I am excited to be recognised as one of the top security executives who have demonstrated outstanding thought leadership and business value.
The winners of the CSO30 Award “demonstrated risk and security excellence in helping guide their organisations through the challenges of COVID19, worked to secure digital transformation initiatives, strengthen security awareness and education efforts, utilize new security technologies, engage with the wider security community to share learnings, and much more.”
It’s a team effort and I’m proud to be working with great professionals helping businesses innovate while managing risks.
I’m often asked what the responsibilities of a CISO or Head of Information Security are. Regardless of the title, the remit of a security leadership role varies from organisation to organisation. At its core, however, they have one thing in common – they enable the businesses to operate securely. Protecting the company brand, managing risk and building customer trust through safeguarding the data they entrusted you with are key.
There are various frameworks out there that can help structure a security programme but it is a job of a security leader to understand the business context and prioritise activities accordingly. I put the below diagram together (inspired by Rafeeq Rehman) to give an idea of some of the key initiatives and responsibilities you could consider. Feel free to adapt and tailor to the needs of your organisation.Read the rest of this entry »
I wrote previously about how cyber insurance can be a useful addition to your risk management program.
Unlike more established insurance products, cyber doesn’t have the same amount of historical data, so approaches to underwriting this risk can vary. Models to quantify it usually rely on a number of high-level factors (the industry your organisation is in, geography, applicable regulation, annual revenue, number of customers and employees, etc.) and questions aimed at evaluating your security capabilities.
You are usually asked to complete a self-assessment questionnaire to help the underwriter quantify the risk and come up with an appropriate policy. Make sure the responses you provide are accurate as discrepancies in the answers can invalidate the policy. It’s also a good idea to involve your Legal team to review the wording.
While you can’t do much about the wider organisational factors, you could potentially reduce the premium, if you are able to demonstrate the level of security hygiene in your company that correlates with risk reduction.
To achieve this, consider implementing measures aimed at mitigating some of the more costly cyber risks. What can you do to prevent and recover from a ransomware attack, for example? Developing and testing business continuity and disaster recovery plans, enabling multi factor authentication, patching your systems and training your staff all make good sense from the security perspective. They can also save your business money when it comes to buying cyber insurance.
If possible, offer to take the underwriter through your security measures in more detail and play around with excess and deductibles. Additionally, higher cover limits will also mean higher premiums and these are not always necessary. Know what drives your business to get cyber cover in the first place. Perhaps, your organisation can’t afford to hire a full time incident response manager to coordinate the activities in the event of a breach or manage internal and external communication. These are often included in cyber insurance products, so taking advantage of them doesn’t necessarily mean you need to pay for a high limit. While it is tempting to seek insurance against theft of funds and compensation for business interruption, these can drive the premium up significantly.
It’s worth balancing the cost of the insurance with the opportunity cost of investing this sum in improving cyber security posture. You might not be able to hire additional security staff but you may be able to formulate a crisis communication plan, including various notification templates and better prepare with an incident simulation exercise, if you haven’t already. These are not mutually exclusive, however, and best used in conjunction.
Remember, risk ownership cannot be transferred: cyber insurance is not a substitute for security controls, so even the best cover should be treated as an emergency recovery measure.
I’ve been invited to speak at the CSO30 Conference today on applying behavioural science to cyber security.
I talked about the role behavioural science plays in improving cybersecurity in organisations, the challenges of applying academic theory in practice and how to overcome them.
I shared some tips on how to build the culture of security and measure the success of your security programme.
We also spoke about the differences in approaches and scalability of your security programme depending on the size and context you organisation, including staffing and resourcing constraints.
Overall, I think we covered a lot of ground in just 30 minutes and registration is still open if you’d like to watch a recording.
One of the UK’s leading research-intensive universities has selected The Psychology of Information Security to be included in their flagship Information Security programme as part of their ongoing collaboration with industry professionals.
Royal Holloway University of London’s MSc in Information Security was the first of its kind in the world. It is certified by GCHQ, the UK Government Communications Headquarters, and taught by academics and industrial partners in one of the largest and most established Information Security Groups in the world. It is a UK Academic Centre of Excellence for cyber security research, and an Engineering and Physical Sciences Research Council (EPSRC) Centre for Doctoral Training in cyber security.
Researching and teaching behaviours, risk perception and decision-making in security is one of the key components of the programme and my book is one of the resources made available to students.
“We adopted The Psychology of Information Security book for our MSc in Information Security and have been using it for two years now. Our students appreciate the insights from the book and it is on the recommended reading list for the Human Aspects of Security and Privacy module. The feedback from students has been very positive as it brings the world of academia and industry closer together.”
Dr Konstantinos Mersinas,
Director of Distance Learning Programme and MSc Information Security Lecturer.
Zero Trust is a relatively new term for a concept that’s been around for a while. The shift to remote working and wider adoption of cloud services has accelerated the transition away from the traditional well understood and controlled network perimeter.
Security professionals should help organisations balance the productivity of their employees with appropriate security measures to manage cyber security risks arising from the new ways of working.
When people talk about Zero Trust, however, they might refer to new technologies marketed by security vendors. But in my opinion, it is as much (if not more) about the communication and foundational IT controls. Effective implementation of the Zero Trust model depends on close cross departmental collaboration between IT, Security, Risk, HR and Procurement when it comes to access control, joiner-mover-leaver process, managing identities, detecting threats and more.
Device management is the foundation of an effective Zero Trust implementation. Asset inventory in this model is no longer just a compliance requirement but a prerequisite for managing access to corporate applications. Security professionals should work closely with procurement and IT teams to keep this inventory up-to-date. Controlling the lifecycle of the device from procuring and uniquely identifying it through tracking and managing changes, to decommissioning should be closely linked with user identities.
People change roles within the company, new employees join and some leave. Collaborating with HR to establish processes for maintaining the connection between device management and employee identities, roles and associated permissions is key to success.
As an example, check out Google’s implementation of the Zero Trust model in their BeyondCorp initiative.
Using abstractions to think about risks is a useful technique to identify the ways an attacker could compromise a system.
There are various approaches to perform threat modelling but at the core, it’s about understanding what we are building, what can go wrong with it and what we should do about it.
Here is a good video by SAFECode introducing the concept:
I had a lot of fun participating in a panel discussion with fellow CISOs exploring the link between cyber security and business strategy. It’s a subject that is very close to my heart and I don’t think it gets enough attention.
In the course of the debate we covered a number of topics, ranging from leveraging KPIs and metrics to aligning with the Board’s risk appetite. We didn’t always agree on everything but I believe that made the conversation more interesting.
As an added bonus, my book The Psychology of Information Security was highlighted as an example of things to consider while tackling this challenge and to improve communication.
You can watch the recording on BrightTalk.
I have been nominated for the 2020 Security Serious Unsung Hero award in the DevSecOps Trailblazer category!
Ensuring security is embedded in the development lifecycle of software, from start to finish, is pivotal in creating a more cyber secure world. This award recognises individuals who are spearheading this initiative so that the creation of applications can continue to be dynamic, without sacrificing cybersecurity.
I’m excited to make the shortlist and wish best of luck to all the contenders!
Chief Information Security Officer Workshop is a collection of on-demand videos and slide decks from Microsoft aimed to help CISOs defend a hybrid enterprise (that now includes cloud platforms) from increasingly sophisticated attacks.