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• By: David T. Isiavwe Ph.D.; CISSP, CISM,CISA,CGEIT,HCIB, FCA
Summaries of the cybersecurity statistics
over the past year that indicates what’s in
store for the next five years.
Cyber crime damage costs to hit $6 trillion annually by 2021
Greatest transfer of economic wealth in history,
Risks the incentives for innovation and investment, and
Will be more profitable than the global trade of all major
illegal drugs combined.
Global cybersecurity spending to exceed
$1 trillion from 2017 to 2021.
The rising tide of cyber crime has pushed information
security (a subset of cybersecurity) spending to more
than $86.4 billion in 2017, according to Gartner.
CYBERSECURITY FACTS, FIGURES AND STATISTICS
FOR 2018
Cyber
crime
damage
costs to
hit $6
trillion
annually
by 2021
Cybersecurity
spending to
exceed $1
trillion from
2017 to 2021
Cyber
crime will
more than
triple the
number of
unfilled
cybersecur
ity jobs
Human
attack
surface to
reach 6
billion
people by
2022
Ransomw
are
damage
costs will
rise to
$11.5
billion in
2019
- Cybersecurity Ventures predictions: (a leading researcher for the global cyber economy
“… cyber attacks are the number one problem with
mankind, even worse than nuclear weapons” - Billionaire
businessman Warren Buffet

.
“will there
be another
cyberattack
on our IT
systems?”
but rather
“when will
an attack
occur?”
• Once security management and organizational
leadership fully come to terms with this reality
• They will have taken the first step to being better
prepared for the next attack
The
question
is really
no
longer
.
3-LEVEL
APPROACH
TO
PREPARING
Strategic
planning
OperationalTactical
How then should organizations ready
themselves?
.
STRATEGIC PLANNING
•How much budget and what resources do we allocate
to cybersecurity?
•What are the systems, data and operations that we
must protect?
•How do we prioritize those protections?
•How much inconvenience or disruption in operations
is acceptable to ensure protection?
Include both IT
security
management and
senior level
organizational
leadership.
Firms must not only comply
with regulations, but must also
assess their position and
assets.
Strategic team provides clear,
consistent direction so that
program decisions and tactics
support the most important
identified objectives.
OPERATIONAL
.
• Are we now a desirable attack
target, and why?
• Are factors pending that could
raise our threat level?
• Do we have the right staff and
tools in place to address these
challenges?
Perceive present and
developing dangers
and comprehend their
motivations, strategies,
and campaigns, with
the goal that assets,
procedures and
frameworks can be
executed for
assurance.
OPERATIONAL CONT.
.
Have 3rd party
vendors with
access to our
data been
properly vetted
for cybersecurity
protections?
Have we
adequately
trained our staff
on current
methods of
phishing and
similar matters?
Are we
collecting the
right data to
recognize and
understand
threats?
Is our software
and patch
management
process
effective?
.
TACTICAL
The everyday observing and investigative
errands line up with the digital security
plan or guide
At this level, staff and systems actualize
the cybersecurity strategies set by the key
and operational groups,
and make decisions based on framework
on real-time inputs.
.
TACTICAL Cont.
Are our security
and data
collection
systems
working as
intended?
Are we
following
specified
backup, patch
management,
and
vulnerability
scan processes
rigorously?
Is anything
unusual
happening on
our network?
When
something
unusual
happens, is it
an attack?
How do we
respond when
attacked?
The questions
to be
addressed are
specific and
time-sensitive:
INSIDER THREATS
.
Tragically, not all
dangers are from
outside the
Campus/organization
It is vital to take note
of that the majority
of insider breaches
are inadvertent
• we find that around 75
percent of such
breaches are:
• unplanned,
• because of
negligence,
• or actions contrary
to established policy.
INSIDER THREATS Cont.
.
Identify where are
they most likely to
occur, either
intentionally or
unintentionally
Ensure information
access privileges are
established for
assigned functions,
and limit access to
areas outside of each
individual’s assigned
responsibility.
Review privileges
periodically.
Automate network
monitoring for
unusual behaviors.
Use separation of
duties, mandatory
leave, and other
techniques to
provide oversight
for critical job
functions
Here are a few
suggestions that can
help mitigate insider
threats
CONCLUSION
• The world of cybersecurity keeps changing every day.
• There is no telling where or when the next attack would
happen.
• The most ideal approach to ensure against external attack
or internal breach is to work with your inward security
group or outsourced innovation supplier to structure and
actualize a sound security program to protect an
organization's information and data and in addition offer
significant serenity to investors.
Preparing for the Inevitable
Preparing for the Inevitable

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Preparing for the Inevitable

  • 1.
  • 2. • By: David T. Isiavwe Ph.D.; CISSP, CISM,CISA,CGEIT,HCIB, FCA
  • 3.
  • 4.
  • 5. Summaries of the cybersecurity statistics over the past year that indicates what’s in store for the next five years.
  • 6. Cyber crime damage costs to hit $6 trillion annually by 2021 Greatest transfer of economic wealth in history, Risks the incentives for innovation and investment, and Will be more profitable than the global trade of all major illegal drugs combined.
  • 7. Global cybersecurity spending to exceed $1 trillion from 2017 to 2021. The rising tide of cyber crime has pushed information security (a subset of cybersecurity) spending to more than $86.4 billion in 2017, according to Gartner.
  • 8.
  • 9. CYBERSECURITY FACTS, FIGURES AND STATISTICS FOR 2018 Cyber crime damage costs to hit $6 trillion annually by 2021 Cybersecurity spending to exceed $1 trillion from 2017 to 2021 Cyber crime will more than triple the number of unfilled cybersecur ity jobs Human attack surface to reach 6 billion people by 2022 Ransomw are damage costs will rise to $11.5 billion in 2019 - Cybersecurity Ventures predictions: (a leading researcher for the global cyber economy
  • 10. “… cyber attacks are the number one problem with mankind, even worse than nuclear weapons” - Billionaire businessman Warren Buffet 
  • 11. . “will there be another cyberattack on our IT systems?” but rather “when will an attack occur?” • Once security management and organizational leadership fully come to terms with this reality • They will have taken the first step to being better prepared for the next attack The question is really no longer
  • 13. . STRATEGIC PLANNING •How much budget and what resources do we allocate to cybersecurity? •What are the systems, data and operations that we must protect? •How do we prioritize those protections? •How much inconvenience or disruption in operations is acceptable to ensure protection? Include both IT security management and senior level organizational leadership. Firms must not only comply with regulations, but must also assess their position and assets. Strategic team provides clear, consistent direction so that program decisions and tactics support the most important identified objectives.
  • 14. OPERATIONAL . • Are we now a desirable attack target, and why? • Are factors pending that could raise our threat level? • Do we have the right staff and tools in place to address these challenges? Perceive present and developing dangers and comprehend their motivations, strategies, and campaigns, with the goal that assets, procedures and frameworks can be executed for assurance.
  • 15. OPERATIONAL CONT. . Have 3rd party vendors with access to our data been properly vetted for cybersecurity protections? Have we adequately trained our staff on current methods of phishing and similar matters? Are we collecting the right data to recognize and understand threats? Is our software and patch management process effective?
  • 16. . TACTICAL The everyday observing and investigative errands line up with the digital security plan or guide At this level, staff and systems actualize the cybersecurity strategies set by the key and operational groups, and make decisions based on framework on real-time inputs.
  • 17. . TACTICAL Cont. Are our security and data collection systems working as intended? Are we following specified backup, patch management, and vulnerability scan processes rigorously? Is anything unusual happening on our network? When something unusual happens, is it an attack? How do we respond when attacked? The questions to be addressed are specific and time-sensitive:
  • 18. INSIDER THREATS . Tragically, not all dangers are from outside the Campus/organization It is vital to take note of that the majority of insider breaches are inadvertent • we find that around 75 percent of such breaches are: • unplanned, • because of negligence, • or actions contrary to established policy.
  • 19. INSIDER THREATS Cont. . Identify where are they most likely to occur, either intentionally or unintentionally Ensure information access privileges are established for assigned functions, and limit access to areas outside of each individual’s assigned responsibility. Review privileges periodically. Automate network monitoring for unusual behaviors. Use separation of duties, mandatory leave, and other techniques to provide oversight for critical job functions Here are a few suggestions that can help mitigate insider threats
  • 20. CONCLUSION • The world of cybersecurity keeps changing every day. • There is no telling where or when the next attack would happen. • The most ideal approach to ensure against external attack or internal breach is to work with your inward security group or outsourced innovation supplier to structure and actualize a sound security program to protect an organization's information and data and in addition offer significant serenity to investors.