By Jill Knesek, Chief Security Officer, BT Global Services
Last week I spoke at the Secure360 Conference in St. Paul about the challenges facing CSOs. The last decade has been a game-changer for those of us charged with protecting all the different dimensions of the business. Not only do I and my peers have more assets to protect, but we have more potentially troublesome things to protect our enterprise and our employees from.
It once would take a truck to remove 25 million records from a business – now, it only takes a USB drive or an innocent-looking iPod to remove the same amount of data. And where once all employees worked in centralized locations with their computers protected behind the fortress of firewalls, they often now work remotely, connecting from home, the coffee shop, or the train. Adding to the complexity is the fact that a new generation of hackers/cybercriminals are able to compromise millions of computers a day, rather than just one or two sites per week, as was the case when I started my cybersecurity career tracking down Mafia Boy and Kevin Mitnick.
And did I mention that the highest levels of protection also need to be provided while adhering to complex and extensive government and industry regulatory standards, like PCI, HIPAA, and SOX?
Before you think I have an impossible job, I’d like to share a few strategies with you that have helped me be successful:
- Change Your Perspective: Think Outside In — Historically, security began and ended at the firewall where we were able to protect our most critical systems and data that was housed in a centralized data center. Today’s critical systems and data are not bound by perimeters but rather reside on our laptops and mobile devices. Therefore, when we think about securing our networks and systems, we must do so from the outside in – that is, from the laptop or mobile device first and then back into our data centers and server farms. We must start with personal firewalls, encrypted hard drives, A/V .dat file updates and patch management. We must ensure that the data which travels around with our mobile workforce is secured at the endpoint, as this will normally be the most vulnerable and easiest to attack. But that doesn’t mean we can forget about the core. We just have to start with our users and work our way in.
2. Reach out to Business Partners — Engaging with all the different groups within the business — from Legal to HR to Sales — early in the process of thinking about security increases the likelihood of success — not only in terms of eventual implementation of security measures, but also with regards to assurance that you’ve covered all your bases and assets.
3. Change your Communication Style — Too often physical and IT security teams are perceived as what I call, “The Department of No” — and that’s not a fun reputation to have. Nor is it likely to win you allies and advocates on the front lines where you need them most. Working collaboratively means you will be less likely to be circumvented and locked out of key decisions and forced to play catch-up.
4. Manage Risks, Not Threats — With the increase in the vector and velocity of threats, it is no longer practical to work in a threat-based model. We must move to a risk-based model where we first identify the company assets, evaluate the risks associated with those assets and then put in place controls and mitigations to protect them from the ever-increasing threat landscape. If we try to protect against all known threats, we will find ourselves always one-step behind the criminals. By focusing on the risk and implementing the right risk management program, we can ensure that our assets are properly protected regardless of the threat against them. Also, implementation of a risk management program that produces proper measures and metrics will allow you to begin putting security in business terms, which leads to the final strategy recommendation.
5. Learn to Speak ‘Business’ — One of the most important things I’ve learned is how to speak the language of my senior executives. While they may be impressed by my command of technical lingo, what they really want to know is how the money that is funding my security budget is being used — and also how precisely it is protecting the company and the bottom line. Being able to talk about what I do in terms of EBITDA and P&L has helped me have security needs woven into the fabric of decision-making.
I know that these five things have made my life as a CSO far easier. What strategies have helped you do your job more effectively?
