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5 Questions Boards and the C-Suite Should Be Asking About Cyberrisk

There is growing concern that corporate boards and senior executives are not prepared to govern their organization’s exposure to cyberrisk. While true to some degree, executive management can learn to identify and focus on the strategic and systemic sources of cyberrisk, without becoming distracted by complex technology-related symptoms, by understanding the organization’s ability to make well-informed decisions about cyberrisk and reliably execute those decisions.

Making well-informed cyberrisk decisions

To gain greater confidence regarding cyberrisk decision-making, executives should ensure that their organizations are functioning well in two areas: visibility into the cyber risk landscape, and risk analysis accuracy.

1. “How good is our cyberrisk visibility?”

You can’t manage what you haven’t identified. Many companies focus so strongly on supporting rapidly evolving business objectives that they lose sight of closely managing the technology changes that result from those objectives. Consequently, it is common to find that organizations have an incomplete and out-of-date understanding of:

  • Their company’s network connectivity to other companies and the Internet
  • Which systems, applications, and technologies support critical business functions
  • Where sensitive data resides, both inside and outside their company’s network

Without this foundational information, an organization can’t realistically claim to understand how much cyberrisk it has or where its cyber risk priorities need to be.

2. “How accurately are we analyzing cyberrisk?

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It is common to find that over 70% of the “high-risk” issues brought before management do not, in fact, represent high risk. In some organizations more than 90% of “high risk” issues are mislabeled. When it comes to analyzing cyberrisk, several foundational challenges exist in many organizations:

Nomenclature

How anxious would you be to ride on a space shuttle mission if you knew that the engineers and scientists who planned the mission and designed the spacecraft couldn’t agree on definitions for mass, weight, and velocity?

Odds are good that if you ask six people within your risk management organization to define “risk” or provide examples of “risks” you’ll get several different, perhaps very different, answers. Given this, it isn’t hard to imagine that risk analysis quality will be inconsistent.

Broken models

In the cyberrisk industry today, there is heavy reliance on the informal mental models of personnel. As a result, very often the focus of a “risk rating” is strongly biased on a control deficiency rather than a more explicit consideration of the loss scenario(s) the control may be relevant to. Without applying a probabilistic lens to risk analysis it is much more difficult to differentiate and prioritize effectively among the myriad loss events that could, possibly, happen.

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Another challenge is that most technologies that identify weaknesses in security generate significantly inflated risk ratings. The outcome is wasted resources, unwarranted angst, and an inability to identify and resolve the issues that truly deserve immediate attention.

Although risk management programs within some industries have begun to examine and manage the risk associated with poor models, this focus is often limited to models that do quantitative financial analysis. This leaves unexamined:

  • The mental models of risk professionals and whether their off-the-cuff risk estimates are accurate
  • Home-grown qualitative and ordinal models
  • Models embedded within cyberrisk tools

Yet these models, with their implicit assumptions and weaknesses, are responsible for driving critical decisions about how organizations manage their cyber risk landscapes.

Reliable execution

Although risk management expectations and objectives are set through decision-making, execution is the deciding factor on whether the organization is able to consistently realize the intended outcomes.

3. “How well do personnel understand what’s expected of them?”

In one organization, the information security policies were written at a grade 21 level. Most organizations today have some form of information security policy and related standards, and many even require personnel to read and acknowledge those policies annually. Very often however, the policies have been written by consultants or subject matter experts using verbiage that is complex and/or ambiguous. As a result, personnel may dutifully read and acknowledge the policies but they may not have a clear understanding of what actually is expected of them.

4. “How capable are personnel of meeting expectations?”

Things change. When budget belts get tightened organizations often cut training budgets. Given the rapid pace of change in the cyberrisk landscape, this can create serious skills gaps for cyberrisk professionals and technologists.

Another challenge in this regard has to do with outdated technology. Many organizations hang on to technologies well beyond the point where they can be maintained in a secure state. As a result, “policy exceptions” for these technologies become routinely accepted, which limits the ability of the organization to achieve or maintain its own security objectives.

5. “How well are personnel prioritizing cyberrisk?”

Which is more important; revenue, budgets, deadlines, or cyber risk?

Root cause analyses performed on cyberrisk deficiencies have found that personnel routinely choose not to comply with cyberrisk policies because they believe revenue, budgets, and/or deadlines are more important. This is influenced in part (perhaps a significant part) by the challenges noted above regarding risk-rating inaccuracies. It isn’t unusual to find that overestimated risk ratings create a “boy who cried wolf” syndrome within organizations. The result is that organizations don’t consistently or meaningfully incentivize executives to achieve cyberrisk management objectives because there is tacit recognition that much of what is claimed to be high-risk is not. Another factor is that revenue, cost, and deadlines are measureable in the near-term, whereas many high-impact risk scenarios are less likely to materialize before they become “someone else’s problem.”

The bottom line is that prudent risk-taking is only likely to occur if executives are provided accurate risk information and if they are appropriately incentivized based on the level of risk they subject the organization to.

At the end of the day…

Effectively governing cyberrisk is within the grasp of senior executives who deal with complex and dynamic challenges every day. By examining their organization’s ability to make well-informed decisions and to execute reliably, senior executives can more effectively identify and address the strategic and systemic sources of risk within their organizations.

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Travelers Stages Live Hack to Examine Realities of Cyberrisk

NEW YORK—Yesterday, Travelers hosted “Hacked: The Implications of a Cyber Breach,” a panel of the insurer’s top experts and outside consultants drilling down into the realities of the cyber threat.

According to Travelers’ brand new 2015 Business Risk Index, cybersecurity rose from the #5 threat in 2014 to the #2 threat perceived by business leaders, with 55% most concerned about malicious and criminal attacks.

In an exercise to show just how valid that concern it is, panelists Kurt Oestreicher, a member of the cyber fraud investigative services team at Travelers, and Chris Hauser, former Silicon Valley FBI agent and current member of the cyber fraud investigative services team at Travelers, successfully carried out a live hack. Using a fake website created for this demonstration, the experts staged an SQL injection attack—the same kind of attack as Heartbleed, these are still responsible for 97% of breaches. Using an open-source penetration testing program that Hauser described as “point and click hacking,” they easily found a way to tunnel into the site’s SQL database. The process of scanning for vulnerabilities and acting on a known exploit—in other words, conducting the actual, successful “hack”—took about two minutes, including the time Hauser spent talking the audience through the process.

The program used to conduct this hack was free, and the number of resources readily available for free or very low cost means that more everyday businesses will become victims as malicious actors face very few obstacles to attempt a hack. “As tools and techniques like this become more common, it becomes far easier to target small- and medium-sized businesses and that exposure increases, especially because there are such low costs up front,” said Oestreicher.

Every day in the United States, 34,529 of these known computer security incidents take place. Yet many go undetected, and a lot are willfully unreported. While larger breaches impact more records, the preponderance of breaches strike Main Street businesses, not Wall Street corporations. In fact, of those that are identified and reported, 62% of breaches impact small and medium-sized businesses, Travelers found. Increased awareness among this group has yet to translate into increased coverage, however. According to a survey by Software Advice, insurance penetration among this group hovers at just over 2%, a trend Mullen has seen in the field as well. “Only about 10% of those who should have that coverage actually do,” he said.

According to data from NetDiligence, those incidents that are covered by insurance break down as follows:

NetDiligence Cyberinsurance Claims by Business Sector

NetDiligence Cyberinsurance Claims by Data Type

With hefty fines, costly investigation and notification requirements, and possible lawsuits and class actions, the true costs rapidly spiral. According to Mark Greisiger, president of data breach crisis services and security practices company NetDiligence, the average cost of a breach is $733,000 for SMBs—before any possible lawsuits or fines. Per record, the cost ranges from 1 cent to $1,000, based on the type of information contained. The average legal settlement after such breaches is currently about $550,000. Yet these numbers primarily reflect incidents where insurance was in place. Without the trusted vendor agreements, for example, the cost of retaining forensic investigation services in the midst of a crisis can be up to three times higher, he reported.

Recovering from these incidents varies wildly by the type of records exposed, and the resources available to aid in the effort. “It’s a wild pain in the butt with insurance,” said breach coach John Mullen, a managing partner of the Philadelphia Regional Office and chair of the U.S. Data Privacy and Network Security Group at Lewis Brisbois Brisgaad & Smith. “Without insurance, it’s a small- and medium-sized business killer. The Main Street story is a $2 million bill and no business.”

In the 2015 Business Risk Index, Travelers also shared a more detailed view of preparedness among specific industries:

Business Risk Index Cyber Preparedness

Malware Threats from Unlicensed Software: The Critical First Step for Cyberrisk Management

Waking up to find your company on the front page news and at the center of a data breach is every CEO’s worst nightmare—and for a number of businesses, it has become reality. Today, the threats from cybercrime are real and frightening, and the risks are extraordinary. Cybersecurity is an incredibly complex issue and business leaders are grappling with how to best protect their businesses, understand the new business vulnerabilities, and identify what steps they can take to protect themselves and their customers from becoming a victim of cybercrime.

There is a strong case for organizations to put protection from malware at the top of their risk agenda. In the past year, 43% of companies experienced a data breach. The average organization experiences a malware event every three minutes, and the costs of dealing with that malware can be astronomical. The International Data Corporation (IDC) estimates that enterprises spent $491 billion in 2014 as a result of malware associated with counterfeit and unlicensed software.

A threshold step to mitigating risk is gaining an understanding of your own network and if the software you are using is genuine and fully licensed. Unfortunately, many businesses are failing to take this basic and critical first step to protect themselves.

It has long been suspected that there is a connection between unlicensed software and cybersecurity threats. A new study commissioned by BSA | The Software Alliance and conducted by IDC confirms this as fact.

The study compared rates of unlicensed software installed on PCs with a measure of malware incidents on PCs across 81 countries. Given that 43% of the software installed on PCs globally in 2014 was unlicensed, it’s clear that many businesses are at risk. The findings were sobering. The correlation between the use of unlicensed software and malware is even higher than the correlations between education and income, or that between smoking and lung cancer. The implication for governments, enterprises and consumers is clear: assessing what is in your network and eliminating unlicensed software could help reduce the risk of cybersecurity incidents.

Fortunately there are proven best practices available to tackle the challenges around software licensing.  The world class standard for Software Asset Management is ISO/IEC 19770-1:2012.

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The importance of implementing internal controls for legal use of technology, including software, has become so critical that COSO now recommends it in its revised Internal Control – Integrated Framework.

While putting controls in place may sound simple, many businesses are missing this first step.

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Only 35% of companies have written policies requiring the use of properly licensed software. For CEOs, now is the time to start implementing best practices that will help mitigate security risks and avoid your business becoming tomorrow’s news headline. For more information on additional steps you can take, visit BSA’s website.

BSA Global Software Survey

Cyberattacks Targeting Big Companies Up 40%

Five out of six companies with more than 2,500 employees were targeted in cyberattacks in 2014, representing a 40% increase last year, according to Symantec’s annual Internet Security Threat Report. But by no means does that imply big businesses are the primary target: 60% of all targeted attacks struck small- and medium-sized organizations.

The spear-fishing and fraudulent email scams deployed in these hacks have also become more effective. Overall, 14% less email was used to infiltrate an organization’s network, yet 2014 saw a 13% increase in attackers as the cause of a data breach, and the total number of breaches rose from 253 in 2013 to 312 in 2014. This notable increase in precision is a clear indication that companies are not updating their defenses to match current threats.

Fortifying against cyberbreach continues to demand even more concerted effort as malicious actors grow more sophisticated, introducing more and better malware to their campaigns. “While advanced targeted attacks may grab the headlines, non-targeted attacks still make up a majority of malware, which increased by 26% in 2014,” Symantec reported. More than 317 million new pieces of malware were created last year, meaning almost a million new threats were released daily.

Changes in the top causes of data breach offer both good and bad news. While 13% more cyberbreaches were caused by attackers and breaches due to insider theft increased 3%, Symantec found that 15% fewer were due to accidental exposure, theft or loss.

Check out the infographics below for more of Symantec’s findings and insights on how hackers operate:

Symantec 2015 Internet Security Threat Report

Symantec Path of a Cyber Attacker