Category Archives: Risk Management

Tips for Writing Security Policy

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Almost all organizations dread writing security policies. When I ask people why this process is so intimidating, the answer I get most often is that the task just seems overwhelming and they don’t know where to start. But this chore does not have to be as onerous or difficult as most people think. The key is pre-planning and taking one step at a time.

First you should outline all the policies you are going to need for your particular organization. Now this step itself is what I think intimidates people most. How are they supposed to ensure that they have all the policies they should have without going overboard and burdening the organization with too many and too restrictive policies? There are a few steps you can take to answer these questions:

  • Examine existing information security policies used by other, similar organizations and open source information security policy templates such as those available at SANS. You can find these easily online. However, you should resist simply copying such policies and adopting them as your own. Just use them for ideas. Every organization is unique and security policies should always reflect the culture of the organization and be pertinent, usable and enforceable across the board.
  • In reality, you should have information security policies for all of the business processes, facilities and equipment used by the organization. A good way to find out what these are is to look at the organizations business impact analysis (BIA). This most valuable of risk management studies will include all essential business processes and equipment needed to maintain business continuity. If the organization does not have a current BIA, you may have to interview personnel from all of the different business departments to get this information.
  • If the organization is subject to information security or privacy regulation, such as financial institutions or health care concerns, you can easily download all of the information security policies mandated by these regulations and ensure that you include them in the organization’s security policy.
  • You should also familiarize yourself with the available information security guidance such as ISO 27002, NIST 800-35, the Critical Security Controls for Effective Cyber Defense, etc. This guidance will give you a pool of available security controls that you can apply to fit your particular security needs and organizational culture.
 

Once you have the outline of your security needs in front of you it is time to start writing. You should begin with broad brush stroke, high level policies first and then add detail as you go along. Remember information security “policy” really includes policies, standards, guidelines and procedures. I’ve found it a very good idea to write “policy” in just that order.

Remember to constantly refer back to your outline and to consult with the business departments and users as you go along. It will take some adjustments and rewrites to make your policy complete and useable. Once you reach that stage, however, it is just a matter of keeping your policy current. Review and amend your security policy regularly to ensure it remains useable and enforceable. That way you won’t have to go through the whole process again! 

This post by John Davis.

Hacktivism on the Rise

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With all of the attention to the Ferguson case and the new issues around the public response to the New York Police Department Grand Jury verdict, your organization should expect to be extra vigilant if you have any connection to these events. This could include supply chain/vendor relationships, locations or even staff members speaking out publicly about the issues. 

Pay careful attention to remote access logs, egress traffic and malware detections during the ongoing social focus on these issues and press coverage.

As always, if MSI can be of assistance to you in any security incident, please don’t hesitate to let us know! 

Centralization: The Hidden Trap

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Everything is about efficiency and economies of scale now days. That’s all we seem to care about. We build vast power generation plants and happily pay the electrical resistance price to push energy across great distances. We establish large central natural gas pipelines that carry most of the gas that is eventually distributed to our homes and factories. And we establish giant data centers that hold and process enormous amounts of our private and business information; information that if lost or altered could produce immediate adverse impacts on our everyday lives.

Centralization like this has obvious benefits. It allows us to provide more products and services while employing less people. It allows us to build and maintain less facilities and infrastructure while keeping our service levels high. It is simply more efficient and “cost effective”. But the “cost” that is more “effective” here is purely rated in dollars. How about the hidden “cost” in these systems that nobody seems to talk about?

What I am referring to here is the vulnerability centralization brings to any system. It is great to pay less for electricity and to avoid some of the local blackouts we used to experience, but how many power plants and transmission towers would an enemy have to take out to cripple the whole grid? How many pipeline segments and pumping stations would an enemy have to destroy to widely interrupt gas delivery? And how many data centers would an enemy need to compromise to gain access to the bulk of our important records? The answer to these questions is: not as many as yesterday, and the number becomes smaller every year.

However, I am not advocating eschewing efficiency and economies of scale; they make life in this overcrowded world better for everyone. What I am saying is that we need to realize the dangers we are putting ourselves in and make plans and infrastructure alterations to cope with attacks and disasters when they come. These kinds of systems need to have built-in redundancies and effective disaster recovery plans if we are to avoid crisis.

Common wisdom tells us that “you shouldn’t put all your eggs in one basket”, and Murphy’s Law tells us that “anything that can go wrong eventually will go wrong”. Let’s remember these gems of wisdom. That way our progeny cannot say of us: “those that ignore history are doomed to repeat it”! 

Thanks to John Davis for this post.

Mergers and Acquisitions: Look Before You Leap!

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Mergers and acquisitions are taking place constantly. Companies combine with other companies (either amicably or forcibly) to fill some perceived strategic business need or to gain a foothold in a new market. M&As are most often driven by individual high ranking company executives, not by the company as a whole. If successful, such deals can be the highpoint in a CEO’s career. If unsuccessful, they can lead to ignominy and professional doom.

Of course this level of risk/reward is irresistible to many at the top, and executives are constantly on the lookout for companies to take over or merge with. And the competition is fierce! So when they do spot a likely candidate, these individuals are naturally loath to hesitate or over question. They want to pull the trigger right away before conditions change or someone else beats them to the draw. Because of this, deal-drivers often limit their research of the target company to surface information that lacks depth and scope, but that can be gathered relatively quickly.

However, it is an unfortunate fact that just over half of all M&As fail. And one of the reasons this is true is that companies fail to gain adequate information about their acquisitions, the people that are really responsible for their successes and the current state of the marketplace they operate in before they negotiate terms and complete deals. Today more than ever, knowledge truly is power; power that can spell the difference between success and failure.

Fortunately, technology and innovation continues to march forward. MSI’s TigerTraxTM intelligence engine can provide the information and analysis you need to make informed decisions, and they can get it to you fast. TigerTraxTM can quickly sift through and analyze multiple sources and billions of records to provide insights into the security posture and intellectual property integrity of the company in question. It can also be used to provide restricted individual tracing, supply chain analysis, key stakeholder profiling, history of compromise research and a myriad of other services. So why not take advantage of this boon and “look” before you leap into your next M&A? 

This post courtesy of John Davis.

Tips for Writing Good Security Policies

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Almost all organizations dread writing security policies. When I ask people why this process is so intimidating, the answer I get most often is that the task just seems overwhelming and they don’t know where to start. But this chore does not have to be as onerous or difficult as most people think. The key is pre-planning and taking one step at a time.

First you should outline all the policies you are going to need for your particular organization. Now this step itself is what I think intimidates people most. How are they supposed to ensure that they have all the policies they should have without going overboard and burdening the organization with too many and too restrictive policies? There are a few steps you can take to answer these questions:

  • Examine existing information security policies used by other, similar organizations and open source information security policy templates such as those available at SANS. You can find these easily online. However, you should resist simply copying such policies and adopting them as your own. Just use them for ideas. Every organization is unique and security policies should always reflect the culture of the organization and be pertinent, usable and enforceable across the board.
  • In reality, you should have information security policies for all of the business processes, facilities and equipment used by the organization. A good way to find out what these are is to look at the organizations business impact analysis (BIA). This most valuable of risk management studies will include all essential business processes and equipment needed to maintain business continuity. If the organization does not have a current BIA, you may have to interview personnel from all of the different business departments to get this information. 
  • If the organization is subject to information security or privacy regulation, such as financial institutions or health care concerns, you can easily download all of the information security policies mandated by these regulations and ensure that you include them in the organization’s security policy. 
  • You should also familiarize yourself with the available information security guidance such as ISO 27002, NIST 800-35, the Critical Security Controls for Effective Cyber Defense, etc. This guidance will give you a pool of available security controls that you can apply to fit your particular security needs and organizational culture.

Once you have the outline of your security needs in front of you it is time to start writing. You should begin with broad brush stroke, high level policies first and then add detail as you go along. Remember information security “policy” really includes policies, standards, guidelines and procedures. I’ve found it a very good idea to write “policy” in just that order.

Remember to constantly refer back to your outline and to consult with the business departments and users as you go along. It will take some adjustments and rewrites to make your policy complete and useable. Once you reach that stage, however, it is just a matter of keeping your policy current. Review and amend your security policy regularly to ensure it remains useable and enforceable. That way you won’t have to go through the whole process again!

Thanks to John Davis for this post.

Three Danger Signs I Look for when Scoping Risk Assessments

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Scoping an enterprise-level risk assessment can be a real guessing game. One of the main problems is that it’s much more difficult and time consuming to do competent risk assessments of organizations with shoddy, disorganized information security programs than it is organizations with complete, well organized information security programs. There are many reasons why this is true, but generally it is because attaining accurate information is more difficult and because one must dig more deeply to ascertain the truth. So when I want to quickly judge the state of an organization’s information security program, I look for “danger” signs in three areas.

First, I’ll find out what kinds of network security assessments the organization undertakes. Is external network security assessment limited to vulnerability studies, or are penetration testing and social engineering exercises also performed on occasion? Does the organization also perform regular vulnerability assessments of the internal network? Is internal penetration testing also done? How about software application security testing? Are configuration and network architecture security reviews ever done?

Second, I look to see how complete and well maintained their written information security program is. Does the organization have a complete set of written information security policies that cover all of the business processes, IT processes and equipment used by the organization? Are there detailed network diagrams, inventories and data flow maps in place? Does the organization have written vendor management, incident response and business continuity plans? Are there written procedures in place for all of the above? Are all of these documents updated and refined on a regular basis? 

Third, I’ll look at the organization’s security awareness and training program. Does the organization provide security training to all personnel on a recurring basis? Is this training “real world”? Are security awareness reminders generously provided throughout the year? If asked, will general employees be able to tell you what their information security responsibilities are? Do they know how to keep their work areas, laptops and passwords safe? Do they know how to recognize and resist social engineering tricks like phishing emails? Do they know how to recognize and report a security incident, and do they know their responsibilities in case a disaster of some kind occurs?

I’ve found that if the answer to all of these questions is “yes”, you will have a pretty easy time conducting a thorough risk assessment of the organization in question. All of the information you need will be readily available and employees will be knowledgeable and cooperative. Conversely I’ve found that if the answer to most (or even some) of these questions is “no” you are going to have more problems and delays to deal with. And if the answers to all of these questions is “no”, you should really build in plenty of extra time for the assessment. You will need it!

Thanks to John Davis for this post.

Touchdown Task for August – Change Management Audit

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This month, we urge all infosec teams to engage in a quick 30 minute audit of your change management processes.

Here are some quick win questions to ask of the change management team:

  • How often does the change management team meet & what is the time frame for turning around a change order?
  • What percentage of actual changes to the environment went through the change process in the last 12 months?
  • Where can we locate the documents that specifically describe the change management process and when were they last revised?
  • Please describe how exceptions to the change management process are handled.
  • How are changes to the environment audited against what was provided to the change management team?
  • What happens if a change is identified that did NOT go through the change management process?

There are plenty of online guidance sources for additional questions and audit processes, but these quick wins will get you started. As always, thanks for reading and keep working on your monthly touchdown tasks. Be sure to touch base with us on Twitter (@microsolved) should you have any questions about the work plans.

3 Tips for BYOD

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I wanted to take a few moments to talk about 3 quick wins you can do to help better deal with the threats of BYOD. While much has been said about products and services that are emerging around this space, I wanted to tack back to 3 quick basics that can really help, especially in small and mid-size organizations.

1. Get them off the production networks – an easy and often cheap quick win is to stand up a wireless network or networks that are completely (logically and physically) separated from your production networks. Just giving folks an easy and secure way to use their devices at the office may be enough to get keep them off of your production networks. Back this up with a policy and re-issue reminders periodically about the “guest network”. Use best practices for security around the wifi and egress, and you get a quick and dirty win. In our experience, this has reduced the BYOD traffic on production segments by around 90% within 30 days. The networks have been built using consumer grade equipment in a few hours and with less than $500.00 in hardware.

2. Teach people about mobile device security – I know, awareness is hard and often doesn’t produce. But, it is worth it in this case. Explain to them the risks, threats and issues with business data on non-company owned devices. Teach them what you expect of them, and have a policy that backs it up. Create a poster-child punishment if needed, and you will see the risks drop for some time. Keep at it and it just might make a difference. Switch your media periodically – don’t be afraid to leverage video, audio, posters, articles and emails. Keep it in their face and you will be amazed at what happens in short term bursts.

3. Use what you already have to your advantage – There are hundreds of vendor white papers and configuration guides out there and it is quite likely that some of the technologies that you already have in place (network gear, AD Group Policy Objects, your DHCP & DNS architectures, etc.) can be configured to increase their value to you when considering BYOD policies and processes. Quick Google searches turned up 100’s of Cisco, Microsoft, Aruba Networks, Ayaya, etc.) white papers and slide decks. Talk to your vendors about leveraging the stuff you already have in the server room to better help manage and secure BYOD implementations. You might save money, and more importantly, you might just save your sanity. 🙂

BYOD is a challenge for many organizations, but it is not the paradigm shift that the media and the hype cycle make it out to be. Go back to the basics, get them right, and make rational choices around prevention, detection and response. Focus on the quick wins if you lack a long term strategy or large budget. With the right approach through rapid victories, you can do your team proud!

The Big Three

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Information security techniques certainly are improving. The SANS Top Twenty Critical Controls, for example, are constantly improving and are being adopted by more and more organizations. Also, security hardware devices and software applications are getting better at a steady rate. But the question we have to ask ourselves is: are these improvements outpacing or even keeping up with the competition? I think a strong argument can be made that the answer to that question is NO! Last year there were plenty of high profile data loss incidents such as the Target debacle. Over 800 million records were compromised that we know of, and who knows how many other unreported security breaches of various types occurred?

So how are we going to get on top of this situation? I think the starkly realistic answer to that question is that we aren’t going to get on top it. The problem is the age old dilemma of defense versus attack; attackers will always have the advantage over entrenched defenders. The attackers know where you are, what you have and how you defend it. All they have to do is figure out one way to get over, under or around your defenses and they are successful. We, on the other hand, don’t know who the attackers are, where they’re at or exactly how they will come at us. We have to figure out a way to stop them each and every time – a daunting task to say the least! Sure, we as defenders can turn the tables on the information thieves and go on the attack; that is one way we can actually win the fight. But I don’t think the current ethical and legal environment will allow that strategy to be broadly implemented.

Despite this gloomy prognosis, I don’t think we should just sit on our hands and keep going along as we have been. I think we should start looking at the situation more realistically and shift the focus of our efforts into strategies that have a real chance of improving the situation. And to me those security capabilities that are most likely to bear fruit are incident detection, incident response and user education and awareness; the Big Three. Over the next several months I intend to expand upon these ideas in a series of blog posts that will delve tactics and means, so stay tuned if this piques your interest! 

Thanks to John Davis for writing this entry.

On Complexity & Bureaucracy vs Security…

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“Things have always been done this way.” —> Doesn’t mean they will be done that way in the future, or even that this is a good way.

“We know we need to change, but we can’t find the person who can authorize the changes we need.” —> Then who will punish you for the change? Even if punishment comes, you still win, as you’ll know who can authorize the change in the future.

“We don’t have enough time, money or skills to support those controls, even though we agree they are necessary.” —>Have you communicated this to upper management? If not, why not? How high have you gone? Go higher. Try harder.

“That’s too fast for our organization, we can’t adapt that quickly.” —>Welcome to the data age. Attackers are moving faster that ever before. You better adapt or your lack of speed WILL get exploited.

In many of my clients, complexity and bureaucracy have become self re-enforcing regimes. They lean on them as a way of life. They build even more complexity around them and then prop that up with layers and layers of bureaucracy. Every change, every control, every security enhancement or even changes to make existing tools rational and effective, is met with an intense mechanism of paperwork, meetings, “socialization” and bureaucratic approvals.

While many organizations decry “change management” and “security maturity” as being at the core of these processes, the truth is, more often than not, complexity for the sake of bureaucracy. Here’s the sad part, attackers don’t face these issues. They have a direct value proposition: steal more, get better at stealing and make more money. The loop is fast and tight. It is self correcting, rapid and efficient.

So, go ahead and hold that meeting. Fill out that paperwork. Force your technical security people into more and more bureaucracy. Build on complexity. Feed the beast.

Just know, that out there in the world, the bad guys don’t have the same constraints.

I’m not against change controls, responsibility or accountability, at all. However, what I see more and more of today, are those principals gone wild. Feedback loops to the extreme. Layers and layers of mechanisms for “no”. All of that complexity and bureaucracy comes at a cost. I fear, that in the future, even more so than today, that cost will be even more damage to our data-centric systems and processes. The bad guys know how to be agile. They WILL use that agility to their advantage. Mark my words…