2. o company is immune from cyberattacks. As FBI
director James Comey famously noted, there
are now two kinds of big companies: those that
have been hacked and those that don’t know they’ve
been hacked.1
Security threats are a more serious and
frequent problem than ever. As hackers demonstrate
increasing sophistication, enterprises are bracing for the
worst. At the annual Black Hat gathering of security
professionals, 72% of the people responding to an
attendee survey said it was likely that their organizations
would suffer a major data breach in the next 12 months
and 15% said they had “no doubt,” up from 13% last
year.2
It’s one thing to say that your company could be a
victim; it’s quite remarkable when the overwhelming
majority has no doubt that they are destined to suffer a
major security breach.
That pessimistic view of the threat environment was
consistent with the security worries expressed by many
other business executives. Case in point: A whopping
97% of the executives polled in a recent BMC-Forbes
Insights survey expected a rise in data breach attempts
in the next 12 months, and 99% said they planned to
invest more in security than they did in 2015.3
Not only are the security challenges facing IT greater
than ever but the price of failure is also climbing. Since
2013 the total cost of a data breach has increased 29%,
to an average of $4 million per incident.4
The height-
ened threat landscape means that enterprises must
learn to manage what Gartner describes as an
“acceptable” level of digital risk.5
There are new potential points of vulnerability:
As organizations migrate data to the cloud, expand their
deployment of mobile computing, and embrace the
Internet of Things, security executives confront threat
environments with more potential digital touchpoints
to protect.
Mobile
Mobile devices were, until recently, a negligible source
of data breaches, with less than a 1% infection rate in
2015.6
Looking back, that was the calm before the
N storm. A year later, more than three-fifths of IT security
professionals at Global 2000 companies believe that it
is either certain or likely that their organizations has
suffered a data breach related to the use of
mobile devices.7
Many device owners still fail to take basic steps to
secure their devices with passwords, personal identifica-
tion numbers, or pattern locks.8
The risk is amplified by
the growing popularity of bring-your-own-device, with
employees using their personal devices for work. That
presents a new calculus of worry, given that employees
still constitute the weakest link in any defense.9
Cybercriminals have taken due notice, with malicious
code writers embedding malware into legitimate mobile
applications.10
Elsewhere, cybercriminals are targeting
poorly secured Wi-Fi hotspots that aren’t under the
control of network administrators. They steal
passwords or erect rogue Wi-Fi access points that
mimic the characteristics of trusted networks
to dupe mobile users into connecting to their
access points.
The Cloud
The cloud has moved beyond the early-adopter phase,
with more than 90% of organizations now using some
form of cloud computing in their operations. The shift is
particularly noticeable among large enterprises that
were slower to embrace the cloud.
As the cloud handles more of our data, it also presents a
more visible target for cyberattackers. As information
gets dispersed in hybrid environments that combine
public clouds, private clouds, and on-premises systems,
intruders are probing for vulnerabilities, using many of
the same techniques they have employed successfully
elsewhere to break into corporate networks. Attackers
regularly test cloud security with exploits such as SQL
injection flaws and spear-phishing campaigns, trying to
take advantage of poor user security practices as well as
network misconfigurations that result in badly designed
APIs and interfaces.
3. A more recent wrinkle in cloud-related security stems
from the practice of many departments of procuring
hardware and software without explicit organizational
approval. The popularity of “shadow IT” presents a
formidable security challenge to CISOs and CIOs, who
find out only after the fact—and only if they’re lucky-
when new systems and solutions are being added. The
risk is that attackers will exploit unauthorized products
that have weak security controls to penetrate the
corporate cloud.
SCOPE OF THE CURRENT
THREAT ENVIRONMENT:
The volume and types of cyberattacks have increased in
scope and complexity, to the point where Internet
crime has become a veritable growth industry.12
Security executives responsible for protecting their
organization’s data must now defend against a constel-
lation of threats that include malware, ransomware,
advanced persistent threats, theft of proprietary
information, and insiders seeking to steal the
organization’s digital crown jewels via unauthorized
access to corporate data.
Threats and motivations:
A. Cybercriminals and organized crime: Sophisticated
criminals—domestic and foreign—have been attracted
to cyberspace because that’s where the money is.
Businesses nowadays face regular attacks by sophisti-
cated criminal organizations that operate with the
professionalism, discipline, and structure of legitimate
enterprises.13
Indeed, the sale of stolen intellectual
property and other information on the black market
constitutes a big and growing business. Economists
estimate the annual cost of cyberattacks to the world
economy at around $445 billion, or almost 1% of global
income.14
B. Nation-states: Proxies operating at the behest of
nation-states are targeting enterprises as part of their
sponsors’ information-gathering and espionage
activities.15
The attackers’ goals range from stealing
intellectual property to disrupting a company’s com-
puter networks to make political points, such as in the
attack against Sony in 2014.16
C. Hacktivists: Unlike the pranks and practical jokes
that characterized the early years of hacktivism, the
current generation of individuals or groups practicing
hacktivism can inflict serious damage on their targets.
The inspiration behind the attacks is random, although
the intent is often to make a political or moral point-
witness the hack last year of the Ashley Madison
website, which revealed personal user data identifying
millions of would-be spousal cheaters. Hacktivists have
also grown increasingly sophisticated. Case in point: a
series of distributed denial-of-service attacks targeting
banks around the world this past spring, which also
marked the reappearance of the hacktivist group
Anonymous.17
D. Malicious insiders: Both the FBI and the Depart-
ment of Homeland Security warn that malicious insiders
now pose a significant risk to business networks and
their information.18
Indeed, insider crimes can be costlier or more damaging
than outsider threats.19
Motivated by revenge, politics,
or financial gain, insiders may include employees,
contractors, or vendors who have intimate knowledge
of an organization and its systems—as well as the
whereabouts of its most valuable information.
97%
of execs expect a rise in data
breach attempts in the next
12 months.
99%
of execs plan to invest more
in security in the next 12
months than they did in 2015.
4. Security Is Now Everyone’s
Responsibility
It wasn’t long ago that cybersecurity was the exclusive
purview of the IT department. No longer. The main-
streaming of cybercrime tools and techniques puts new
responsibilities on the entire enterprise to implement
best practices.20
That means it’s now up to CIOs and
CISOs to manage the security of their digital assets with
strategies that meet the enterprise’s overall business
objectives while also promoting security as a shared
corporate social responsibility.
Forrester Research frames data security as a corporate
social responsibility. Clearly, data security and privacy
protection now rank as core business concerns and go
to the heart of what it means to be a trusted brand
rather than simply an organization that meets basic
compliance obligations.
Competitive impact: When discussing strategic
objectives, organizations need to include security and
customer data protection as chief priorities. Data
breaches and regulatory audits following a compromise
can affect a company’s reputation as well as its competi-
tive ranking when customers, uneasy about a company’s
ability to protect personal data, vote with their feet.21
Current Tools, Processes,
and Teams Still Fall Short
Against a backdrop of rising attacks, the tools,
processes, and teams tasked with protecting organiza-
tions aren’t keeping up with the challenges.
FAILURE TO FIX KNOWN ISSUES
New vulnerabilities emerge literally each day, but
organizations still lag in their patch implementation
response times, according to the “Cisco 2016 Midyear
Cybersecurity Report.” About half of all exploits now
take place between 10 and 100 days after the vulnerabil-
ity is published, with the median number estimated to
be around 30 days, says the “Verizon 2016 Data Breach
Investigations Report.” The failure to patch known
vulnerabilities in a timely fashion—it takes an average of
193 days a patch to be installed that will fix known
vulnerabilities—allows intruders to exploit the path of
least resistance and attack unpatched vulnerabilities.
Unfortunately, different priorities have led to poor
synchronization between Security and Operations,
preventing agreement on which systems they ought to
fix first.22
ZOMBIES OPEN DOORS TO HACKERS
By one estimate, there are as many as 10 million servers
around the world that do little but consume electricity.23
These so-called zombie servers aren’t just wasting
billions of dollars in energy costs; left unattended or not
kept up-to-date with the latest patches, they also offer
backdoor entry points through which intruders can
access company networks. For example, when cyber-
criminals hacked into J.P. Morgan in 2015 and stole
information on more than 80 million account holders,
they got in by exploiting a no updated server.24
Among enterprises, 50% experience outages and poor
performance in IT systems due to poorly applied
security patches, further underscoring the poor collabo-
ration between the security and operations depart-
ments. Their inability to prioritize and fix vulnerabilities
is responsible for unnecessary downtime as well as
lingering security vulnerabilities.25
44%
of executives say security
breaches occur even when
vulnerabilities and their
remediation have already
been identified
44%
of executives say it
takes their businesses
weeks to fix high-impact
vulnerabilities.
5. The Big Disconnect
As they battle external threats, companies are also
weighed down by bureaucratic silos that negatively
affect integration and coordination between Security
and Operations. In fact, some 60% of executives
surveyed by BMC and Forbes Insights said that the two
groups often have little understanding of the other’s
requirements, an organizational obstacle that results in
poor collaboration.26
The upshot: system downtime,
excessive labor costs, and challenges in meeting regula-
tory requirements and staying audit-ready.
Although each is essential for the success of any
organization, the responsibilities of two key stakehold-
ers often have them working at cross-purposes to
identify, remediate, and track vulnerabilities easily.
Whereas Operations is focused on maintaining the
productivity and competitiveness of the enterprise, the
security team’s prime directive is to do whatever is
possible to keep the organization safe from attack. Even
though the security team provides overall security
policies and compliance terms, it doesn’t have the
authority to implement the steps needed to address the
issues across the organizations. Although it may seem to
think it is “done” once it has highlighted the problem or
opened a ticket, the reality is that the work is really just
beginning at that point.
The challenge is made that much steeper by the fact
that the groups are stuck on opposite sides of what we
describe as the SecOps gap, driven by competing
priorities and tech tools that don’t mesh.
Operations teams are responsible primarily for uptime
and stability. But when Operations receives information
from its Security counterparts, it frequently lacks the
automation or the context needed to take or prioritize
action to meet the demands of the business. Logjams
result when reports arrive that were composed for use
by the security team, not Operations. If a multi-
thousand-line report is organized by IP address, Opera-
tions can’t do anything with it if that department
doesn’t track IP addresses. Even if it is able to read the
report, Operations is still left to manually hunt down the
common vulnerabilities and exposures (CVEs) or fixes
and then manually set them up to deploy. How bad
does it get? This manual effort and the lack of coordina-
tion lead to huge time losses, and the hackers
take advantage.
IMPACTS ON THE ORGANIZATION
Poor coordination between Security and Operations
has ripple effects throughout the rest of the organiza-
tion. In the survey by BMC and Forbes Insights, 34% of
the responding North American executives and 54% of
the European respondents said that it takes weeks to
resolve a “high-impact vulnerability” in applications or
operating systems once a patch becomes available. In
more than one-third of the cases, delays occurred
during attempts to prioritize which systems should be
addressed first.
DISJOINTED EXECUTION
Organizations need better visibility to prioritize critical
issues so they can confidently protect customers. At
first blush, that seems straightforward and unremark-
able. But the lack of integration between Security and
Operations makes this anything but easy. What may
seem like a high priority to security executives may not
be viewed that same way by the operations team, where
the focus is on uptime and performance.
The organizational disconnect also has ramifications in
other areas of corporate performance, particularly
when it comes to regulatory compliance. The failure to
align around a set of common compliance objectives
creates blind spots, overlap, and duplicative efforts.
Most organizations are forced into a stream of manual
processes or tools that aren’t built for the problem. This
leaves them frustrated to the point that they just give
up because they can’t keep up with the volume,
complexity, and scale.
on average, to resolve a
known vulnerability.
It takes
193 days
6. Penalties for Failing to Avoid
Data Breaches
The lack of integration and coordination between
Security and Operations leaves enterprises open to
security risks, including the theft of IP, financial losses,
compromised customer data, damaged reputation, and
regulatory sanctions. Federal and state laws governing
data privacy exact severe penalties on organizations that
fail to implement appropriate data security measures.27
Cybersecurity has become a business issue that now
demands active involvement from the top management
of an organization. When data breaches occur, the
failure to protect the information of the company and
its customers can cause CIOs, CISOs, and even CEOs to
lose their jobs.28
Repairing the SecOps Gap
The absence of integration between Security and
Operations comes at the very worst time and has
created a veritable SecOps gap that handicaps an
organization’s ability to defend itself in today’s elevated
security threat environment. Enterprises have a tough
enough job identifying, remediating, and tracking
vulnerabilities easily. Their task is made unnecessarily
harder when there are clashing priorities, tools that fail
to mesh well, and too little technology automation.
Instead of working at cross-purposes, Security and
Operations can merge heretofore disconnected initia-
tives into a unified process that fosters close alignment
that pays dividends for both teams—from accelerating
the process of vulnerability resolution to reducing the
costs of remediation.
AUTOMATION CAN ADDRESS
THE PROBLEM
The biggest risks facing companies are the things they
don’t know about—and they need to be addressed to
reduce the unknown risk of blind spots. Organizations
have a limited ability to take action and fix vulnerabilities
if they don’t possess scalable processes and contextual-
ized information. What’s more, they will be hard-
pressed to know whether they are indeed fixing the
most important problems if they can’t prioritize risks.
There is no shortage of unknowns in this era of digital
transformation, stepping up the pressure on both the
security and operations teams to understand what is in
their environments at any given time. That’s no easy
task. Given the myriad of new security and regulatory
compliance demands on their IT infrastructure, the job
of putting in place controls governing this changing set
of policies can prove overwhelming. That’s where
enterprises need an automated SecOps solution that
offers effective compliance controls, rapid remediation,
and blind spot detection.
wanted a centralized view
into vulnerabilities and
remediation actions.
of the survey respondents
wanted tools for automating
corrective actions, and
59%
60%
Conclusion
Collaborative workflow processes that eliminate friction
and misalignments between the security and operations
teams sharply lower the risk of data loss and operational
downtime. Now, more than ever, enterprises can
advance their overall business agenda by closing the
SecOps gap and minimizing communications
breakdowns that leave organizations vulnerable
to cyberattacks.
As the industry’s SecOps leader, BMC offers technology
solutions that offer security teams visibility into opera-
tional plans while providing operations with an action-
able view of threat information based on risk level.
• Learn how automation can close the SecOps gap.
• See BMC BladeLogic Threat Director in action.
7. Here is an excerpt from the Voke
Research Solution Snapshot™
report: BMC SecOps Solutions.
Market Context
Each day security breaches have a profound impact on
the way a business interacts with its customers. When
the news of a security breach breaks, businesses are
immediately thrown into crisis management mode.
In many cases, hacker access company systems months
before breaches get identified, confirmed, and reported.
This problem of delayed acknowledgment of a hacker
entering into a system is a costly endeavor. More
importantly, and ultimately costlier, it is taking excessive
amounts of time to remediate a known vulnerability.
The gap between IT security and IT operations widens
each time a known vulnerability is not remediated in a
timely and business-oriented fashion.
Surprisingly, most security vulnerabilities are known and
have published patches; however, the patches are not
always installed in timely fashion. Attackers know this
and will exploit unpatched, known vulnerabilities, to
harm your business and brand while threatening the
privacy, health, or safety of your customers.
Both the IT security and IT operations teams are
responsible for protecting the IT infrastructure. But
their defined goals for carrying out their respective
roles can come into conflict.
The IT security team runs scans for vulnerabilities and
provides overall security policy, compliance, and
governance terms. While the IT security team highlights
the issues, the ownership of implementation to address
the issues is the responsibility of IT operations. The IT
security team may or may not understand the opera-
tional impact of these policies, compliance, and govern-
ance terms.
Meanwhile, the IT infrastructure is dynamically managed
by IT operations teams to meet the demands of high
availability for productivity against the ever-present risk
of failure. IT operations, which constitutes the first line
of defense in a security breach, is also the first team
responsible for system stability and uptime.
Hence the conundrum that IT security and IT opera-
tions teams face: How will IT operations know what to
do with the recommendations from the IT security
team? And how will the IT security team understand the
operational impact of what the IT operations team does
or does not do?
It’s up to CIOs and CISOs to sort this out and eradicate
the isolation and contention between the departments.
Strong executive leadership can ensure collaboration
between IT security and IT operations by leveraging
automation to proactively protect the IT infrastructure.
Organizations must use processes and technology to
unite the IT security and IT operations teams with more
focus on collaboration and visibility, while allowing the
IT operations team to take a more active role in IT
security.
But this gets complicated. Opening the ticket is only the
beginning of the problem resolution path to remediat-
ing security vulnerabilities. While IT security and IT
operations teams remain independent of one another,
they still must find ways to cooperate.
Additional Reading
Both the IT security and IT
operations teams are responsible
for protecting the IT infrastructure.
But their defined goals for carrying
out their respective roles can come
into conflict.
Strong executive leadership can
ensure collaboration between
IT security and IT operations
by leveraging automation to
proactively protect the
IT infrastructure.
8. IT Complexity
IT security and IT operations usually function in isolated
silos. Elements of the gap that exists between the two
teams include:
• Lack of process integration
• Lack of automation to quickly implement
recommended patches
• Conflicting priorities between the two teams
(i.e., governance vs. stability and uptime)
• Lack of insight between IT security and IT operations
regarding a pipeline of planned patches
• Lack of collaboration to make systems more reliable
and predictable in order to achieve better business
outcomes Poor handoffs between IT security and IT
operations on vulnerability information
• Lack of understanding between IT security and IT
operations on initiatives and requirements of each
team Lack of coordinated efforts to create a path to
operationalize security
While both IT security and IT operations perform
discrete functions as they relate to the systems and
software, the two teams must no longer work in isola-
tion. Each team must retain independence but work
towards operationalizing security for the betterment of
the business. The call for both teams to work together
and eliminate the persistent gap is not an option. It is a
necessity.
But too often teams are isolated from one another and
do not have clear lines of communication with insight
into the results of actions conducted by the teams.
Because of this isolated approach to overall security,
attackers are able to take a path of least resistance and
exploit vulnerabilities that have languished for months
or years.
BMC Rolls Out
Modern Solutions
Enough businesses have been damaged by security
breaches that, in hindsight, were preventable. Enough
individuals have been victims of hacks. It is now time for
IT security and IT operations to heed the needs of the
business and work together to solve the technical
problems presented by ongoing security threats and
vulnerabilities.
Often, hackers have been found to lurk in systems for
months or years before an actual attack was identified
and made public. These scenarios are the stuff of
dreams for nefarious hackers and yet enterprises have a
“why bother” attitude of coordinated IT security and
believe that an attack is simply a matter of time.
Two types of enterprises
exist—those that know a
security vulnerability has been
exploited and those that do not
know that a security
vulnerability has been exploited.
Too frequently IT security becomes a top priority only
when an enterprise experiences a damaging security
breach. This cycle will continue to play out unless there
is a concerted effort by IT security and IT operations to
change their behaviors to be more proactive and focus
on ensuring secure operations.
Two types of enterprises exist—those that know a
security vulnerability has been exploited and those that
do not know that a security vulnerability has been
exploited. It is up to the IT operations teams of every
enterprise to know and communicate this status.
Unfortunately, in most enterprises today, the classic
finger-pointing of IT security and IT operations is a
reality.
It is safe to say that IT operations does not understand
the intricacies of what IT security does, And, IT security
does not understand the intricacies of what IT opera-
tions does. This is not a fault of one team or the other.
It is simply two distinct professional teams with differ-
ent roles for achieving the same goal. IT security and IT
operations must work more closely together to main-
tain secure operations.
Enterprise organizations must set a mandate to opera-
tionalize security from the C-level to mitigate the
business risk of security threats and vulnerabilities.
Adopting solutions such as BMC’s BladeLogic Server
Automation, BladeLogic Network Automation, and
BladeLogic Threat Director will help solve technical
9. problems and form a well-coordinated offensive
approach to solving ever-present security threats and
vulnerabilities.
Solutions that are purpose-built for operationalizing
security allows more visibility into the role of IT security
and IT operations. Hackers are aggressive, intrusive, and
invasive unwanted guests. Enterprises must combat the
criminal vigorously, actively, and boldly to protect the
business. Solutions such as BMC SecOps will help
organizations defeat 21st century enemies.
Solution Overview
BMC’s BladeLogic Server Automation, BladeLogic
Network Automation, and BladeLogic Threat Director
(released in April 2016) are the company’s product
offerings to bring a better approach for IT security and
IT operations teams to work together. Joint account-
ability between the teams is critical in order to deliver a
unified and coordinated security approach for physical
or virtual IT infrastructure assets in the traditional data
center or in the cloud.
Since its founding in 1980, BMC has been a trusted and
reliable partner to enterprise IT operations profession-
als. BladeLogic Server Automation, BladeLogic Network
Automation, and BladeLogic Threat Director work in
combination to help enterprise IT teams automatically
link security vulnerabilities to identified patches and
create the attack plan to deploy countermeasures on
demand. Solving this technical problem with a purpose-
built solution mitigates the business risk associated with
security threats and vulnerabilities.
BMC positions the combined offering of BladeLogic
Server Automation, BladeLogic Network Automation,
and BladeLogic Threat Director as “vigilant, precise, and
relentless automation in pursuit of security for the
digital era”.
Here are highlights of how the products
work together to achieve a unified attack
on security threats and vulnerabilities.
1. Compliance
Digital initiatives are forcing enterprises to conduct
business in new ways and consequently exposing
enterprises to new and unique security and risk
challenges. These new ways of conducting business
bring the need for advanced security and regulatory
compliance protection and enforcement. Failure to
adequately enforce and protect these complex
regulatory standards results in damaging business
consequences.
BMC products work in concert to achieve an “audit-
ready” state at all times through vigilant compliance.
The “audit-ready” state is critical to protecting data
security and privacy and means that time to create
reports or prove compliance is reduced, while allowing
IT operations professionals to engage in more meaning-
ful work.
2. Precise Threat Analysis
Getting the right information to the right people at the
right time about a security threat or vulnerability is
critical in avoiding security incidents. Precision in
gathering the correct information means that the
business is protected because threats are prioritized
and attack plans are based on needs and parameters of
the business.
BMC products work together to deliver precise threat
analysis to: Identify and target the most vulnerable
systems Isolate what to remediate and how to remedi-
ate it Provide current and up-to-date status for the
entire environment This means that both IT security
and IT operations teams have the same information to
work with to address threats and close the window
of risk.
3. Remediation
The biggest and most intellectually challenging problem
IT operations professionals deal with is how to keep
everything running at an acceptable performance level
while reducing the attack surface.
IT operations professionals live in a dual state—a proac-
tive state of maintaining productivity of systems and a
reactive state of patching and fixing when a security
vulnerability is identified. IT operations professionals
must be able to be proactive in both states. That means
that the resolution of security threats and vulnerabilities
must be accelerated while protecting uptime.
BMC has an offering they
describe as “vigilant, precise,
and relentless automation in
the pursuit of security for the
digital era.”
10. SECURITY INCIDENTS MUST BE
AVOIDED. BMC PRODUCTS WORK
TOGETHER TO:
• Provide security hardening
(e.g., reducing the attack surface)
• Prevent threats from becoming breach entry points
• Balance operations requirements of availability and
capacity with the needs of security
• Understand threat reports from different providers
• Optimize maintenance windows
• Improve response times
The value of the BMC product offerings
of BladeLogic Server Automation,
BladeLogic Network Automation, and
BladeLogic Threat Director is twofold:
1. For IT security, the solutions provide a dashboard
with a real-time view into the plans and service level
agreements (SLAs) of the IT operations team.
2. For IT operations, the solutions deliver prescriptive
and actionable data to address security threats and
vulnerabilities based on perceived impact and policy.
The solutions deliver the ability to automatically link
vulnerabilities to identified patches and create the
offensive attack plan to deploy countermeasures on
demand and eliminate the gap between IT security and
IT operations.
Addressing the Gaps
Up until now this problem of eliminating the gap
between IT security and IT operations has not been
addressed. Enterprises use a variety of security tools that
are essential to the protection of today’s complex
enterprise software, systems, and infrastructure.
All of these types of tools are defensive in nature and
work incredibly well as a line of defense to detect
security threats and vulnerabilities. At some point, the
enterprise must be in an offensive position to create an
environment that the hacker cannot exploit and does not
want to exploit.
BMC has figured out how to make it easy to take defen-
sive data from vulnerability scans and use it for offensive
purposes to automatically remediate security vulnerabili-
ties. Because of its history with IT operations, BMC is
aware of the struggles faced by IT operations teams that
must make business critical decisions about security.
This approach is strategic—be inhospitable to hackers by
not letting them in at the outset. BMC products are
purpose-built for IT security and IT operations teams to
deliver an offensive approach through automation by
avoiding, remediating, and identifying security threats
and vulnerabilities that have the potential to harm the
business. The ability of a solution to remediate the
security threat or vulnerability is the difference between
knowing there is a problem and knowing there is a
problem that is solvable.
BMC’s BladeLogic Server Automation and BladeLogic
Network Automation are able to take vulnerability scan
data as input and deliver remediation through automa-
tion. Vulnerability scanning is exposing a problem but
knowing what to do with that data is solving the problem.
Enterprises need to have the problem solved.
The enterprise must be in an
offensive position … so that the
hacker cannot and does not want
to exploit.
View the Web series: Hacker Hierarchy:
BMC and GuidePoint Security Present a Hack and
Defend Demo
• Hacker Breaches the Perimeter
• Hacker goes for Gooey Center
• Hacker goes for the Crown Jewels
READ THE FULL REPORT
Additional Video
11. FBI’s James Comey accuses China of hacking into every
major American company
72% of Black Hat Attendees Expect To Be Hit By ‘Major’
Data Breach Within A Year
IT compliance and security: SecOps
2016 Cost of Data Breach Study: Global Analysis
Gartner Says By 2020, 60 Percent of Digital Businesses
Will Suffer Major Service Failures Due to the Inability of
IT Security Teams to Manage Digital Risk
Verizon DBIR: Mobile Devices Not A
Factor In Real-World Attacks
Mobile risk is a real number
Most Americans don’t secure their smartphones
Employees Are the Weakest Link in Computer Security
Check Point Research Reveals Threat of Mobile Malware
Persists as Attacks Targeting iOS Devices Increase
Cyberattacks move to cloud with increased adoption
PwC Study: Biggest Increase in
Cyberattacks in Over 10 Years
Cybercrime: Much more organized
Center for Strategic and International Studies:
Cybercrime and espionage costs $445 billion annually
McAfee 2016 Threat Predictions
What caused the Sony hack
Anonymous’ Op Icarus campaign
targets banks worldwide
Increase in Insider Threat Cases Highlight Significant
Risks to Business Networks and Proprietary Information
Footnotes
PwC’s 2014 U.S. State of Cybercrime Survey
Markets for Cybercrime Tools and Stolen Data
Target data breach has lingering effect on
customer service, reputation scores
IT Security and Operations Survey the
Game Plan for Closing the SecOps Gap
Zombie Servers: They’re Here and
Doing Nothing but Burning Energy
Neglected Server Provided Entry
for JPMorgan Hackers
A Game Plan for Closing the SecOps Gap:
Coordinate Security and Operations Staffs to
Improve Security, Uptime and Compliance
IT Security and Operations Survey the
Game Plan for Closing the SecOps Gap
Data security laws and penalties:
Pay IT now or pay out later
14 Security Fails That Cost Executives Their Jobs
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