Tag Archives: security leadership

Why PE & VC Firms Need vCISO Services to Secure and Boost Portfolio Performance

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Private Equity (PE) and Venture Capital (VC) firms face growing pressure to protect their investments from cyber threats. Whether it’s a high-profile data breach or tightening regulatory requirements like SOC2 compliance, the stakes are higher than ever. Yet, many portfolio companies—especially those in growth stages—often lack the internal expertise and resources to maintain a robust cybersecurity posture. This reality presents a significant risk, not only to the individual companies but also to the broader investment portfolio.

VCISO2Enter the vCISO (virtual Chief Information Security Officer) service from MicroSolved—a game-changer for PE and VC firms looking to secure their portfolios without the overhead of a full-time hire. With vCISO services, firms gain access to seasoned security professionals who provide expert leadership, tailor-made strategies, and proactive risk management to meet the unique needs of portfolio companies.

The Value Proposition: Why MicroSolved’s vCISO Services Make Sense

MicroSolved’s vCISO services deliver high-value, flexible security solutions tailored to the needs of PE and VC firms. These services provide leadership and strategic oversight, ensuring that portfolio companies not only meet compliance obligations but also build a strong cybersecurity foundation that supports business growth. The best part? Firms can access top-tier security expertise without the need to hire a full-time, expensive CISO.

Here are the key benefits that PE and VC firms can expect from embracing vCISO services:

Key Benefits for PE and VC Firms

Tailored Security Assessments

One of the primary challenges that PE and VC firms face is the variability in cybersecurity maturity across their portfolio companies. Some companies may have developed a decent security posture, while others might be lagging dangerously behind. MicroSolved’s vCISO services provide tailored security assessments for each portfolio company. These assessments identify potential vulnerabilities early, significantly reducing the risk of costly breaches or fines.

Each company’s risk profile, industry, and specific challenges are considered, allowing for customized security strategies that target the most pressing vulnerabilities. This targeted approach not only enhances each company’s security posture but also safeguards the overall portfolio.

Enhanced Compliance

Regulatory compliance is a growing concern for both investors and portfolio companies, especially as frameworks like SOC2 become standard expectations. Non-compliance can lead to significant financial penalties and reputational damage, making it a critical area of focus.

MicroSolved’s vCISO services ensure that each company in the portfolio is aligned with necessary regulatory requirements. The vCISO team can seamlessly integrate cybersecurity practices into existing governance structures, streamlining audit processes, and ensuring smooth regulatory reviews. By centralizing compliance efforts across the portfolio, PE and VC firms can minimize legal risks while strengthening their companies’ market positions.

Operational Efficiency

Cybersecurity isn’t just about protecting data—it’s also about ensuring that business operations run smoothly. Downtime caused by breaches, ransomware, or other cyber incidents can halt operations and drain resources. A well-implemented cybersecurity program, driven by vCISO services, goes beyond protecting data to actively improve operational efficiency.

By aligning cybersecurity practices with overall business objectives, the vCISO service ensures that portfolio companies can scale without being derailed by cyber threats. Companies can avoid productivity losses due to security incidents and focus on their core missions—growing the business.

Risk Mitigation and Crisis Management

In today’s threat landscape, it’s not a question of if a cyberattack will happen, but when. PE and VC firms need a proactive approach to mitigate risks before they become full-blown crises. MicroSolved’s vCISO services offer 24/7 monitoring, proactive threat detection, and comprehensive incident response plans to minimize the impact of cyberattacks across portfolio companies.

Moreover, by establishing cybersecurity best practices across the portfolio, PE and VC firms ensure long-term resilience. This resilience is critical as threats continue to evolve, and a strong cybersecurity foundation will serve as a bulwark against future attacks.

Boost in Investor Confidence

Investors and Limited Partners (LPs) are increasingly focused on cybersecurity as a key indicator of portfolio stability. A robust cybersecurity strategy not only protects the companies in the portfolio but also enhances investor confidence. LPs are more likely to trust a PE or VC firm that demonstrates a commitment to securing their investments from cyber threats.

Additionally, companies with strong security postures are often more attractive for exits, IPOs, and acquisitions. A proven cybersecurity strategy not only reduces the risks associated with portfolio companies but can also increase firm valuations, positioning companies for successful exits and long-term success.

Conclusion

The cybersecurity landscape is growing more complex, and the risks facing PE and VC firms are greater than ever. To protect their investments, drive growth, and enhance portfolio performance, these firms must prioritize cybersecurity across their holdings. MicroSolved’s vCISO services provide a cost-effective, flexible, and expert solution for achieving these goals.

By offering tailored cybersecurity assessments, enhancing compliance, improving operational efficiency, mitigating risk, and boosting investor confidence, vCISO services deliver the strategic support needed to secure portfolio companies and position them for long-term success.

More Information

If you’re ready to protect and enhance the value of your portfolio, contact MicroSolved today to explore how our vCISO services can deliver tailored cybersecurity solutions. Secure your portfolio, ensure regulatory compliance, and position your investments for sustainable growth. You can reach us at +1.614.351.1237 or via email at info@microsolved.com. Get in touch now for a no-stress discussion about matching our capabilities and your needs. 

 

 

 

* AI tools were used as a research assistant for this content.

Choosing the Right vCISO Solution for Your Company

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Companies today face increasingly complex cybersecurity challenges that call for expert guidance and comprehensive strategies. Navigating through the myriad of cyber threats without a dedicated security leader is a risk few businesses can afford. However, for startups and mid-sized businesses, where resources are often limited, appointing a full-time Chief Information Security Officer (CISO) might be infeasible. This is where a vCISO, or virtual/fractional CISO, becomes a game-changer.

A vCISO offers flexibility and cost-effectiveness, presenting a practical choice for organizations that require expert guidance but have budgetary constraints. With a vCISO, you get the benefits of a chief information security officer’s expertise without the overhead costs associated with a full-time executive. By offering hourly rates or project-based fees, vCISO services provide budget-friendly options tailored to your company’s specific needs.

Startups and medium-sized enterprises can particularly benefit from the rich, diversified experience a vCISO brings—insights forged from working with multiple companies across various industries. For businesses aiming to strengthen their existing security teams or to define security policies and risk assessments, a vCISO can provide valuable support. They can guide the development of effective security strategies tailored to an organization’s risk profile and operational scale.

For organizations in dynamic threat environments or heavily regulated industries where security requirements are stringent, a vCISO’s expertise can be of paramount importance. Moreover, a vCISO can become a valuable asset to your executive team by ensuring that security practices comply with the latest regulations and industry standards.

Overall, if you’re looking to enhance your cybersecurity posture and efforts without committing to a full-time executive, a vCISO could be the key to achieving your long-term strategic security goals.

Factors to Consider When Selecting a vCISO Provider

Identifying the right vCISO provider necessitates a thorough evaluation of several crucial factors:

  • Industry Experience: It’s vital to choose a vCISO with experience relevant to your sector. Familiarity with industry-specific challenges and compliance mandates ensures the vCISO will devise security solutions apt for your unique landscape.
  • Expertise and Track Record: Scrutinize the vCISO’s range of skills and their history with past clients. A well-rounded security expert with a proven record in risk management and security operations adds significant value.
  • Cost-Effectiveness: Consider the pricing model carefully. Whether it’s an hourly rate or project-based fee, the vCISO services should align with your financial constraints while delivering high-quality expertise.
  • Company Culture Fit: A vCISO should be able to integrate seamlessly with your organization, communicating across various departments effectively and influencing a robust security culture.
  • Peer Recommendations: Leverage your network to get insights into potential vCISOs. References from other business leaders and cybersecurity professionals can guide you to a provider that will offer the best balance of quality and cost.

Evaluating the Experience and Expertise of Potential vCISOs

The proficiency of a vCISO is underpinned by extensive experience and expertise in the cybersecurity domain. Potential vCISOs should have a wealth of knowledge in constructing and managing a cybersecurity program robust enough to shield against evolving threats. Here’s what to assess:

  • Program Development: Gauge whether the vCISO has experience in developing cybersecurity programs that are both strategic and practical in application.
  • Risk Management: It’s critical that a vCISO can identify, evaluate, and mitigate risks, ensuring your organization is prepared for potential security incidents.
  • Compliance Knowledge: A competent vCISO needs to be abreast of legal standards like GDPR, HIPAA, or PCI DSS, guaranteeing your business meets necessary regulatory demands.
  • Specialized Training and Resources: Look for certifications and training that verify their expertise, such as CISSP, CISM, or CCISO.
  • Being meticulous during the evaluation process will help you find a vCISO who not only possesses the right skills but can also translate complex security matters into strategic business decisions effectively.

Aligning Your Company’s Security Requirements with a vCISO’s Skill Set

The ultimate goal of hiring a vCISO is to address your company’s specific security needs through strategic, informed guidance. Here are the steps to ensure a vCISO’s skills align with your requirements:

  • Certifications and Business Acumen: Ensure the vCISO has relevant certifications coupled with a deep understanding of business strategies and objectives.
  • Availability and Communication: The vCISO should be accessible and possess the communication skills necessary to articulate complex security issues across all levels of the company.
  • Industry-specific Knowledge: Confirm the vCISO’s experiences dovetail with your sector’s demands, delivering cybersecurity advice that is both applicable and actionable.

Choosing the right vCISO involves careful consideration of these factors, ultimately finding someone who will be a formidable inner defense against potential security risks while also helping to grow and mature your company’s overall cybersecurity efforts.

To learn more about MicroSolved’s vCISO offerings, capabilities, and options, drop us a line (info@microsolved.com) or give us a call (614.351.1237). We look forward to speaking with you! 

 

 

* AI tools were used in the research and creation of this content.

Cybersecurity Unleashed: Mastering Digital Threats with a Virtual CISO (vCISO)

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What is a Virtual CISO (vCISO)

A Virtual Chief Information Security Officer (vCISO) is an outsourced cybersecurity professional who provides strategic security leadership and guidance to organizations. This role is filled by an experienced individual who brings a deep understanding of cybersecurity best practices, compliance regulations, and risk management strategies. The vCISO works with the organization to develop and implement security policies, assess and mitigate security risks, and provide ongoing support and expertise to ensure the organization’s data and systems are adequately protected. This arrangement allows organizations to access high-level cybersecurity expertise without the cost of hiring a full-time CISO, making it a cost-effective and efficient solution for businesses of all sizes. The vCISO also offers flexibility, allowing organizations to scale their security needs as they grow and evolve. Overall, a vCISO provides the critical security leadership and expertise necessary to protect an organization’s digital assets and reputation in today’s complex threat landscape.

Benefits of Hiring a vCISO

Hiring a vCISO brings numerous benefits to a company’s cybersecurity strategy. They offer expertise in cybersecurity, bringing a deep understanding of best practices and the latest threats. Their flexibility allows them to adapt to the company’s specific needs, scaling their services as required. This makes them a cost-effective solution compared to hiring a full-time CISO.

vCISOs also bring increased focus on security, as their sole responsibility is to ensure the company’s protection from cyber threats. Additionally, their wide perspective gained from working with different businesses allows them to bring valuable insights and innovative solutions to the table. Overall, hiring a vCISO provides companies with the specialized cybersecurity expertise needed to navigate the complex and ever-changing threat landscape, while also being a cost-effective, flexible, and focused solution.

Potential Risks & Threats

As a technical manager, it’s important to understand and address potential risks and threats in order to maintain the security and integrity of our technology systems. By identifying and mitigating these potential issues, we can proactively protect our organization from potential harm and maintain the functionality of our systems.

In today’s rapidly evolving technological landscape, potential risks and threats are constantly emerging. These can include cybersecurity threats such as hacking, phishing, and malware attacks, as well as physical risks such as natural disasters and power outages. Additionally, risks related to data loss, system failures, and unauthorized access must also be taken into consideration. It’s imperative for technical managers to stay vigilant and implement strong security measures to protect against these potential risks and threats. Regular risk assessments, robust security protocols, and a strong incident response plan are essential components in maintaining the resilience and security of our technology systems.

Traditional Security Posture

Traditional security posture in financial institutions is facing significant challenges in protecting client data and finances. With the increasing sophistication of cyber threats, data security has become a critical concern. Financial institutions need to prioritize risk management and mitigation efforts to effectively address these challenges. This requires an individual to oversee these efforts and create a robust security strategy that can adapt to evolving threats..

Understanding Potential Threats and Risks

Businesses face potential threats and risks in terms of cybersecurity attacks, including the hidden risks of lacking internal accountability and the involvement of internal actors in data breaches. A vCISO, backed by a hands-on team, can help in identifying and mitigating potential threats before they become major incidents. The vCISO will assess vulnerabilities and potential risks in the organization’s IT infrastructure and data, including insider threats, phishing attacks, and inadequate security protocols. They will also introduce a risk management strategy to prevent cybersecurity incidents from occurring, such as implementing robust access controls, regular security audits, and employee training. By proactively addressing potential threats and risks, businesses can strengthen their cybersecurity defenses and protect sensitive information from unauthorized access or exploitation.

Limited Resources for Cybersecurity Programs

Small-to-medium-sized businesses (SMBs) often face challenges and limitations when it comes to implementing cybersecurity programs due to their limited resources. These limitations include budget constraints, lack of dedicated IT staff, and limited access to advanced security technologies. As a result, SMBs are often unable to invest in complex and comprehensive cybersecurity solutions.

It is crucial to understand the unique cybersecurity needs of SMBs and develop tailored cybersecurity plans to address these limitations. A one-size-fits-all approach is not suitable for SMBs, as their resources and capabilities are different from larger enterprises. A tailored cybersecurity plan for SMBs should focus on cost-effective solutions, employee training, and leveraging managed security services to augment their internal capabilities.

Understanding the challenges and limitations faced by SMBs in implementing cybersecurity programs is essential for developing effective and realistic security strategies that meet their specific needs and limitations. By addressing these unique challenges, SMBs can enhance their cybersecurity posture without overburdening their resources.

Establishing a Cybersecurity Program & Strategy

Introduction: Establishing a strong cybersecurity program and strategy is essential for protecting the organization’s sensitive information and assets from emerging cyber threats. This involves implementing comprehensive security measures and protocols to safeguard against potential attacks and mitigating risks to the business.

When establishing a cybersecurity program and strategy, it is crucial to begin with a thorough assessment of the organization’s current security posture. This involves identifying vulnerabilities, understanding potential threat vectors, and evaluating existing security controls to determine areas of improvement.

Once the assessment is completed, the next step is to define a clear cybersecurity strategy that aligns with the organization’s goals and risk tolerance. This involves setting objectives, establishing policies and procedures, and defining key performance indicators to measure the effectiveness of the program.

A critical component of a cybersecurity program is implementing robust security technologies such as firewalls, intrusion detection systems, and encryption tools to protect the organization’s network and data. Additionally, regular security awareness training for employees is essential to promote a culture of security within the organization.

Finally, continuous monitoring and assessment of the cybersecurity program is vital to ensure ongoing effectiveness and to adapt to evolving threats. Regular audits, risk assessments, and incident response drills help to identify and address any potential weaknesses in the security infrastructure.

Developing a Comprehensive Security Plan & Goals

Developing a comprehensive security plan involves first assessing the organization’s IT needs, operational factors, and potential threats through a risk assessment. Based on these findings, specific security goals are set. Decision-making on security solutions, configuration, and organizational processes and policies is critical in achieving these goals. Additionally, the potential use of a vCISO for security program strategy decisions may be considered to ensure a strong and effective security plan. Key factors to consider in developing the plan include addressing immediate security needs, implementing proactive security measures, and continually evaluating and adjusting the plan as needed. Flexibility and agility are important in responding to evolving security threats.

Creating Policies & Frameworks to Mitigate Risk

In order to mitigate risk within financial institutions handling sensitive customer data, it is crucial to establish robust policies and frameworks. This involves implementing a comprehensive risk management strategy, security frameworks, incident response plans, and ensuring regulatory compliance.

The first step is to conduct a thorough risk assessment of the organization’s IT infrastructure, applications, and data. This involves identifying potential vulnerabilities and creating a strategy to prevent cybersecurity incidents. Security frameworks, such as ISO 27001, CIS CSC, or NIST Cybersecurity Framework, can be used as a guide to establish best practices for managing risk and improving overall security posture.

Incident response plans are also critical in mitigating risk, as they outline the steps to be taken in the event of a security breach. Additionally, ensuring compliance with regulatory requirements, such as GDPR or PCI-DSS, is essential to prevent legal and financial implications.

By implementing these policies and frameworks, financial institutions can effectively mitigate risk and protect sensitive customer data.

Addressing Regulatory Requirements for Compliance

Our business is subject to a variety of cybersecurity regulations and compliance frameworks, including SEC, NYDFS, HIPAA, CMMC, FINRA, NIST, CIS, SOC2, and ISO27001. To ensure compliance and stay up-to-date with the latest government policies and regulations, including PCI-DSS, ISO 27001, GDPR, and other NIS regulations, we are exploring the option of hiring a virtual Chief Information Security Officer (vCISO). A vCISO can help us navigate the complex landscape of cybersecurity regulations and provide expertise in implementing and maintaining security measures to meet these requirements. By leveraging the knowledge and experience of a vCISO, we can ensure that our business is compliant with all relevant regulations and frameworks, minimizing the risk of non-compliance issues. This proactive approach will also enable us to stay ahead of evolving cybersecurity regulations and make informed decisions to protect our organization.

Leveraging Expertise in Creating an Effective Security Team

As a technical manager, leveraging expertise in creating an effective security team is crucial for maintaining a secure and protected environment for the organization’s digital assets. By understanding the importance of leveraging the skills and knowledge of team members, it becomes possible to build a strong and efficient security team that is capable of analyzing and addressing potential threats effectively. This can include identifying and resolving vulnerabilities, implementing robust security measures, and responding to security incidents in a timely manner. The following headings will explore key strategies for leveraging expertise in creating an effective security team, including recruiting and retaining top talent, fostering a culture of collaboration and continuous learning, and utilizing the latest technologies and best practices in the field of cybersecurity.

Creating an In-House Security Team vs. Outsourced vCISO Services

Creating an in-house security team requires hiring and training staff, establishing processes and procedures, and investing in technology and infrastructure. This approach offers greater control and visibility over security operations, but it can be costly and time-consuming, and may be challenging to attract and retain top talent.

Outsourced vCISO services provide scalable and flexible expertise, allowing organizations to access specialized skills and experience without the overhead of hiring full-time employees. MicroSolved, for example, offers virtual CISO services that specifically cater to the unique cybersecurity needs of higher education institutions.

Key responsibilities of a virtual CISO include developing and implementing security strategies, conducting risk assessments, and ensuring regulatory compliance. The advantages of working with a vCISO include cost-effectiveness, access to a broad range of expertise, and the ability to quickly scale resources as needed.

In contrast, an in-house security team may have more immediate visibility and control, but it requires significant investment in hiring, training, and technology, and may not always have access to the same breadth of expertise as an outsourced service.

Allocating Resources & Prioritizing Security Goals

To allocate resources and prioritize security goals, start by evaluating the organization’s IT needs, potential threats, and the results of a risk assessment. Consider the specific security solutions and tools that need to be implemented to address the identified risks. This may include investment in firewall systems, intrusion detection systems, encryption tools, and security awareness training for employees.

Develop and implement security policies and procedures to ensure that security measures are consistently applied across the organization. This may involve defining access controls, data encryption standards, incident response procedures, and regular security assessments.

Prioritize security goals based on the severity of potential threats and the impact they could have on the organization. Allocate resources accordingly to address the most critical security needs first.

Regularly review and update security goals and resource allocation based on changes in the organization’s IT environment, emerging threats, and the effectiveness of existing security measures.

Building the Right Team to Execute on your Cybersecurity Strategy

Building the right cybersecurity team is crucial to effectively execute on our cybersecurity strategy. Key roles include a virtual CISO to provide strategic leadership and expertise, IT security team members with technical skills in areas such as network security, incident response, and vulnerability management, and compliance specialists to ensure adherence to regulations and standards.

A diverse team with a range of knowledge and skill sets is essential for handling the various aspects of information security, compliance, and risk management. This includes expertise in areas such as cloud security, encryption, and secure coding practices.

Having a strong cybersecurity team is vital for identifying and mitigating security threats, ensuring compliance with industry regulations, and managing risk effectively. With the right team in place, we can confidently protect our organization’s data and systems from potential cyber threats.

Leveraging the Right Skillset & Expertise for Your Organization’s Needs

In today’s complex and rapidly evolving cybersecurity landscape, it is crucial for organizations to leverage the right skillset and expertise to ensure their security needs are met effectively. Working with a vCISO provider can offer access to a team of cybersecurity professionals with the necessary knowledge, experience, and resources to develop and implement a comprehensive cybersecurity program tailored to the specific needs of the organization.

A vCISO provider can provide expertise in areas such as risk management, threat intelligence, incident response, and compliance, allowing the organization to benefit from a high level of specialized knowledge without the need to hire multiple in-house experts. This flexible approach also allows for scalability as the organization’s cybersecurity needs evolve over time.

By partnering with a vCISO provider like MicroSolved, organizations can better navigate the challenges of the cybersecurity landscape and ensure that their security strategy is up-to-date, robust, and effective. With the right skillset and expertise in place, organizations can proactively address potential threats and mitigate risks effectively.

 

* Just to let you know, we used some AI tools to gather the information for this article, and we polished it up with Grammarly to make sure it reads just right!

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…  

Business Impact Analysis: A Good Way to Jumpstart an Information Security Program

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Is your organization’s information security program stuck in the era of perimeter firewalls and anti-virus software? Are you a Chief Information Security Officer or IT Manager stuck with the unenviable task of bringing your information security program into the 21st Century? Why not start the ball rolling with a business impact analysis (BIA)? It will provide you with a wealth of useful information, and it takes some of the weight from your shoulders by involving every business department in the organization.

BIA is traditionally seen as part of the business continuity process. It helps organizations recognize and prioritize which information, hardware and personnel assets are crucial to the business so that proper planning for contingency situations can be undertaken. This is very useful in and of itself, and is indeed crucial for proper business continuity and disaster recovery planning. But what other information security tasks can it help you with?

When MSI does a BIA, the first thing we do in issue a questionnaire to every business department and management function in the organization. These questionnaires are completed by the “power users” of the organization who are typically the most experienced and knowledgeable personnel in the business. This means that not only do you get the most reliable information possible, but that one person or one small group is not burdened with doing all of the information gathering. Typical responses include (but are not limited to):

  • A list of every business function each department undertakes
  • All of the hardware assets needed to perform each business function
  • All of the software assets needed to perform each business function
  • Inputs needed to perform each business function and where they come from
  • Outputs of each business function and where they are sent
  • Personnel needed to perform each business function
  • Knowledge and skills needed to perform each business function

So how does this knowledge help jumpstart your information security program as a whole? First, in order to properly protect information assets, you must know what you have and how it moves. In the Top 20 Critical Controls for Effective Cyber Defense, the first control is an inventory of devices and the second control is an inventory of software. The BIA lists all of the hardware and software assets needed to perform each business function. So in effect you have your starting inventories. This not only tells you what you need, but is useful in exposing assets wasting time and effort on your network that are not necessary; if it’s not on the critical lists, you probably don’t need it. 

In MSI’s own 80/20 Rule of Information Security, the first requirement is not only producing inventories of software and hardware assets, but mapping of data flows and trust relationships. The inputs and outputs listed by each business department include these data flows and trust relationships. All you have to do is compile them and put them into a graphical map. And I can tell you from experience; this is a great savings in time and effort. If you have ever tried to map data flows and trust relationships as a stand-alone task, you know what I mean!

Another security control a BIA can help you implement is network segmentation and enclaving. The MSI 80/20 Rule has network enclaving as their #6 control and the Top 20 controls include secure network engineering as their #19 control. The information from a good BIA makes it easy to see how assets are naturally grouped, and therefore the best places to segment the network.

How about egress filtering? Egress filtering is widely recognized as one of the most effect security controls in preventing large scale data loss, and the most effective type of egress filtering employs white listing. White listing is typically much harder to tune and implement than black listing, but is very much more effective. With the information a BIA provides you, it is much easier to construct a useful white list; you have what each department needs to perform each business function at your fingertips.

Then there is skill and security training. The BIA tells you what information users need to know to perform their jobs, so that helps you make sure that personnel are trained correctly and in enough depth to deal with contingency situations. Also, knowing where all your critical assets lie and how they move helps you make sure you provide the right people with the right kind of security training.

And there are other crucial information security mechanisms that a BIA can help you with. What about access control? Wouldn’t knowing the relative importance of assets and their nexus points help you structure AD more effectively? And there is physical security. Knowing where the most crucial information lies and what departments process it would help you set up internal secure areas, wouldn’t it? What other information useful to setting up an effective information security program can you think of that is included in a proper BIA?

Thanks to John Davis for writing this post.

Three Ways to Help Your Security Team Succeed

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Over the years, I have watched several infosec teams grow from inception to maturity. I have worked with managers, board members and the front line first responders to help them succeed. During that time I have keyed in on three key items that really mean the difference between success and failure when it comes to growing a teams’ capability, maturity and effectiveness. Those three items are:

  • Cooperative relationships with business units – groups that succeed form cooperative, consultative relationships with the lines of business, other groups of stakeholders and the management team. Failing teams create political infighting, rivalry and back stabbing. The other stakeholders have to be able to trust and communicate with the infosec team in order for the security team to gain wisdom, leverage and effective pro-active traction to reform security postures. If the other teams can’t trust the security folks, then they won’t include them in planning, enforce anything beyond the absolute minimum requirements and/or offer them a seat at their table when it comes time to plan and execute new endeavors. Successful teams operate as brethren of the entire business, while failing teams either play the role of the “net cop” or the heavy handed bad guy — helping neither themselves, their users or the business at large.
  • Embracing security automation and simplification – groups that succeed automate as much of the heavy lifting as possible. They continually optimize processes and reduce complex tasks to simplified ones with methodologies, written checklists or other forms of easy to use quality management techniques. Where they can, they replace human tasks with scripting, code, systems or shared responsibility. Failing teams burn out the team members. They engage in sloppy processes, tedious workflows, use the term “we’ve always done it this way” quite a bit and throw human talent and attention at problems that simple hardware and software investments could eliminate or simplify. If you have someone “reading the logs”, for example, after a few days, they are likely getting less and less effective by the moment. Automate the heavy lifting and let your team members work on the output, hunt for the bad guys or do the more fun stuff of information security. Fail to do this and your team will perish under turnover, malaise and a lack of effectiveness. Failing teams find themselves on the chopping block when the business bottom line calls for reform.
  • Mentoring and peer to peer rotation – groups that succeed pay deep attention to skills development and work hard to avoid burn out. They have team members engage in mentoring, not just with other security team members, but with other lines of business, stakeholder groups and management. They act as both mentors and mentees. They also rotate highly complex or tedious tasks among the team members and promote cross training and group problem solving over time. This allows for continuous knowledge transfer, fresh eyes on the problems and ongoing organic problem reduction. When innovation and mentoring are rewarded, people rise to the occasion. Failing groups don’t do any of this. Instead, they tend to lock people to tasks, especially pushing the unsexy tasks to the low person on the totem pole. This causes animosity, a general loss of knowledge transfer and a seriously bad working environment. Failing teams look like security silos with little cross training or co-operative initiatives. This creates a difficult situation for the entire team and reduces the overall effectiveness for the organization at large.

Where does your team fit into the picture? Are you working hard on the three key items or have they ever been addressed? How might you bring these three key items into play in your security team? Give us a shout on Twitter (@microsolved or @lbhuston) and let us know about your successes or failures. 

Thanks for reading, and until next time, stay safe out there! 

IT/OT/Business Integration Insights from ComEd

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Background:

For several years now I have been working with utility companies, and other critical infrastructure organizations particularly focused on Industrial Control Systems (ICS) and Operations Technology (OT) solutions such as SCADA. During that time, one of the most common issues that our customers and the folks who attend our Security Summit every Fall discuss with us revolves around a lack of communication, engagement and ultimately cooperation between ICS engineers, along with Operations staff and the more traditional enterprise focused IT teams. In many cases, this is often expressed as the number one issue that the organization faces.

 

A few years ago, I began asking around the community who might have a solution to this problem. Several people pointed me in the direction of Commonwealth Edison Co. (ComEd), the electric utility in Illinois, which led me eventually to a gentleman named Mark Browning. Through a mutual business partner, I asked to be introduced to Mark, and during that introduction, asked  if he would agree to discuss this problem and the methods ComEd has used to tackle it. Thankfully, Mark and his team agreed. What follows is a summary of the information I gathered from several email interviews and time spent with Mark on the phone.

 

A Bit About Mark:

The first thing you should know is that Mark is a seasoned veteran of the ICS and OT world. He has spent an entire career working in IT, Operations Support and other functions in the ComEd utility. He is, by his own admission, an “old school SCADA” guy. Over the years he has moved from designing and implementing ICS and OT systems through the ranks of  OT application support and eventually into a leadership position where he oversees both traditional IT and the OT teams. It is this experience, along with the commitment, passion and wisdom of the entire ComEd team that make them successful at tackling what seems to be such an industry wide problem.

 

A Bit About ComEd and Exelon:

ComEd is an energy delivery company providing electric transmission and distribution services in the northern 3rd of Illinois, including the Chicago metropolitan area. Exelon Corporation is the parent company of ComEd. As part of Information Technology, Mark and his team work for a corporate shared services group, Exelon Business Services Company.  Mark’s Utility Solutions team  is responsible for the successful implementation and management of IT and OT architectures across and throughout the utility lines of business of ComEd. Embedded in the ComEd business to be close to their counterparts, Mark and his team are directly focused on the success of the business and on providing support to each of those business lines of his customers. This client focused business model is one of the things that Mark credits with keeping his team actively engaged with his business partners and not just supporting requests – thus truly empowering each of the lines of business.

 

This organizational design creates a system of centralized leadership for IT and OT technologies. Acting as a centralized technology group, Utility Solutions is responsible for service levels across all business functions. By design, this creates a direct chain of responsibility to each of the lines of business, and makes technology success fully dependent on the success of each line of business. Mark says this level of integration fully supports solving the lack of engagement problem.

 

How Does It Work at ComEd?:

Mark and his team shared that the strength of engagement between the IT and Business teams stems from a program created more than 10 years ago. They call it the “client engagement model”. Basically, it is a process of fully embedding IT alongside the lines of business. While IT and the Business perform their respective roles, they also collaborate heavily to achieve common objectives. This has created an atmosphere of respect and trust between groups who are comfortable with the shared vision of business goals and an open architecture roadmap to support those goals both short and long-term.

 

In order to cement and maintain that trust between the lines of business and the technology teams, all projects require co-sponsorship and co-leadership. Representatives work directly with their embedded team members in order to create, lead, implement and manage the projects required to build each line of business. Mark’s team members emphatically shared, via a variety of emails, how much easier it makes the job of doing IT well using this approach. They raved about their relationships with the lines of business, with their business focused teammates and with the upper management and leadership of their organization. In particular, many of them commented on how refreshing it was to get to see the technology products that they created actually in use in the business and serving the needs of the end users.

 

It should be noted that such trust between technology teams and lines of business would be nearly impossible to build were it not for a laser-like focus on business problems. Team members with strong technical skills must interface directly with business team members who have strong organizational and communication skills. The problems of the business must be clearly and concisely expressed between the teams and there must be full integration between technology teams and the lines of business. Mark credits much of the success of this program with the embedded nature, that is putting IT and OT people directly in everyday contact with their business partners focused on each line of business.

 

What Can You Do?:

I asked Mark what lessons could be learned from the ComEd approach. In order to help other folks who might not have 10 years of  inertia behind them, I asked Mark what are the key things he would do to apply a similar program to a new organization just beginning to tackle this problem. Mark shared with me the following four key undertakings:

  • Immediately and fully embed and co-locate the IT staff with the business staff members . Ensure that all projects begin to be co-led by a member of the IT team and the business team. Make both of the teams directly responsible for the success of projects.
  • Increase cross training and shared knowledge between the two groups who are now embedded together. Make sure that you are hiring great leaders, and where possible, hire from within the lines of business. Consider functional swaps, where traditional IT staff members temporarily swap positions with business team members. This system of functional swaps often leads to rapid cross communication and knowledge sharing between teams on both a functional and personal level.
  • Hammer home the idea of customer facing trust and co-working communications. Active engagement must occur at all levels for maximum success.  From VP to individual contributor, the IT and business teams must challenge their counterparts by being both advocates and challengers.  Include a shared mission message along the lines of “we must work together because our customers expect us to do so”. Make this mantra a part of everyday life for all team members.
  • Greatly increase the amount of coaching and management level engagement across the now embedded teams. Especially engage in ongoing training for technical team members to see, feel and engage in business operations. Encourage opportunities for the business to directly demonstrate how technology products support both the business and the customer. Clearly demonstrate the benefits to both teams of working together to provide value to the customer.

 

The Payoff:

Lastly, I asked Mark about the payoff for organizations who successfully increase the cooperation and engagement of their IT and business teams. Mark and I both agreed that as the convergence between information technologies and utility delivery mechanisms increase, so too does the importance of integrating these teams.  Essentially, Mark believes that IT has quite a bit to bring to the table.  “IT will become the engine of the utility.”, says Mark. While we both  agree that security remains a risk that we are carrying, convergence and automation will create a unique opportunity to work together to protect and support both the goals of the business,  the desires of the customer and the public at large. With technologies like smart grid on the horizon, those organizations that can effectively conquer the problem of IT and business engagement will be the leaders for the utility markets of the future.

 

Thanks:

I would like to thank Mark and the teams at both ComEd and Exelon for their willingness to discuss their program and to help others with one of the biggest problems many organizations face today. I hope you enjoyed learning from their experiences, and both Mark and I hope that it helps your organization. As always, thanks for reading and until next time, stay safe out there!

CSO Online Interview

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Our founder & CEO, Brent Huston (@lbhuston) just had a quick interview with CSO Online about the Gauss malware. Look for discussions with Brent later today or tomorrow on the CSO site. Our thanks to CSO Online for thinking of us!

Update 1: The article has been posted on CSO Online and you can find it here. 

Brent would also like to point out that doing the basics of information security, and doing them well, will help reduce some of the stomach churning, hand wringing and knee-jerk reactions to hyped up threats like these. “Applying the MSI 80/20 Rule of InfoSec throughout your organization will really give folks better results than trying to manage a constant flow of patches, updates. hot fixes and signature tuning.” Huston said.

April Virtual Event MP3 Available – Selling Security to Upper Management

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We are pleased to announce the availability of the MP3 from last month’s virtual event that covered the selling of security to upper management.

We got great feedback on the event and plan to continue our monthly virtual presentations. If there are topics you would like to see us cover or want us to dig into, please drop us a line or comment.

The slides for this presentation are available here.

The MP3 is available here.

Thanks again for spending time with us. We really love working with each and every one of you!

Security Team Leadership Matters

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Leading a team of security technicians can be a tough job, but in most corporations the manager of the team must also be an evangelist. The task of leading a security team often requires that the leader have a vision of the goals of the team and is capable of “selling” that vision both to upper management and the user base of the entire organization. Since many teams are led by technicians who have ascended through the ranks, they often have limited understanding of management needs and marketing approaches.

If you are such a security manager, here are a few tips to help you get started. The first one is a quick list of required reading. Leading the team means being a management consultant and an evangelist. To help strengthen or develop these skills, check out a couple of these titles:

The Macintosh Way by Guy Kawasaki – this is the Bible of evangelism from one of the greatest evangelists of the silicon age

The Idea Virus by Seth Godin – this book’s insight is the basis for viral marketing and can be a powerful tool for selling ideas inside of an organization, all of Seth’s work is great and could be helpful

A book about corporate structure and management goals – these are easy to come by and can vary by industry and organization type but a quick Amazon.com search is likely to reveal several that fit the needs

It is essential and critical that security team managers and leaders come up to speed on the needs and goals of management. It should be an immediate goal to learn the style and language of your management team. Only when you can act as a liaison and converse with them on their own terms can you begin the process of “selling” them on the security plan and process. Only when you understand them and have earned their trust can you begin to align security operations with the various lines of business and move further towards adding perceived value to their bottom line.