On September 10th, IBM released the results of a global study (registration required) they conducted of 2,500 CIO's from around the world. Of the ten top "visionary plans," these CIO's ranked Risk Management and Compliance third. Business Intelligence and Analytics was first followed by Virtualization. Also, I found it significant that Customer and Partner Collaboration came in fourth.
Unfortunately, the report did not divulge details of the methodology used beyond saying that over 2,500 CIO's were interviewed. If one grants that IBM is an able marketing organization, it genuinely wants to understand the priorities of CIO's so it can respond with the right services to increase its revenue. Therefore these priorities do represent what CIOs are thinking.
A more cynical opinion would be that this study is simply a marketing tool of IBM Global Services. In this case, IBM Global Services is advising CIOs that Risk Management and Compliance should be their third highest priority. Either way, this report highlights the importance of Risk Management and Compliance.
Looking at the study as a whole, it correlates the use of information technology to drive innovation with higher corporate profits. (Reminder – correlation and causation are not the same thing.) In addition, information technology creates new risks which must be understood and mitigated.
Perhaps I am writing this because it supports my previously stated position that risk management enables innovation, e.g. Web 2.0 creates new risks which if not mitigated completely outweigh the value.
CSO Online Magazine has an article about IBM ISS Security Strategist Joshua Corman's concerns with the security industry. While I agree with much of what he says, I disagree with his core premise, expressed in Dirty Secret 1. Here are my comments on each of Josh's eight dirty secrets.
"Dirty Secret 1: Vendors don't need to be ahead of the threat, just the buyer – This is the problem that leads to the seven "dirty secrets" that
follow. In essence, Corman said, the goal of the security market is to
make money, not to ensure the customer's security."
I find it surprising that a representative of one the largest and most profitable enterprises in the world attacks other vendors for wanting to make money, as if making money is bad. Is he serious about attacking capitalism? Is security some special market where profits are bad? From my perspective, making money is the result of solving client problems and helping them meet their objectives.
"Dirty Secret 2: AV certification omissions – While AV tools detect replicating malware like worms, they fail to identify such as [sic] non-replicating malware as Trojans."
Aside from the grammar issue, I agree that some vendors are having difficulty keeping up with the constantly evolving threat landscape. However, this creates opportunities for new vendors. Joseph Schumpeter called this "creative destruction."
"Dirty Secret 3: There is no perimeter – Corman said those who truly believe there's still a network "Perimeter" may as well believe in Santa Claus."
There has never been a perimeter in the sense that if you just protect the edge of your network, you are safe. I do agree that it can be difficult to know where that edge is. However, there is still an important role to be played by a perimeter firewall that understands applications, users, and content. Beyond that, good security has always been about "defense-in-depth."
"Dirty Secret 4: Risk management threatens vendors – Risk
management really helps an organization understand its business and its
highest level of risk, Corman said. But a company's priorities don't
always map to what the vendors are selling."
Again, this allusion to disreputable vendors. At any point in time, there surely are disreputable vendors. But they don't last long. Of course any IT Security control being deployed should be in the context of how risk is being reduced.
"Dirty Secret 5: There is more to risk than weak software – Corman
said the lion's share of the security market is focused on software
vulnerabilities. But software represents only one of the three ways to
be compromised, the other two being weak configurations and people."
No argument here, but not really new. The issues around security awareness training, for example, are much deeper than lack of money being spent on it. Regarding configuration management, has the issue been lack of attention or lack of good products to deal with the issues? It's a hard problem.
"Dirty Secret 6: Compliance threatens security – Compliance with such laws and industry standards as Sarbanes-Oxley and PCI DSS
drives companies to spend far more on security than they might
otherwise. Security vendors have obviously seized upon this fact,
offering products that do everything from offer PCI compliance out of
the box to ultimate cure-alls for healthcare entities coping with the
demands of HIPAA. Of course, this too leads to companies buying security tools that fail to properly address the particular risks they face."
I surely agree that compliance threatens security and there surely are cases where vendors have been successful by focusing on compliance rather than on reducing risk. When an organization "only" focuses on compliance requirements it falls short of what it can and should be doing to protect its assets. In fact, compliance represents a floor or bare minimum level of security.
Put another way, if you only focus on compliance, you will surely not be maximizing the value of your security investment. At the very least, there is no way that regulatory bureaucracies can keep up with the changing threat landscape.
"Dirty Secret 7: Vendor blind spots allowed for Storm – The Storm botnet, as an archetype, is being copied and improved. The Storm era of botnets is alive and well, nearly two years from when it first appeared, Corman said."
As I said in my comment on Dirty Secret 2, some vendors may not be responding to the changing threat landscape, but there are others who are. If you feel your vendors are not responding, look for new ones. There is a lot of innovation in the IT Security industry.
"Dirty Secret 8: Security has grown well past "do it yourself" – Technology
without strategy is chaos, Corman said. The sheer volume of security
products and the rate of change has super-saturated most organizations
and exceeded their ability to keep up."
Any actions or tactics that are not part of a strategy is obviously chaos. First Corman says that vendors are not keeping up and now he is saying that enterprises cannot keep up (without his help). With all due respect, let's remember that Corman is part of IBM's consulting organization. On the other hand, there is no harm in repeating that technology by itself is not the answer. It's people, process, and technology, as it has always been.
