Originally written and posted October 13th 2014 on the InfoSecurity 2014 Blog (and reiterating a pet core message of mine again!).
Risk is a bad thing. Therefore risk needs to be reduced to rubble, or even better to dust and then swept away under the carpet never to be seen again.
This is the attitude that many of us have, and then pass onto our senior leadership when it comes to information security programs. “Invest £10 million and we will buy technology that will make us safe” we have often said in the past. “My blinky boxes will soon find your risks and reduce them to nothing!”. It should be no surprise for so many of our industry therefore that CISO stands for “Career Is So Over”.
What we often fail to appreciate is that the senior leadership and boards of virtually all organizations understand risk far better than us. They deal with financial, legal, HR and international risk on a regular basis, and know how to take advantage of it to their benefit. Their advisors in the various fields know how to communicate their unit risks in a way that makes sense to business, be it financial, reputational or whatever else makes sense in their industry. The leadership do not require specialist knowledge of these areas because the risk is being translated into terms they understand.
The information security industry however still often talks in terms of “APT’s”, “DLP”, “TLS” and other obscure TLA’s* while trying to explain why more money is needed to “secure all the things”. What is the benefit to the business? What is the real risk in terms everyone can understand? Translating these technical issues and risks into business risks has always been a challenge and has often resulted in information security being perceived as the “expensive part of IT” asking for more money with little positive influence to the business.
If you work in a brewery, the ultimate goal of everyone who works there should be to sell more beer. If you work for Oxfam, the ultimate goal is to get aid to those that need it as quickly, effectively and efficiently as possible. If you work in a publicly listed company, the ultimate goal is to make more money for the shareholders. The role of information security within any organization is not exempt from this; security doesn’t get a special pass because it is, well, security. The role of the information security function is to support the ultimate goal of the organization it operates in.
Understand what your ultimate goal is. Focus your strategy on ensuring you are helping meet that goal. Be willing to compromise in certain areas of security if it helps meet that goal. Ensure you senior leadership understand the risks (in their language, not yours) involved in those compromises. if you don’t get what you want then move onto the next piece of work that supports your ultimate goals (or be prepared to fight harder and more lucidly for your original cause).
If it was that easy you wouldn’t be reading this, but surely it is easier than the ongoing battle for investment that we ultimately never win anyway?
*Three Letter Acronyms (surely you know that?)
Note: Many of you know I was up for the “Personal Contribution to IT Security” Award at the recent Computing Security Awards. I was (un)fortunately Runner Up in this category, but thank you again to all of you who not only may have voted for me but also nominated me in the first place. It was a wonderful evening with good friends from my work and InfoSec life, and a good excuse to dress up in my best party frock. Here’s to next year!