Internet of Toys Security


To support my firm’s corporate and social responsibility efforts, I volunteered to help NSPCC, a charity working in child protection, understand the Internet of Toys and its security and privacy implications.

I hope the efforts in this area will result in better policymaking and raise awareness among children and parents about the risks and threats posed by connected devices.

Toys are different from other connected devices not only because how they are normally used, but also who uses them.

For example, children may tell secrets to their toys, sharing particularly sensitive information with them. This, combined with often insufficient security considerations by the manufacturers, may be a cause for concern.

Apart from helping NSPCC in creating campaign materials and educating the staff on the threat landscape, we were able to suggest a high-level framework to assess the security of a connected toy, consisting of parental control, privacy and technology security considerations.

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An open source modelling toolkit for enterprise architects


Telling stories is one of the best ways to get your ideas across, especially when your audience is not technical. Therefore, as an architect, you might want to communicate in a way that can be easily understood by others.

TOGAF, for example, encourages enterprise architects to develop Business Scenarios. But what if you want to represent your concepts visually? The solution might lie in using a modelling language that meets this requirement.

ArchiMate is an open standard for such a language that supports enterprise architects in the documenting and analysing of architecture. Full alignment with aforementioned TOGAF is an added bonus.

The ArchiMate mimics constructs of the English language i.e. it has a subject, an object and a verb that refer to active, passive and behavior (action) aspects respectively. It employs these constructs to model business architecture.

To illustrate this, let’s model a specific business process using ArchiMate. Similarly to the example described in one of the whitepapers, let’s consider a stock trader registering an order on the exchange as part of the overall Place Order process.

Thinking back to the English language parallel, what does this sentence tell us? In other words, who is doing what to what?

In this scenario, a Trader (subject) places (verb) the order (object).

The diagram below illustrates how this might look like when modelled in ArchiMate.


‘Trader’, being an active element is modelled as Business Role, ‘Place Order’ as a behavior (action) element is represented as Business Process and the passive ‘Order’ itself is modelled as Business Object.

The relationship between elements carry meaning in ArchiMate too. In our example, Assign relation is used to model the ‘Trader’ performing the ‘Place Order’ action. Contrary, the interaction between ‘Place Order’ and ‘Order’ is modelled using Access relation to illustrate that the the Business Process creates the Business Object.

To put all of this into practice, you can use the Archi modelling toolkit. It’s free, open-source and support multiple platforms.

In fact, I used it to illustrate the scenario above, but it can do much more. For example, I talk about modelling SABSA architecture using ArchiMate in my other blog.

Behavioural science in cyber security

Why your staff ignore security policies and what to do about it.               

Dale Carnegie’s 1936 bestselling self-help book How To Win Friends And Influence People is one of those titles that sits unloved and unread on most people’s bookshelves. But dust off its cover and crack open its spine, and you’ll find lessons and anecdotes that are relevant to the challenges associated with shaping people’s behaviour when it comes to cyber security.

In one chapter, Carnegie tells the story of George B. Johnson, from Oklahoma, who worked for a local engineering company. Johnson’s role required him to ensure that other employees abide by the organisation’s health and safety policies. Among other things, he was responsible for making sure other employees wore their hard hats when working on the factory floor.

His strategy was as follows: if he spotted someone not following the company’s policy, he would approach them, admonish them, quote the regulation at them, and insist on compliance. And it worked — albeit briefly. The employee would put on their hard hat, and as soon as Johnson left the room, they would just as quickly remove it.  So he tried something different: empathy. Rather than addressing them from a position of authority, Johnson spoke to his colleagues almost as though he was their friend, and expressed a genuine interest in their comfort. He wanted to know if the hats were uncomfortable to wear, and that’s why they didn’t wear them when on the job.

Instead of simply reciting the rules as chapter-and-verse, he merely mentioned it was in the best interest of the employee to wear their helmets, because they were designed to prevent workplace injuries.

This shift in approach bore fruit, and workers felt more inclined to comply with the rules. Moreover, Johnson observed that employees were less resentful of management.

The parallels between cyber security and George B. Johnson’s battle to ensure health-and-safety compliance are immediately obvious. Our jobs require us to adequately address the security risks that threaten the organisations we work for. To be successful at this, it’s important to ensure that everyone appreciates the value of security — not just engineers, developers, security specialists, and other related roles.

This isn’t easy. On one hand, failing to implement security controls can result in an organisation facing significant losses. However, badly-implemented security mechanisms can be worse: either by obstructing employee productivity or by fostering a culture where security is resented.

To ensure widespread adoption of secure behaviour, security policy and control implementations not only have to accommodate the needs of those that use them, but they also must be economically attractive to the organisation. To realise this, there are three factors we need to consider: motivation, design, and culture.

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