to communicate with the board.