How to embed security awareness in business processes

All businesses have processes for their operations. These can be production, sales, support, IT, procurement, auditing, and so on.

All businesses also need risk management. Traditional risk management has focused on financial risks, as well as HSE risks. These governance activities are also legal requirements in most countries. Recently cybersecurity has also caught mainstream attention, thanks to heavy (and often exaggerated) media coverage of breaches. Cyber threats are a real risk amplifier for any data centric business. Therefore it needs to be dealt with as part of risk management. In many businesses this is, however, still not the case, as discussed in detail in this excellent Forbes article.

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Most employees do not even get basic cybersecurity training at work. Is that an indicator that businesses have not embedded security practices in their day-to-day business?
  1. One common mistake many business leaders make is to view cybersecurity as an IT issue alone. Obviously, IT plays a big role here but the whole organization must pull the load together.
  2. Another mistake a leader can make is to view security as a “set and forget” thing.  It is unlikely that this would be the case for HSE risks, and even less so for financial risks.

The key to operating with a reasonable risk level is to embed risk management in all business processes. This includes activities such as:

  • Identify and evaluate risks to the business related to the business process in question
  • Design controls where appropriate. Evaluate controls up against other business objectives as well as security
  • Plan recovery and incident handling
  • Monitor risk (e.g. measurements, auditing, reporting)
  • Get your people processes right (e.g. roles and responsibilities, hiring, firing, training, leadership, performance management)

What does the security aware organization look like?

Boiling this down to practice, what would some key characteristics of a business that has successfully embedded security in their operations?

Cybersecurity would be a standard part of the agenda for board meetings. The directors would review security governance together with other governance issues, and also think about how security can be a growth enhancer for the business in the markets they are operating.

Procurement considers security when selecting suppliers. They identify cybersecurity threats together with other supply chain risks and act accordingly. They ensure baseline requirements are included in the assessment.

The CISO does not report to the head of IT. The CISO should report directly to the CEO and be regularly involved in strategic business decisions within all aspects of operations.

The company has an internal auditing system that includes cybersecurity. It has based its security governance on an established framework and created standardized ways of measuring compliance, ranging from automated audits of IT system logs to employee surveys and policy compliance audits.

Human resources is seen as a key department for security management. Not only are they involved in designing role requirements, performance management tools and training materials but they are heavily involved in helping leaders build a security aware culture in the company. HR should also be a key resource for evaluating M&A activites when it comes to cultural fit, including cybersecurity culture.

If you are looking to improve your company’s cybersecurity governance, introducing best practices based on a framework or a standard is a great starting point. See How to build up your information security management system in accordance with ISO 27001 for practical tips on how to do that.

The [Cyber] Barbarians are at the [Internet] Gateways?

If you follow security news in media you get the impression that there are millions of super-evil super-intelligent nation state and hacktivist hackers constantly attacking you, and you specifically, in order to ruin your day, your business, your life, and perhaps even the lives of everyone you have ever known. Is this true? Are there hordes of barbarians targeting you specifically? Probably not.

 

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Monsters waiting outside your gates to attack at first opportunity? That may be, but it is most likely not because they think your infrastructure is particularly tasty!

 

 

So what is the reality? The reality is that the threat landscape is foggy; it is hard to get a clear view. What is obviously true, though, is that you can easily fall victim to cyber criminals – although it is less likely that they are targeting you specifically. Of course, if you are the CEO of a big defense contractor, or you are the CIO of a large energy conglomerate – you are most likely specifically targeted by lots of bad (depending on perspective) guys – but most people don’t hold such positions, and most companies are not being specifically targeted. But all companies are potential targets of automated criminal supply chains.

The most credible cyber threats to the majority of companies and individuals are the following:

  • Phishing attacks with direct financial fraud intention (e.g. credit card fraud)
  • Non-targeted data theft for the sake of later monetization (typically user accounts traded on criminal market places)
  • Ransomware attacks aimed at extorting money

None of these attacks are targeted. They may be quite intelligent, nevertheless. Cybercriminals are often quite sophisticated, and they are in many cases “divisions” in organized crime groups that are active also in more traditional crime, such as human trafficking, drug and illegal weapons trade, etc. Sometimes these groups may even have capabilities that mirror those of state-run intelligence organizations. In the service of organized crime, they develop smart malware that can evade anti-virus software, analyze user behaviors and generally maximized the return on their criminal investment in self-replicating worms, botnets and other tools of the cybercrime trade.

We know how to protect ourselves against this threat from the automated hordes of non-targeted barbarians trying to leach money from us all. If we keep our software patched, avoid giving end-users admin rights, and use whitelists to avoid unauthorized software from running – we won’t stop organized crime. But we will make their automated supply chain leach from someone else’s piggybank; these simple security management practices stop practically all non-targeted attacks. So much for the hordes of barbarians.

These groups may also work on behalf of actual spies on some cases – they may in practice be the same people. So, the criminal writing the most intelligent antivirus-evading new ransomware mutation, may also be the one actively targeting your energy conglomerate’s infrastructure and engineering zero-day exploits. Defending against that is much more difficult – because of the targeting. But then they aren’t hordes of barbarians or an army of ogres anymore. They are agents hiding in the shadows.

Bottom line – stop crying wolf all the time. Stick to good practices. Knowing what you have and what you value is the starting point. Build defense-in-depth based on your reality. That will keep your security practices and controls balanced, allowing you to keep building value instead of drowning in fear of the cyber hordes at your internet gateways.

Security as a selling point for your business?

Most business leaders think about security as a cost. It is hard to demonstrate positive returns on security investments, which makes it a “cost” issue. Even people who work with securing information often struggle with answering the simple and very reasonable question: “where is the business benefit?”.

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Finding the right path to make security beneficial for your business involves thinking about market trust, trends and consumer behavior. For many security professionals this is difficult to do because it is not what they have been trained to focus on. How would you answer the question “what is the business benefit of security management”?

What if you turn it around, and view security as a selling point? It may not be the driver of revenue growth today – but it may very well be an important prerequisite for growth tomorrow. Here are three issues that can help clarify why keeping your data and systems secure will be necessary for the days to come if you want your business to grow:

  • Your customers will not trust you with their data if you cannot keep it safe from hackers and criminals. The GDPR will even make it illegal to not secure customer data in a reasonable manner if you do business in Europe from 2018. If you don’t secure your customers’ data and also show them why they can trust you to do so, people will increasingly take their business elsewhere.
  • If you operate in the B2B world, the number of suppliers and buyers setting requirements to their supply chain partners is growing. They will not buy from you unless you can show that you satisfy some minimum security requirements – including keeping tabs on risks and vulnerabilities. This is true for engineering firms, for consultancies, for banks, for betting operators, for retail stores, and so on. You’d better be prepared to demonstrate you satisfy those requirements.
  • You will get hacked. Seriously, it is going to happen one day. Then you’d better be prepared for handling it, which means you need to have invested in security and trained for these events. It is like mandatory fire drills – if you don’t do them, our evacuation during a fire is less likely to be successful. Companies handling being hacked in a good way respond quickly, inform third-parties and the public in a way that has been thought out and tested up front, and generally limit the damage that hackers can do. This mitigates the risk that your customers lose all trust in you. You live to do business another day. The companies that haven’t prepared? Sometimes they never recover, or at least their short-term growth will be seriously threatened.

Viewing security as a growth component rather than a cost issue turns the discusssion around. It allows you to go from “reactive” to “proactive”. Securing your business is a core business process – this is the focus you can achieve, when security becomes a unique selling point rather than a budget constraint. Happy selling!

Extending the risk assessment mind map for information security

This post is based on the excellent mindmap posted on taosecurity.blogspot.com – detailing the different fields of cybersecurity. The author (Richard) said he was not really comfortable with the risk assessment portion. I have tried to change the presentation of that portion – into the more standard thinking about risk stemming from ISO 31000 rather than security tradition.

Read team and blue team activities are presented under penetration testing in the original mind map. I agree that the presentation there is a bit off – red team is about pentesting, whereas blue team is the defensive side. In normal risk management lingo, these terms aren’t that common – which is why I left them out of the mind map for risk assessment. For an excellent discussion on these terms, see this post by Daniel Miessler: https://danielmiessler.com/study/red-blue-purple-teams/#gs.aVhyZis.

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Suggested presentation of risk assessment mind map – to wrap in in typical risk assessment activity descriptions

The map shown here breaks down the risk assessment process into the following containers:

  • Context description
  • Risk identification
  • Risk analysis
  • Treatment planning

There are of course many links between other security related activities and risk assessments. Risk monitoring and communication processes are connecting these dots.

Also threat intelligence is essential for understanding the context – which again dictates attack scenarios and credibility necessary to prioritize risks. Threat intelligence entails many activities, as indicated by the original mind map. One source of intel from ops that is missing on that map by the way, is threat hunting. That also ties into risk identification.

I have also singled out security ops as it is essential for risk monitoring. This is required on the tactical level to evaluate whether risk treatments are effective.

Further, “scorecards” have been used as a name for strategic management here – and integration in strategic management and governance is necessary to ensure effective risk management – and involving the right parts of the organization.

4 habits from consulting every security professional should steal

After being home with paternal leave 80% of the weak and working 20% of the week, I will be switching percentages from tomorrow. That means more time to get hands-on with security. I’ve recently switched from risk management consulting to a pure security position within a fast-growing organization with a very IT-centric culture. Working one day a week in this environment has been great to get an impression of the organization and its context, and now the real work begins. I think habits from the consulting world will be beneficial to everyone involved. Here’s how.

 

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Successful consultants must not only be good at what their technical area of expertise is, but also at moving around in unknown territories in client organizations while navigating complex issues with many stakeholders – these are habituated skills that security professionals should adopt.

 

Slipping into someone else’s shoes

Consulting is about understanding the unarticulated problems, and getting to the core through intelligent questions. That is the essence of it; the good consultant understands that context is everything, and that the perception of context is different depending on the shoes you wear. This goes for strategy development, for risk management in general, in definitely for cybersecurity.

Use your analytics for (almost) everything

As a consultant you must be able to back up your claims. Your recommendations are expensive to get, and they’d better be worth the price. Often you will create recommendations that will be uncomfortable to decision makers – due to cost, challenged assumptions or that your recommendations are not aligned with their gut feeling.

This is why consultants must be ready to back up their claims, with two essential big guns; a convincing approach to analysis, and solid data. Further, to add to the credibility of the recommendations, the methods and data should be described together with the uncertainties surrounding both.

Working in security means that you are trying to protect assets – some tangible, but most are not. The recommendations you make usually carry a cost, and to convince your stakeholders that your recommendations are meaningful you need to provide the methods and the data to make them compelling. Which brings us to the next step…

Always make an effort to communicate with purpose

Analysis and data become useless without communication. This is the high-stakes point of consulting, communicating with clients, stakeholders, internal and external subject matter experts. Not only for presenting your facts but as a support for the whole process. Understanding context is never a one-way street; it is a multifaceted, multichannel communication challenge. Understanding data and uncertainties often require multidisciplinary input. This requires questions to be asked, provocations to be made and conversations to be had. Presenting your recommendations requires public speaking skills. And following up requires perseverance, empathy and prioritization.

In cybersecurity you deal with a number of groups, each with their own perspectives. Involving the right people at the right time is key to any successful security program, ranging from optimizing automated security testing during software integration to teaching support staff about social engineering awareness.

And that leaves one more thing: learning

If there is one thing consulting teaches you, it is that you have a lot to learn. With every challenge you find another topic to dive into, another white spot in your know-how. Consultants are experts at thriving outside their comfort zones – that is what you need to do to help clients solve complex issues you have never seen before. You must constantly reinvent, you must constantly remain curious, and you must process new information every day, in every interaction you have.

Cybersecurity requires learning all the time. One thing that strikes me when looking at new attack patterns is the creativity and ingenious engineering of bad guys. Not all attacks are great, not all malware is complex, but their ability to distill an understanding of people’s behaviors into attack patterns that are hard to detect, deny and understand is truly inspiring; to beat the adversaries we can never stop learning.

How do you tell your audience that somebody found a vulnerability on your site?

Disclosing vulnerabilities is a part of handling your risk exposure. Many times, web vulnerabilities are found by security firms scanning large portions of the web, or it may come from independent security researchers that have taken an interest in your site.

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Ignoring the communication issues around vulnerability disclosure can cost you a lot. Working on maturity at the top is a high ROI activity!

How companies deal with such reported vulnerabilities usually will take one of the following 3 paths:

  1. Fix the issue, tell your customers what happened, and let them know what their risk exposure is
  2. Fix the issue but try to keep it a secret.
  3. Threaten the reporter of the vulnerability, claim that there was never any risk regardless of the facts, refuse to disclose details

Number 2 is perhaps still the normal, unfortunately. Number 1 is idea. Number 3 is bad.

If you want to see an example of ideal disclosure, this Wired.com article about revealing password hashes in source shows how it should be done.

A different case was the Norwegian grocery chain REMA 1000, where a security researcher reported lack of authentication between frontend and backend, exposing the entire database of customer data. They chose to go with route 3. The result: media backlash, angry consumers and the worst quarter results since…., well, probably forever.

So, what separates the businesses that do it the right way, and those that choose to go down the way of the rambling angry ignorant? It is about maturity and skills a the top. This is why boards and top management need to care about information security – it is a key business issue.

 

 

Security Awareness: A 5-step process to making your training program role based and relevant

Security awareness training is one of many strategies used by companies to reduce their security risks. It seems like an obvious thing to do, considering the fact that almost every attack contains some form of social engineering as the initial perimeter breach. In most cases it is a phishing e-mail.

Security awareness training is often cast as a mandatory training for all employees, with little customization or role based adaptation. As discussed previously, this can have detrimental effects on the effectiveness of training, on your employee’s motivation, and on the security culture as a whole. Only when we manage to deliver a message adapted to both skill level and motivation levels we can hope to be successful in our awareness training programs: When does cybersecurity awareness training actually work?

So, while many employees will need training about identification of malicious links in e-mails, or understanding that they should not use the same password on every user account, other employees may have a higher level of security understanding; typically an understanding that is linked to the role they have and the responsibilities they take. So, while the awareness training for your salesforce may look quite similar to the awareness training you give to your managers and to your customer service specialists, the security awareness discussions you need to have with your more technical teams may look completely different. They already know about password strength. They already understand how to spot shaky URL’s and strange domains. But what they may not understand (without having thought about it and trained for it) is how their work practices can make products and services less secure – forcing us to rely even more on awareness training for the less technically inclined coworkers, customers and suppliers. One example of a topic for a security conversation with developers is the use of authentication information during development and how this information is treated throughout the code evolution. Basically, how to avoid keeping your secrets where bad guys can find them because you never considered the fact that they are still there – more or less hidden in plain site. Like this example, with hardcoded passwords in old versions of a git repository: Avoid keeping sensitive info in a code repo – how to remove files from git version history

So, how can you plan your security conversations to target the audience in a good way? For this, you do need to do some up-front work, like any good teacher would tell you that you need to do for all students; people are different in terms of skills, knowledge, motivation for compliance, and motivation to learn. This means that tailoring your message to be as effective as possible is going to be very hard, and still very necessary to do.

The following 5-step process can be helpful in planning your content, delivery method and follow-up for a more effective awareness training session.

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A 5-step process for preparing your awareness training sessions. 

First you need to specify the roles in the organization that you want to convey your message to. What would be the expectations of the role holders of a good security awareness training? What are the responsibilities of these roles? Are the responsibilities well understood in the organization, both by the people holding these roles, and the organization as a whole? Clarity here will help but if the organizaiton is less mature, understanding this fact will help you target your training. A key objective of awareness training should here be to facilitate role clarification and identify expectations that are always exisiting but sometimes implicitly rather than explicitly.

When the role has been clarified, as well as the expectations they will have, you need to consider the skillsets they have. Are they experts in log analysis from your sys.admin department? Don’t insult them by stressing that it is important to log authentication attempts – this sort of thing kills motivation and makes key team members hostile to your security culture project. For technical specialists, use their own insights about deficiencies to target the training. Look also to external clues about technical skill levels and policy compliance – security audit reports and audit logs are great starting points in addition to talking to some of the key employees. But remember, always start with the people before you dive into technical artefacts. And don’t over-do it – you are trying to get a grasp of the general level of understanding in your audience, not evaluate them for a new job.

The next point should be to consider the atmosphere in the group you are talking to. Are they motivated to work with policies and stick with the program? Do they oppose the security rules of the company? If so, do you understand why? Make sure role models understand they are role models. Make sure policies do make sense, also for your more technical people. If there is a lack of leadership as an underlying reason for low motivation to get on board the security train, work with the senior leadership to address this. Get the leadership in place, and focus on motivation before extra skills – nobody will operationalize new skills if they do not agree with the need to do so, or at least understand why it makes sense for the company as a whole. You need both to get the whole leadership team on board, and you probably need to show quite some leadership yourself too to pull off a successful training event in a low motivation type of environment.

Your organization hopefully has articulated security objectives. For a more in-depth discussion on objectives, see this post on ISO 27001. Planning in-depth security awareness training without having a clear picture of the objectives the organization is hoping to achieve is like starting an expedition without knowing where you are trying to end up. It is going to be painful, time-consuming, costly and probably not very useful. When you do have the objectives in place – assess how the roles in question are going to support the objectives. What are the activities and outcomes expected? What are the skillsets required? Why are these skillsets required, and are they achievale based on the starting point? When you are able to ask these questions you are starting to get a grip not only on the right curriculum but also on the depth level you should aim for.

When you have gone through this whole planning excercise to boil down the necessary curriculum and at what level of detail you should be talking about it, you are ready to state the learning goals for your training sessions. Learning goals are written expressions of what your students should gain from the training, in terms of abilities they acquire. These goals makes it easier for you to develop the material using the thinking of “backwards course design“, and it makes it easier to evaluate the effectiveness of your training approach.

Finally, remember that the training outcomes do not come from coursework, e-learning or reading scientific papers. It comes from practice, operationalization of the ideas discussed in training, and it comes from culture, when practice is so second nature that it becomes “the way we do things around here”.

To achieve that you need training, you need leadership, and you need people with the right skills and attitudes for their jobs. That means that in order to succeed with security the whole organizaiton must pull the load together – which makes security not only IT’s responsibility but everybody’s. And perhaps most of all, it is the responsibility of the CEO and the board of directors. In many cases, lack of awareness in the trenches in the form of no secure dev practices, bad authentication routines, insufficient testing stems from a lack of security prioritization by the board.


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