News summary:
* The Security for Business Innovation Council (SBIC) argues in new report that information security needs to become a cross-organisational function, with security functions embedded into business processes, and security teams working closely with business units on information risk management and cyber threat mitigation.
* Council members offer seven recommendations to help organisations build state-of-the-art security teams with the diverse skills needed to take on expanded responsibilities in managing risks to information resources throughout the enterprise.
* The Council's recommendations are presented in a new report, available today from RSA.
Full story:
A new research report, released today by RSA, The Security Division of EMC (NYSE: EMC), from the Security for Business Innovation Council, reveals the composition of a forward-leaning security programme - starting with building a next-generation information security team to the life cycle management of cyber risks in today's global enterprises.
The last 18 months have seen big changes in the overall requirements for success for information security teams against a backdrop of a hyper-connected business environment, evolving threat landscape, new technology adoption and regulatory scrutiny. In response to this changing environment, essential activities and responsibilities of enterprise information security teams are very much in transition.
The latest report, titled "Transforming Information Security: Designing a State-of-the Art Extended Team", argues that information security teams must evolve to encompass skill sets not typically seen in security, such as business risk management, law, marketing, mathematics and purchasing. The information security discipline must also embrace a joint accountability model in which responsibility for securing information assets is shared with the organisation's line-of-business managers and executives who are beginning to understand that they, ultimately, own their own cyber risks as a part of business risk. Many of the advanced technical and business-centric skills needed for security teams to fulfil their expanded responsibilities are in short supply and will require new strategies for cultivating and educating talent, as well as leveraging the specialised expertise of outside service providers.
To help organisations build state-of-the-art extended security teams, the Council drafted a set of seven recommendations, which are detailed in its new report.
1. Redefine and strengthen core competencies - Focus the core team on increasing proficiencies in four main areas: cyber risk intelligence and security data analytics; security data management; risk consultancy; and controls design and assurance.
2. Delegate routine operations - Allocate repeatable, well-established security processes to IT, business units and/or external service providers.
3. Borrow or rent experts - For particular specialisations, augment the core team with experts from within and outside of the organisation.
4. Lead risk owners in risk management - Partner with the business in managing cyber security risks and co-ordinate a consistent approach. Make it easy for the business and hold them accountable.
5. Hire process optimisation specialists - Have people on the team with experience and certifications in quality, project or programme management, process optimisation, and service delivery.
6. Build key relationships - Develop trust and influence with key players such as owners of the "crown jewels", middle management and outsourced service providers.
7. Think out of the box for future talent - Given the lack of readily available expertise, developing talent is the only true long-term solution for most organisations. Valuable backgrounds can include software development, business analysis, financial management, military intelligence, law, data privacy, data science and complex statistical analysis.
Executive quotes:
Stephan Le Roux, District Manager, RSA Southern Africa, RSA, The Security Division of EMC
"For this transformation to be successful, security must be seen as a shared responsibility that requires active partnerships to manage the inherent risks to the business in the ever-evolving threat landscape. It is imperative that organisations can develop a security team with the right expertise needed to get the job done."
Bob Rodger, Group Head of Infrastructure Security, HSBC Holdings
"The core security team's expertise should be primarily focused on delivering consulting, providing direction, driving strategy, identifying and explaining risks to the business, understanding threats, and moving the organisation forward - not be encumbered by the day-to-day routine operational activities."
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