| The cold war was political. It's over.
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| | assessment and plan is far less
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| World War III is an economic war. It's
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| | expensive. According to David Bauer,
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| here - it's now. Information is where the
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| | first vice president, chief information
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| money is and theft is easy, safe, and
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| | security and privacy officer at Merrill
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| lucrative. Eavesdropping and other high
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| | Lynch, a key component of any strategy is
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| tech related crimes are difficult to
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| | a dynamic risk assessment. By using tools
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| enforce and prove. Advancements in
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| | such as scanners, log analysis, risk
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| electronics and optical electronics have
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| | metrics and asset inventory that produce
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| made communications interception easy
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| | a biweekly security report you can more
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| and cheap. Business ethics don't have the
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| | quickly analyze and prioritize current or
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| same value as they did in the good old
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| | potential threats. This approach allows
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| days of the "deck of punch cards"
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| | organizations to move from a
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| computing.
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| | circle-the-wagons approach to intelligent
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| IT and business security is becoming more
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| | risk management.
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| and more critical in today's commercial
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| | With an intelligent risk management
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| environment. Every day we are faced with
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| | solution the percentage of the IT budget
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| new computer risks, viruses and new
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| | that needs to be spent on effective risk
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| "ideas" from hackers on how to gain
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| | protection is actually far less than what
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| access to our network or other systems
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| | your competitors will be forced to spend.
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| or physical locations. Fortunately, there
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| | The answer is not about how much you
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| are even more sophisticated business
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| | spend but how well you spend it. This way
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| solutions out there that can be
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| | about half the spending is advisory,
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| implemented to secure us from these
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| | helping build secure systems, while the
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| dangers. These can be anything from
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| | rest goes toward risk management,
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| simple firewalls up to very expensive
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| | prevention and response. For instance it
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| encryption and biometric authentication
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| | is easy to get somebody's password, so
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| solutions or remote communication
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| | the damage that can be done by an
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| modules. These new business realities
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| | individual has to be as small as
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| affect you as much as it does your
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| | possible. William Farrow, CIO at the
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| competitor - no matter what your line of
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| | Chicago Board of Trade, told how a woman
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| business. The question is how can you
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| | cleaning a conference room became
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| protect your organization, no matter how
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| | suspicious of a laptop left running
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| large or small, from the known and
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| | overnight. She reported it to security,
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| unknown security dangers and risks to
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| | and it was later discovered that
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| remain as competitive, and therefore
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| | someone had left the laptop running
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| profitable as possible?
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| | port scanning software aimed at
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| What about all the other business risks
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| | penetrating the corporate computer
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| that are also getting more sophisticated?
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| | network. In this case even an employee at
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| Have you considered all the risks that
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| | the lowest level of the corporate
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| cannot he covered by technology? What
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| | structure was made aware of the potential
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| about the human side of business? No
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| | damage that can be done to the
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| business can function without the human
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| | organization with a security breach. In
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| touch. Yet how do you know when that
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| | corporate or IT security, emotional
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| necessary "human touch" is about to reach
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| | reactions, panic and legislation are
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| out and touch you in the form of an
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| | counterproductive. But intelligent
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| "insider" attack? Have you thought about
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| | approaches can safeguard your
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| your employees behind the technology? How
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| | organization or business from an
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| about social re-engineering forces or
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| | uncertain future and substantial
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| disgruntled employees? When did you have
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| | financial losses.
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| your last corporate risk assessment
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| | If you ask CEO's of large corporations,
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| completed or even considered if ever?
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| | who have gotten even low-level employees
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| As a person you are prepared for the
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| | to be savvy about security, you get
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| unexpected: you face the unexpected
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| | advice on employee education: "Make it a
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| several times a day without giving it a
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| | part of daily conversation in every
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| second thought. You follow the rules of
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| | project meeting. Make it clear that every
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| the road when you drive because you know
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| | project has responsibility for security.
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| it is the right thing to do. You
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| | You have to make it part of day-to-day
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| purchase insurance for yourself and
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| | operations." Adherence to clearly
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| your car, carry health insurance and life
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| | defined security principles should be a
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| insurance because you know it is the
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| | part of each employees contract. It is
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| right thing to do for your family.
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| | also important to publicize employee
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| Unfortunately, with many of the business
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| | caused security incidents internally, not
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| risks of today there is no "red light,
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| | necessarily naming the employee who made
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| green light" to tell us when to stop arid
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| | a mistake, but doing it in a way that
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| when to go. But how can you say you are
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| | others learn from the error. Those
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| sorry enough to your customers, when you
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| | organizations or businesses that have
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| have to tell them some hacker has posted
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| | evolved a system of process improvement
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| their credit card number on the hackers
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| | as a natural consequence of their
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| web site? When it comes to your
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| | business demands are those
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| organization or business, have you put
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| | organizations or businesses that will
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| the same level of consideration into how
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| | excel and win the security wars.
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| your employees and customers will
| |
| | The main key between companies that
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| continue to rely on you should the
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| | have implemented a dynamic security
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| unexpected happen?
| |
| | plan and those who have not is:
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| If you're like the Senior Executive or
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| | preparation. Preparation requires a
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| owner of most companies, the answer may
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| | focus on risk management,
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| be a frightening "No, we have never had
| |
| | intelligence-driven identification,
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| any comprehensive business risk
| |
| | prevention and response. A good
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| assessment completed." Or worse yet,
| |
| | organizational or business security
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| perhaps you have a false sense of
| |
| | strategy is built around these
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| security in a plan that was developed
| |
| | principals: threat management,
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| several years ago. With all we hear about
| |
| | including intelligence, planning and
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| how high the price of security can be
| |
| | instant response; comprehensive
|
| these days you may find yourself saying,
| |
| | security services; attention to public
|
| "Investing in a security and privacy
| |
| | policy, including active attempts to
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| solution is expensive; too expensive for
| |
| | educate legislators; and an agile
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| our organization or business right now."
| |
| | response to the changing risk
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| But can you afford to risk spending more
| |
| | environment. After all, as we have
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| than 15, times the cost of preventing a
| |
| | learned, an intelligent security
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| security breach or a communications
| |
| | response needs to be everyone's
|
| breakdown when the unforeseen does in
| |
| | responsibility and it is not always
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| fact happen?
| |
| | limited to technology and IT security
|
| Proactively preparing your business
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| | that matters the most.
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| with a comprehensive security
| |
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|
