The document summarizes the top 5 security issues for 2012 according to Joe Schorr, a principal security architect. The top 5 issues are: 1) mobile security due to increased use of mobile devices, 2) cloud security given challenges of managing security in the cloud, 3) malware and viruses as ongoing threats, 4) data leakage of intellectual property and personal information, and 5) targeted attacks like spear phishing that aim to steal information from specific individuals. The document provides tips and recommendations for addressing each of these security issues.
The Target breach highlights the need for companies to move beyond perimeter security defenses and remediation, and instead implement a holistic cybersecurity program focused on predictive intelligence and engagement with business leaders. CISOs must build strong communications with the C-suite to help them understand evolving threats and make timely decisions. A predictive defense incorporating military-grade monitoring, analytics, and cybersecurity experts is required. Lessons can be learned from industries like financial services that collaborate through information sharing and help businesses better manage cyber risks at the enterprise level.
To ensure security, it is important to build-in security in both the planning and the design phases and adapt a security architecture which makes sure that regular and security related tasks, are deployed correctly. Security requirements must be linked to the business goals. We identified four domains that affect security at an organization namely, organization governance, organizational culture, the architecture of the systems, and service management. In order to identify and explore the strength and weaknesses of particular organization’s security, a wide range model has been developed. This model is proposed as an information security maturity model (ISMM) and it is intended as a tool to evaluate the ability of organizations to meet the objectives of security.
Cyber risk has become an increasingly challenging risk to understand and manage due to the proliferation of technology. Organizations can simplify information security and reduce regulatory burden by adapting their risk management processes to take a more dynamic and holistic approach to cyber threats. Evaluating cyber risk in the context of other organizational risks is necessary to inform the overall risk profile. The process involves identifying specific cyber risks, assessing their likelihood and potential impacts, prioritizing them in relation to other risks, and determining appropriate investments to mitigate exposures.
There are three main benefits to adopting a converged approach to security risk:
1. It provides a single point of ownership for all aspects of an organization's security through appointing a chief security officer responsible for physical, intangible, and compliance risks.
2. It recognizes the interdependence of business functions and overlapping risks, integrating processes and assets to assess actual and potential blended risks across physical, personnel, and operational areas.
3. It identifies risks that involve multiple processes, systems, or cut across departments, providing a complete picture of threats to present to leadership and ensure coordinated responses.
Wadpack, a manufacturer of corrugated packaging material, opted for a comprehensive threat management solution called a unified threat management (UTM) system to secure its network and data. The UTM acts as a firewall, antivirus, anti-spam, VPN security, content filtering and more. By consolidating these security functions into one system, it provides an easy to manage and economical solution for Wadpack compared to implementing separate point solutions. The UTM solution was implemented by ESS to manage Wadpack's entire IT infrastructure and ensure secured connectivity between its branches.
Information Security Governance at Board and Executive LevelKoen Maris
Information security governance is a relative new area it doesn't always receive the required attention such as business support, management support and eventually the necessary budgets to keep Mr Evil out. The reasons why information security is not receiving the required attention are plenty, but a main issue that it is failing to get on the agenda could be that the upper levels of an organisational structure do not receive the information required to get their attention, or that companies are risk taking instead of risk averse or it seems impossible to identify value for the business. Security is about avoiding something, where a new application is about adding functionality in order to increase efficiency, production etc… Unfortunately, security is still seen as a business disabler.
Risk and Responsibility in a Hyperconnected World assesses cyber resilience and the impact of cyberattacks. It examines necessary action areas, analyzes response readiness through interviews and surveys, and sets out three alternative future scenarios. The report finds that cyberattacks pose strategic risks and could slow innovation worth $1-21 trillion. While large companies acknowledge interdependence, most lack mature cyber risk management processes. The report concludes collaborative action is needed across sectors to build cyber capabilities and develop a framework for participants to enhance resilience. It proposes a 14-point roadmap to facilitate cooperation.
The document summarizes the top 5 security issues for 2012 according to Joe Schorr, a principal security architect. The top 5 issues are: 1) mobile security due to increased use of mobile devices, 2) cloud security given challenges of managing security in the cloud, 3) malware and viruses as ongoing threats, 4) data leakage of intellectual property and personal information, and 5) targeted attacks like spear phishing that aim to steal information from specific individuals. The document provides tips and recommendations for addressing each of these security issues.
The Target breach highlights the need for companies to move beyond perimeter security defenses and remediation, and instead implement a holistic cybersecurity program focused on predictive intelligence and engagement with business leaders. CISOs must build strong communications with the C-suite to help them understand evolving threats and make timely decisions. A predictive defense incorporating military-grade monitoring, analytics, and cybersecurity experts is required. Lessons can be learned from industries like financial services that collaborate through information sharing and help businesses better manage cyber risks at the enterprise level.
To ensure security, it is important to build-in security in both the planning and the design phases and adapt a security architecture which makes sure that regular and security related tasks, are deployed correctly. Security requirements must be linked to the business goals. We identified four domains that affect security at an organization namely, organization governance, organizational culture, the architecture of the systems, and service management. In order to identify and explore the strength and weaknesses of particular organization’s security, a wide range model has been developed. This model is proposed as an information security maturity model (ISMM) and it is intended as a tool to evaluate the ability of organizations to meet the objectives of security.
Cyber risk has become an increasingly challenging risk to understand and manage due to the proliferation of technology. Organizations can simplify information security and reduce regulatory burden by adapting their risk management processes to take a more dynamic and holistic approach to cyber threats. Evaluating cyber risk in the context of other organizational risks is necessary to inform the overall risk profile. The process involves identifying specific cyber risks, assessing their likelihood and potential impacts, prioritizing them in relation to other risks, and determining appropriate investments to mitigate exposures.
There are three main benefits to adopting a converged approach to security risk:
1. It provides a single point of ownership for all aspects of an organization's security through appointing a chief security officer responsible for physical, intangible, and compliance risks.
2. It recognizes the interdependence of business functions and overlapping risks, integrating processes and assets to assess actual and potential blended risks across physical, personnel, and operational areas.
3. It identifies risks that involve multiple processes, systems, or cut across departments, providing a complete picture of threats to present to leadership and ensure coordinated responses.
Wadpack, a manufacturer of corrugated packaging material, opted for a comprehensive threat management solution called a unified threat management (UTM) system to secure its network and data. The UTM acts as a firewall, antivirus, anti-spam, VPN security, content filtering and more. By consolidating these security functions into one system, it provides an easy to manage and economical solution for Wadpack compared to implementing separate point solutions. The UTM solution was implemented by ESS to manage Wadpack's entire IT infrastructure and ensure secured connectivity between its branches.
Information Security Governance at Board and Executive LevelKoen Maris
Information security governance is a relative new area it doesn't always receive the required attention such as business support, management support and eventually the necessary budgets to keep Mr Evil out. The reasons why information security is not receiving the required attention are plenty, but a main issue that it is failing to get on the agenda could be that the upper levels of an organisational structure do not receive the information required to get their attention, or that companies are risk taking instead of risk averse or it seems impossible to identify value for the business. Security is about avoiding something, where a new application is about adding functionality in order to increase efficiency, production etc… Unfortunately, security is still seen as a business disabler.
Risk and Responsibility in a Hyperconnected World assesses cyber resilience and the impact of cyberattacks. It examines necessary action areas, analyzes response readiness through interviews and surveys, and sets out three alternative future scenarios. The report finds that cyberattacks pose strategic risks and could slow innovation worth $1-21 trillion. While large companies acknowledge interdependence, most lack mature cyber risk management processes. The report concludes collaborative action is needed across sectors to build cyber capabilities and develop a framework for participants to enhance resilience. It proposes a 14-point roadmap to facilitate cooperation.
Greater awareness in recent years of the volatility of the risk environment, together with the regulatory impetus provided by
corporate governance requirements, has placed effective risk management high on the corporate agenda. Changing attitudes
to risk management have also resulted in the emergence of a more holistic and proactive approach to managing exposures.
Are you confident in your company's cyber security posture? Read the latest S-RM report for guidance on mapping a path to cyber confidence: https://www.s-rminform.com/cyber-confidence/?utm_campaign=Cyber_Confidence&utm_source=slideshare&utm_medium=social
The VisibilIT VitalIT ManageabilIT Assessment (VVMA) is a comprehensive IT assessment that evaluates vulnerabilities, risks, and optimization opportunities across critical infrastructure areas. It identifies deficiencies before they become serious problems. Statistics show data loss and security breaches significantly impact SMBs. A VVMA provides a clear picture of infrastructure vulnerabilities to develop optimized solutions and avoid recovery costs. It examines business operations, hardware, and performs a detailed technical evaluation across 9 areas to assess health and make strategic recommendations.
There is no getting around it, if a business today loses accessto its data, it is soon out of business. There are many reasonswhy an organization could find its access to reliable, securedata compromised—everything from a missing laptop to acorporate merger to a hurricane (see Figure 1). Then there are the legal and compliance requirements. In fact, many
organizations that never previously considered themselves tobe potential targets for hackers, or maintainers of sensitivecustomer data, now find themselves every bit as responsiblefor compliance as banks, hospitals and other traditional sub-jects of compliance regulations.
How Infosec Can Become a Business Enabler: Interview with: Dr Tim Redhead, Di...IT Network marcus evans
How Infosec Can Become a Business Enabler: Interview with: Dr Tim Redhead, Director, DotSec, a sponsor company at the upcoming marcus evans Australian CIO Summit 2013, on how organisations can ensure information security becomes a business enabler.
The document discusses the importance of conducting risk assessments and implementing countermeasures to protect critical data and assets from threats. It outlines the key steps in risk assessment including identifying assets, threats, vulnerabilities, and risks. Outsourcing critical data to a managed service provider that locates data in secure environments is presented as an effective countermeasure that can minimize risks by placing security in the hands of security professionals and ensuring constant monitoring and uninterrupted access. The document advocates for regular risk assessments and risk management to account for changing threats over time.
Business Continuity And Disaster Recovery Are Top IT Priorities For 2010 And ...Citrix Online
“Business Continuity And Disaster Recovery Are Top IT Priorities For 2010 And 2011”
Key Findings:
• Improving business continuity and disaster recovery (BC/DR) capabilities is the No. 1 priority for SMBs and the second highest priority for enterprises for the next 12 months
• IT plans to spend at least 5% more on BC/DR in the next 12 months (only 11% of enterprises and 8% of SMBs plan to decrease spending on BC/DR)
• BC/DR represents between 6% and 7% of the IT budget
The document discusses various types of common information security attacks, including denial-of-service attacks, Trojan horses, worms, logic bombs, and buffer overflows. It describes how each type of attack works and provides examples of vulnerabilities attackers exploit, such as social engineering, improperly configured firewalls, and weak passwords. The document also outlines best practices for preventing and mitigating these attacks to protect the confidentiality, integrity, and availability of information.
In an era of global connectivity, online information and systems are playing an increasingly central role in business. According to data from Cisco, worldwide internet-connected devices will reach 50 billion by 2020, and with 15 billion devices already in 2015 it is apparent that an increasing numbers of companies, systems and information are working online.
This document discusses the importance of including proactive technical support for hardware and software as an essential part of business resilience and continuity plans. It notes that while organizations often focus on elements like backup servers and data storage, they frequently overlook routine technical support, which is critical to maintaining system availability. The document cites several examples where hardware and software failures led to significant disruptions. It also references a survey that found 24% of major disruptions were due to IT hardware failures and 11% to software failures. The document argues that technical support needs to be holistically integrated into resilience strategies to help prevent disruptions from system outages.
Management of the IT infrastructure begins at its Foundation. Better Understand how that is defined, implemented and leveraged beyond traditional IT management solutions but in an accreative way.
This document provides a summary of a 2010 presentation on risk management in banks following the financial crisis. It discusses three major financial crises that resulted in lawsuits and insurance disputes. It identifies factors that contributed to the crises such as poor economics, greed, weak risk management, and irrational exuberance. Tables show the largest bankruptcies. The presentation emphasizes the importance of risk management, governance, and increased regulation. It outlines elements of enterprise risk management including risk identification, analysis, evaluation, and treatment.
RSA Security Brief : Taking Charge of Security in a Hyperconnected WorldEMC
The new RSA Security Brief highlights that basic security lapses still contribute to most security incidents. The report identifies top areas for improvement and provides practical guidance on measures that deliver the greatest impact on organizations' ability to respond to cyber attacks and data breaches.
About RSA Security Brief :
RSA Security Briefs provide security leaders and risk management executives with essential guidance on today's most pressing information security threats and opportunities. Each Brief is created by a select team of experts who connect experiences across organizations to share specialized knowledge on a critical security topic. Offering both big-picture insight and practical technology guidance, RSA Security Briefs are vital reading for today's forward-thinking security and risk management practitioners.
Read More via
This document provides context on the telecommunications sector. It notes that telecom operators have weathered economic uncertainty and volatility relatively well due to their defensive positioning. However, their future growth is uncertain as investors question the levels of capital expenditure needed to support growth and whether operators or over-the-top players will monetize new offerings. Some positive trends for operators include easing mobile termination rate regulations and a slowing pace of landline decline, but telecom revenues remain linked to employment rates which are trending downward. Overall, operators can benefit from improving performance supported by structural changes, strong cost control, and network sharing.
Xavier Marguinaud, Underwriting Manager - Cyber at Tokio Marine HCC, contributes on Strategies to minimise loss and damage in Corporate Livewire Cyber Security & Data Protection Expert Guide, published in December 2017
CISOs are moving from compliance-based cybersecurity programs to risk-based programs focused on addressing the real security risks organizations face. They are adopting sophisticated frameworks to assess threats, prioritize investments, and communicate strategy to stakeholders. Frameworks provide standards and best practices to protect systems and data, helping CISOs focus on strategic goals rather than just checking boxes. Customizing frameworks based on an organization's unique risks and needs leads to deeper understanding and more effective security programs.
This document discusses principles and concepts of project risk management. It defines different types of risks that organizations face, including market risk, credit risk, operational risk, and business risk. It provides examples of how companies like Ericsson and Nokia responded differently to a supply chain disruption, with Nokia handling it effectively and gaining market share while Ericsson was unprepared and lost revenue. The document emphasizes the importance of enterprise risk management in improving financial and operational performance for companies.
This document discusses the importance of establishing a cyber risk framework that is integrated into an organization's enterprise-wide risk management process. It provides questions that organizations should consider to help identify and assess cyber risks. It also describes three hypothetical cyber risk scenarios involving ransomware infection, and discusses potential impacts, losses, and mitigation strategies for each scenario.
Effective communication is essential for business continuity. Leveraging audio, web, and video conferencing solutions allows organizations to minimize disruptions to communication from events like natural disasters, power outages, or infrastructure failures. The document provides examples of how conferencing has helped businesses during events like the 2010 Icelandic ash cloud. It outlines best practices for business continuity planning that incorporate remote collaboration services into the risk assessment and documentation phases. Establishing resilient communication channels through conferencing solutions is concluded to be as essential for contingency planning as it is for everyday business operations.
The document outlines seven common start-up sins: 1) Saving on the wrong things and not paying enough for core business needs, 2) Changing too much at once without proper preparation, 3) Hiding things which wastes time and opportunities, 4) Panicking which helps no one, 5) Undervaluing the importance of building a strong brand, 6) Not listening to and conversing with customers, and 7) Getting sidetracked from the core business by watching competitors. It encourages start-ups to focus on customers, innovate through trial and error, and have fun.
Infoworld deep dive - Mobile Security2015 updatedKim Jensen
This document provides an overview and comparison of the mobile device management (MDM) capabilities of various mobile platforms, including iOS, Android, BlackBerry, and Windows Phone. It summarizes the new management features introduced in iOS 9 and Android 6.0 Marshmallow, and describes how Android for Work enhances security and management for Android devices running business apps. Key areas discussed include app permissions, device encryption, password policies, and email/calendar management controls available to IT administrators.
Greater awareness in recent years of the volatility of the risk environment, together with the regulatory impetus provided by
corporate governance requirements, has placed effective risk management high on the corporate agenda. Changing attitudes
to risk management have also resulted in the emergence of a more holistic and proactive approach to managing exposures.
Are you confident in your company's cyber security posture? Read the latest S-RM report for guidance on mapping a path to cyber confidence: https://www.s-rminform.com/cyber-confidence/?utm_campaign=Cyber_Confidence&utm_source=slideshare&utm_medium=social
The VisibilIT VitalIT ManageabilIT Assessment (VVMA) is a comprehensive IT assessment that evaluates vulnerabilities, risks, and optimization opportunities across critical infrastructure areas. It identifies deficiencies before they become serious problems. Statistics show data loss and security breaches significantly impact SMBs. A VVMA provides a clear picture of infrastructure vulnerabilities to develop optimized solutions and avoid recovery costs. It examines business operations, hardware, and performs a detailed technical evaluation across 9 areas to assess health and make strategic recommendations.
There is no getting around it, if a business today loses accessto its data, it is soon out of business. There are many reasonswhy an organization could find its access to reliable, securedata compromised—everything from a missing laptop to acorporate merger to a hurricane (see Figure 1). Then there are the legal and compliance requirements. In fact, many
organizations that never previously considered themselves tobe potential targets for hackers, or maintainers of sensitivecustomer data, now find themselves every bit as responsiblefor compliance as banks, hospitals and other traditional sub-jects of compliance regulations.
How Infosec Can Become a Business Enabler: Interview with: Dr Tim Redhead, Di...IT Network marcus evans
How Infosec Can Become a Business Enabler: Interview with: Dr Tim Redhead, Director, DotSec, a sponsor company at the upcoming marcus evans Australian CIO Summit 2013, on how organisations can ensure information security becomes a business enabler.
The document discusses the importance of conducting risk assessments and implementing countermeasures to protect critical data and assets from threats. It outlines the key steps in risk assessment including identifying assets, threats, vulnerabilities, and risks. Outsourcing critical data to a managed service provider that locates data in secure environments is presented as an effective countermeasure that can minimize risks by placing security in the hands of security professionals and ensuring constant monitoring and uninterrupted access. The document advocates for regular risk assessments and risk management to account for changing threats over time.
Business Continuity And Disaster Recovery Are Top IT Priorities For 2010 And ...Citrix Online
“Business Continuity And Disaster Recovery Are Top IT Priorities For 2010 And 2011”
Key Findings:
• Improving business continuity and disaster recovery (BC/DR) capabilities is the No. 1 priority for SMBs and the second highest priority for enterprises for the next 12 months
• IT plans to spend at least 5% more on BC/DR in the next 12 months (only 11% of enterprises and 8% of SMBs plan to decrease spending on BC/DR)
• BC/DR represents between 6% and 7% of the IT budget
The document discusses various types of common information security attacks, including denial-of-service attacks, Trojan horses, worms, logic bombs, and buffer overflows. It describes how each type of attack works and provides examples of vulnerabilities attackers exploit, such as social engineering, improperly configured firewalls, and weak passwords. The document also outlines best practices for preventing and mitigating these attacks to protect the confidentiality, integrity, and availability of information.
In an era of global connectivity, online information and systems are playing an increasingly central role in business. According to data from Cisco, worldwide internet-connected devices will reach 50 billion by 2020, and with 15 billion devices already in 2015 it is apparent that an increasing numbers of companies, systems and information are working online.
This document discusses the importance of including proactive technical support for hardware and software as an essential part of business resilience and continuity plans. It notes that while organizations often focus on elements like backup servers and data storage, they frequently overlook routine technical support, which is critical to maintaining system availability. The document cites several examples where hardware and software failures led to significant disruptions. It also references a survey that found 24% of major disruptions were due to IT hardware failures and 11% to software failures. The document argues that technical support needs to be holistically integrated into resilience strategies to help prevent disruptions from system outages.
Management of the IT infrastructure begins at its Foundation. Better Understand how that is defined, implemented and leveraged beyond traditional IT management solutions but in an accreative way.
This document provides a summary of a 2010 presentation on risk management in banks following the financial crisis. It discusses three major financial crises that resulted in lawsuits and insurance disputes. It identifies factors that contributed to the crises such as poor economics, greed, weak risk management, and irrational exuberance. Tables show the largest bankruptcies. The presentation emphasizes the importance of risk management, governance, and increased regulation. It outlines elements of enterprise risk management including risk identification, analysis, evaluation, and treatment.
RSA Security Brief : Taking Charge of Security in a Hyperconnected WorldEMC
The new RSA Security Brief highlights that basic security lapses still contribute to most security incidents. The report identifies top areas for improvement and provides practical guidance on measures that deliver the greatest impact on organizations' ability to respond to cyber attacks and data breaches.
About RSA Security Brief :
RSA Security Briefs provide security leaders and risk management executives with essential guidance on today's most pressing information security threats and opportunities. Each Brief is created by a select team of experts who connect experiences across organizations to share specialized knowledge on a critical security topic. Offering both big-picture insight and practical technology guidance, RSA Security Briefs are vital reading for today's forward-thinking security and risk management practitioners.
Read More via
This document provides context on the telecommunications sector. It notes that telecom operators have weathered economic uncertainty and volatility relatively well due to their defensive positioning. However, their future growth is uncertain as investors question the levels of capital expenditure needed to support growth and whether operators or over-the-top players will monetize new offerings. Some positive trends for operators include easing mobile termination rate regulations and a slowing pace of landline decline, but telecom revenues remain linked to employment rates which are trending downward. Overall, operators can benefit from improving performance supported by structural changes, strong cost control, and network sharing.
Xavier Marguinaud, Underwriting Manager - Cyber at Tokio Marine HCC, contributes on Strategies to minimise loss and damage in Corporate Livewire Cyber Security & Data Protection Expert Guide, published in December 2017
CISOs are moving from compliance-based cybersecurity programs to risk-based programs focused on addressing the real security risks organizations face. They are adopting sophisticated frameworks to assess threats, prioritize investments, and communicate strategy to stakeholders. Frameworks provide standards and best practices to protect systems and data, helping CISOs focus on strategic goals rather than just checking boxes. Customizing frameworks based on an organization's unique risks and needs leads to deeper understanding and more effective security programs.
This document discusses principles and concepts of project risk management. It defines different types of risks that organizations face, including market risk, credit risk, operational risk, and business risk. It provides examples of how companies like Ericsson and Nokia responded differently to a supply chain disruption, with Nokia handling it effectively and gaining market share while Ericsson was unprepared and lost revenue. The document emphasizes the importance of enterprise risk management in improving financial and operational performance for companies.
This document discusses the importance of establishing a cyber risk framework that is integrated into an organization's enterprise-wide risk management process. It provides questions that organizations should consider to help identify and assess cyber risks. It also describes three hypothetical cyber risk scenarios involving ransomware infection, and discusses potential impacts, losses, and mitigation strategies for each scenario.
Effective communication is essential for business continuity. Leveraging audio, web, and video conferencing solutions allows organizations to minimize disruptions to communication from events like natural disasters, power outages, or infrastructure failures. The document provides examples of how conferencing has helped businesses during events like the 2010 Icelandic ash cloud. It outlines best practices for business continuity planning that incorporate remote collaboration services into the risk assessment and documentation phases. Establishing resilient communication channels through conferencing solutions is concluded to be as essential for contingency planning as it is for everyday business operations.
The document outlines seven common start-up sins: 1) Saving on the wrong things and not paying enough for core business needs, 2) Changing too much at once without proper preparation, 3) Hiding things which wastes time and opportunities, 4) Panicking which helps no one, 5) Undervaluing the importance of building a strong brand, 6) Not listening to and conversing with customers, and 7) Getting sidetracked from the core business by watching competitors. It encourages start-ups to focus on customers, innovate through trial and error, and have fun.
Infoworld deep dive - Mobile Security2015 updatedKim Jensen
This document provides an overview and comparison of the mobile device management (MDM) capabilities of various mobile platforms, including iOS, Android, BlackBerry, and Windows Phone. It summarizes the new management features introduced in iOS 9 and Android 6.0 Marshmallow, and describes how Android for Work enhances security and management for Android devices running business apps. Key areas discussed include app permissions, device encryption, password policies, and email/calendar management controls available to IT administrators.
5 things needed to know migrating Windows Server 2003Kim Jensen
The document provides five key considerations for organizations migrating from Windows Server 2003:
1. The migration is an opportunity to align IT with business goals and modernize processes, not just a routine system update.
2. Conducting a thorough assessment of all hardware, software, and workflows is necessary to develop an accurate timeline and avoid missed dependencies.
3. Not all existing servers and applications need to be migrated - some may be decommissioned through consolidation or replacement with newer options.
4. Updating hardware in addition to software is important to take advantage of new capabilities and ensure performance supports business needs.
5. Most organizations will benefit from partnering with an outside expert to help plan and execute the migration effectively
The document summarizes security data from Secunia regarding vulnerabilities in software products. Some key findings include:
- The total number of vulnerabilities detected in 2013 was 13,073, a 45% increase over 5 years.
- 16.3% of vulnerabilities were highly critical and 0.4% were extremely critical.
- The top attack vector was remote network access (73.5% of vulnerabilities).
- Vulnerabilities in third-party software accounted for 75.7% of vulnerabilities in the top 50 most common software products.
OpenDNS is a DNS service that aims to make the internet safer, faster, smarter and more reliable. It was founded in 2005 and now has over 30 million active users, processing half a million queries per second and answering 30 billion DNS queries daily. OpenDNS provides content filtering, phishing and malware protection to households, schools and businesses. It translates domain names to IP addresses faster than other DNS services, improving internet speed and reliability.
Hewlett-Packard Enterprise- State of Security Operations 2015Kim Jensen
This document summarizes findings from 118 security operations maturity assessments of 87 organizations in 18 countries. It finds that the median maturity level remains below the ideal level of 3, and 20% of organizations scored below the minimum level of 1. The top issue facing security operations is the shortage of skilled resources. While organizations are investing in new technologies, many neglect operational budgets and processes, resulting in immature capabilities. Visible breaches have increased focus on security from executive leadership and boards.
This document provides predictions for security issues in 2016 from Forcepoint Security Labs. It predicts that the 2016 U.S. elections will drive significant cyberattacks themed around the elections, with hackers using social media and websites to spread misinformation. It also predicts that new mobile wallet and payment technologies will introduce opportunities for credit card theft and fraud. Finally, it predicts that the addition of new generic top-level domains will provide new opportunities for cybercriminals to use domain names for social engineering and malware attacks.
The document summarizes the findings of a study conducted by IBM's Center for Applied Insights that interviewed 138 security leaders from different industries and countries. It found that security organizations can be categorized into three groups: Influencers, Protectors, and Responders based on their self-assessment of security maturity and preparedness. Influencers have the most strategic approach, seeing security as a business priority. They are more likely to have a dedicated CISO, security budget, and measure progress. The study shows that Influencers' integrated, risk-based approach can serve as a model for other organizations looking to improve their security posture and leadership.
Insights from the IBM Chief Information Security Officer AssessmentIBM Security
To obtain a global snapshot of security leaders’ strategies and approaches, the IBM Center for Applied Insights conducted double-blind interviews with 138 security leaders – the IT and line-of-business executives responsible for information security in their enterprises. Some of these leaders carried the title of Chief Information Security Officer (CISO), but given the diversity of organizational structures, many did not. The Center supplemented this quantitative research through in-depth conversations with 25 information security leaders.
Participation spanned a broad range of industries and seven different countries. Nearly 20 percent of the respondents lead information security in enterprises with more than 10,000 employees; 55 percent are in enterprises with 1,000 to 9,999 employees.
In January-February 2016, the EIU, surveyed 1,100 senior executives on data security practices within their firms. The survey’s primary objective was to analyse the differences, if any, between the C-suite and senior IT executives on data security.
The survey sample was recruited from companies with between $500 million and $10 billion in revenues, and is equally representative of the Americas, Asia-Pacific and European regions. The panel came from 20 industries, with no single industry accounting for more than 14% of the total.
This was a survey of senior executives. The C-suite segment, sometimes referred to herein as senior management or corporate leadership, consisted exclusively of C-suite executives (eg CEOs, CFO, COOs). The security segment, sometimes referred to herein as the security executives, consisted of the CIO and those who identified themselves as Chief Data Officers or Chief Information Security Officers (CISOs).
Each panel was asked an identical set of 20 questions, and the results have been reviewed for insight and commentary by a panel of independent experts.
The document discusses the challenges that organizations face in managing security as business environments become more complex due to new technologies and increased threats. It notes that managing security has become difficult for organizations internally due to these complexities and costs. The document recommends that organizations outsource security management to providers of managed security services in order to alleviate these challenges by leveraging provider expertise, sophisticated solutions, and lower costs compared to maintaining security internally.
Digital has increased businesses’ cybersecurity risk – and yet few have elevated security to a senior leadership concern, according to our recent research. Here’s what businesses are thinking about cybersecurity, and a framework for strengthening their security strategies.
1) The document discusses 14 impact factors that can affect organizations after a cyberattack, including both direct costs like notification and credit monitoring, as well as less visible costs like intellectual property theft and disruption of operations.
2) It provides two hypothetical scenarios - one involving a health insurer and one a technology company - to illustrate how these impact factors can play out over time in the three phases of an incident response: triage, impact management, and business recovery.
3) For each scenario, it estimates the financial impact and duration of each impact factor over a 5-year period following the cyberattack. The scenarios are intended to demonstrate the variety of impacts, both visible and less visible, that organizations should consider when planning
This global study, conducted by the Economist Intelligence Unit (EIU) and sponsored by Palo Alto Networks, sheds light on the ways business leaders are dealing with the increasing volume of threats they face from insecurities that arise because of disruption beyond their corporate borders.
For in-depth interviews from industry leaders on how companies are combating security threats, go to https://goo.gl/fXcnLN
This document provides 7 tips for beating the IT compliance budget crunch through streamlining risk and compliance efforts using IT governance, risk, and compliance (GRC) automation software. Such software can help automate manual processes like asset inventory, control testing, and data collection to reduce costs while improving compliance. The document also discusses how focusing on critical issues, eliminating process overlap, and developing a continuous risk management infrastructure can provide ongoing budget relief through more effective resource allocation.
Five principles for improving your cyber securityWGroup
The document discusses cyber security risks for businesses and provides five principles for improving cyber security. It notes that as corporate assets have increasingly become virtual, cyber security risks have also increased. The five principles are: 1) Identifying security risks and determining how to address them, 2) Managing risks through resource allocation and transferring risks, 3) Understanding legal implications of breaches, 4) Obtaining technical expertise on security issues, and 5) Having expectations and oversight of the cyber security program.
Assessing and Managing IT Security RisksChris Ross
Data privacy and protection has become the gold standard in IT. Scale Venture Partners and Wisegate share what they learned from over 100 IT professionals questioned about the risks and technology trends driving their security programs. Read about the move towards data centric security and the need for improvement in automated security controls and metrics reporting.
2006 issa journal-organizingand-managingforsuccessasundaram1
The document discusses challenges facing information security professionals and provides advice for achieving success. It outlines 4 common but flawed mindsets executives have about security and recommends focusing on governance, strategy, staffing levels, and evolving the security program incrementally over time. The author describes 3 levels of security program maturity - Version 1.0 (immature), Version 2.0 (risk management approach), and Version 3.0 (mature policies and infrastructure). For a Version 1.0 program, the priorities are perimeter protection, antivirus, and patch management. For long-term success, the security professional should gain management support, implement services incrementally, and partner with operations.
Secure by design building id based securityArun Gopinath
This document discusses building identity-based security into information systems. It argues that organizations need to shift from adding security tools to building security in from the start. Identity and access management technologies can integrate security throughout modern IT architectures by authenticating users, enforcing access policies, and managing user sessions and transactions. These technologies provide both security benefits and opportunities to optimize business performance through personalization. The document advocates a comprehensive approach using these and other security tools.
This document discusses building identity-based security into information systems. It argues that most organizations have focused on adding security after the fact, rather than building it in from the start. Today's identity and access management technologies allow building security directly into systems through features like real-time authentication, fine-grained access controls, and linking identity to transactions and information. This approach provides both security benefits and opportunities to optimize business performance. The document examines IBM's identity and access management capabilities as an example of a vendor that can help organizations take a comprehensive, built-in approach to security.
The document summarizes the findings of a survey on global information security trends. It finds that while social media and cloud computing present new security risks, companies are taking steps to manage these risks such as monitoring employee social media use and ensuring virtualized environments are properly configured. It also notes that while outsourcing of security functions had been expected to grow, the economic downturn has led more companies to keep these functions in-house. Overall security budgets are holding steady despite cost-cutting in other areas.
Secure dataroom whitepaper_protecting_confidential_documentse.law International
The document discusses protecting confidential documents as they increasingly travel outside corporate boundaries. It outlines the enormous costs of data breaches, both direct costs and indirect costs. It discusses how traditional IT approaches are inadequate for today's business needs of increased collaboration beyond firewalls. The document argues that a new paradigm is needed to securely share sensitive documents through best practice strategies that provide end-to-end protection beyond the firewall.
This document discusses mobile security for businesses. It begins by noting that mobile devices present new security risks that companies often only address reactively after a breach. However, mobile security allows businesses to capitalize on opportunities from mobile applications if done properly. The document then provides an overview of common mobile security threats like malware, privacy issues, and social engineering. It concludes by offering a 7-step checklist for better mobile security practices that IT administrators can implement, including securing devices with passwords and preparing phone location/remote wipe services.
Welsh Consultants Publishes- Though corporate governance may not be an obvious focus during a pandemic, it is during these testing periods that leadership and management structures are tested, exposed for their strengths or flaws, and remembered by stakeholders in the long-term. The current context requires companies to assess the immediate health, social and economic factors facing their immediate survival, without losing grip on their long-term prospects. It is a challenging array of competing issues to confront. This paper explores the context in detail. Author- Founder- Manish P
This document is Cisco's 2013 Annual Security Report which highlights the following key points:
1. The rapid proliferation of devices, applications, and cloud services has created an "any-to-any" world where security has become more challenging. The number of internet-connected devices grew to over 9 billion in 2012.
2. A key trend is the growth of cloud computing, with cloud traffic expected to make up nearly two-thirds of total data center traffic by 2016. This trend complicates security as data is constantly moving.
3. Younger, mobile workers expect to access business services using any device from any location, which also impacts security and data privacy.
1. The number of malicious web links grew by almost 600% worldwide according to data from Websense Security Labs.
2. 85% of malicious web links were found on legitimate web hosts that had been compromised, indicating websites can no longer be trusted based on their reputation.
3. Traditional anti-virus and firewall defenses are no longer sufficient to prevent web-borne threats, as the web serves both as an attack vector and in supporting other attack vectors like social media, mobile, and email. Advanced defenses that can identify compromised legitimate sites in real-time are needed.
The document is a summary of a security survey conducted in 2013 by AV-Comparatives. Some key findings include:
- Over 4,700 computer users worldwide participated in the anonymous online survey.
- Most users are aware of online security risks but some still do not use security software. Detection rates, malware removal, and performance are the most important factors for users.
- Windows 7 and 8 are now the most widely used operating systems. Free antivirus programs are growing in popularity and trust compared to paid solutions.
- Detection testing, real-world protection testing, and tests evaluating heuristic capabilities are the most important types of antivirus testing for users. Performance issues remain a top complaint.
-
Miercom Security Effectiveness Test Report Kim Jensen
The document reports on a test of various web security gateways. It found that Websense blocked the most URLs (132,111 or 5.84%) of over 2.25 million URLs, demonstrating superior web security effectiveness. It also provided the most comprehensive and effective data theft and loss prevention policies. Websense showed advantages in malware blocking, real-time defense, and practical DLP policy implementation. Management of Websense required less time and effort than competitors. Overall, Websense performed well across security effectiveness, malware protection, data protection, and manageability.
Bliv klar til cloud med Citrix Netscaler (pdf)Kim Jensen
This document discusses how Citrix NetScaler outperforms other application delivery controllers (ADCs) in enabling enterprise networks to be cloud ready. It provides 9 key areas where NetScaler beats the competition: 1) Pay-As-You-Grow elasticity to scale capacity on demand; 2) Superior ADC consolidation with higher density; 3) Ability to cluster up to 32 appliances to expand capacity; 4) Full featured virtual ADCs with performance parity to hardware; 5) Cloud bridging functionality for hybrid cloud environments; 6) Open application visibility; 7) SQL load balancing; 8) Intuitive policy engine; 9) Faster SSL performance. The document examines these areas in detail and compares NetScaler's capabilities to other ADC
This document provides a summary and analysis of data from the 2012 Verizon Data Breach Investigations Report (DBIR). Key findings include:
- External threat agents such as hackers were responsible for 98% of breaches and over 99% of compromised records.
- Malware was involved in 69% of breaches and accounted for 95% of compromised records.
- The majority of breaches involved small businesses in the retail, accommodation, and food service industries, though healthcare saw the most compromised records on average per breach.
This document summarizes web traffic trends from Q3 2011 as observed by Zscaler ThreatLabZ across billions of transactions. It finds that while Internet Explorer remains the most used browser, non-browser applications account for over 20% of enterprise HTTP traffic. It also reports that Facebook continues to dominate social networking traffic in enterprises and that browser plugins, especially Adobe Flash, remain out of date and vulnerable to attacks.
This document provides an executive summary and analysis of Forrester's evaluation of mobile collaboration vendors in Q3 of 2011. Forrester evaluated 13 vendors against 15 criteria related to their mobile capabilities and experiences. They found that Adobe, Box, Cisco, IBM, Salesforce, SugarSync, Skype, and Yammer led in their commitment to tablets and smartphones as well as a strategy aligned with mobile workforces. AT&T, Citrix, Dropbox, Evernote, and Google were also strong performers in mobile collaboration. No vendor was considered a contender or risky bet in regards to their mobile support.
The document is a market analysis report from The Radicati Group that examines the corporate web security solutions market in 2011. It segments the market into four categories: specialists, trail blazers, top players, and mature players. The report evaluates vendors based on criteria like functionality and market share. It then plots major vendors in the market into a quadrant chart based on their functionality and size to illustrate their relative position. The report also includes individual analyses of prominent vendors in each category.
This document provides an overview of cloud computing security challenges. It discusses how cloud computing introduces new risks by making systems accessible over the internet, shared among multiple tenants, and lacking location specificity. The document outlines common cloud computing models including infrastructure as a service, platform as a service, and software as a service. It also discusses how multitenancy increases the risk of unauthorized access to user data in cloud environments. Overall, the document examines how cloud computing demands new security practices due to its unique architecture and deployment models.
Cloud security deep dive infoworld jan 2011Kim Jensen
This document provides an overview of cloud security and how it differs from traditional security models. Some key points:
- Cloud computing introduces new security challenges due to its reliance on sharing resources over the internet, like computing power and storage.
- There are different cloud computing models including Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS).
- Cloud computing is defined by traits like internet accessibility, scalability, multitenancy, broad authentication, usage-based pricing, and lack of location specificity. These traits increase security risks.
- Multitenancy, where multiple users share the same cloud resources, introduces the risk of unint
Cloud services deep dive infoworld july 2010Kim Jensen
This document provides an overview of cloud computing services and strategies for businesses. It discusses several types of cloud services including Software as a Service (SaaS) applications, email services, office productivity suites, development/testing platforms, backup/recovery services, and business intelligence tools. The document advises businesses to carefully evaluate their specific needs and compare cloud options to on-premises alternatives before adopting cloud services to ensure the right fit.
This document discusses the benefits of unified communications and collaboration (UC&C) systems. UC&C combines communication channels like voice, email, instant messaging, and video conferencing to improve collaboration. The document outlines how UC&C can reduce "communication latency" by making it easier for employees to connect with the right people at the right time. It provides examples of companies that have implemented UC&C through HP and Microsoft solutions and realized cost savings through reduced conferencing costs, simplified management, and other benefits.
Cloud Computing for Banking
What does the future of cloud computing for banking look like—both in the near and long terms? Accenture sees cloud computing as an important step in the continuing industrialization of IT and thus capable of ultimately playing a key role in enabling high performance.
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Things to Consider When Choosing a Website Developer for your Website | FODUUFODUU
Choosing the right website developer is crucial for your business. This article covers essential factors to consider, including experience, portfolio, technical skills, communication, pricing, reputation & reviews, cost and budget considerations and post-launch support. Make an informed decision to ensure your website meets your business goals.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
AI-Powered Food Delivery Transforming App Development in Saudi Arabia.pdfTechgropse Pvt.Ltd.
In this blog post, we'll delve into the intersection of AI and app development in Saudi Arabia, focusing on the food delivery sector. We'll explore how AI is revolutionizing the way Saudi consumers order food, how restaurants manage their operations, and how delivery partners navigate the bustling streets of cities like Riyadh, Jeddah, and Dammam. Through real-world case studies, we'll showcase how leading Saudi food delivery apps are leveraging AI to redefine convenience, personalization, and efficiency.
AI-Powered Food Delivery Transforming App Development in Saudi Arabia.pdf
PWC Survey 2010 Report
1. Advisory Services
Security
Trial by fire*
What global executives expect of information security—in the middle
of the world’s worst economic downturn in thirty years.
2. Table of contents
The heart of the matter 03
Today, in the middle of the worst economic
downturn in thirty years, information security
has an enormously important role to play.
An in-depth discussion 05
Global leaders appear to be “protecting”
the information function from budget cuts—
but also placing it under intensive pressure
to “perform”.
I. Spending: A decline in growth rate – but a manifestly reluctant one 05
II. Impacts of the downturn: Rising pressure amid evidence of gains 13
III. New trends: What this year’s decision-makers are focusing on 21
IV. Global shifts: South America steps out – while China takes the lead 29
What this means for your business 39
Take a strategic, risk-based approach.
This year, the message isn’t new or different.
It’s just more urgent.
Methodology 40
October 2009
2
3. The heart of the matter For many years, information technology—and, by extension, information
security—was among the most likely cost centers to encounter cutbacks in
Today, in the middle of the funding when companies fell upon difficult economic times.
worst economic downturn in
Why?
One reason – a lingering one, unfortunately—is that business leaders
thirty years, information security responsible for controlling “the purse strings” haven’t always found it easy to
link multi-year investments in security with concrete, tangible, strategy-aligned
has an enormously important business outcomes.
role to play.
A second reason, among many others, is that it’s often seductively tempting
for corporate decision-makers—executives under pressure to spread less
funding across the same number of priorities—to find false comfort in
applying cutbacks equally and indiscriminately across functions and business
units until economic strength returns.
So it stands to reason—in the middle of the most significant economic
downturn in decades—that the information security function might well be
subject to the same waves of layoffs, project cancellations, and budget cuts
that are affecting nearly every other corporate function and many different
cost centers in companies, industries and regions across the world.
Is that true? To find out, we asked more than 7,200 CEOs, CFOs, CIOs,
CISOs, CSOs and other executives responsible for their organization’s IT and
security investments in 130 countries.
We think you’ll be intrigued by the results.
Two findings, in particular, stand out. On the one hand, there’s compelling
evidence that, in some respects, the security function appears to be “under
protection”—as if the efforts of technology and security executives to better
align security with the business are, in fact, beginning to show results.
On the other hand, the economic downturn has clearly “raised the bar” on
security. In addition to helping the business mitigate risks associated with
factors such as globalization, outsourcing and third-party compliance with
the company’s policies, the information security function is now also charged
with new challenges—and for some companies, with more urgency than ever
before. The function and its leaders are now also tasked with helping the
company address an acute set of crisis-related risks and opportunities such
as those associated with new business models, M&A transactions, successive
waves of layoffs, a shifting regulatory landscape, cost-cutting drives in other
parts of the enterprise, and major shifts in a key competitor’s strategy.
What are the implications of these trends on how your business is addressing
the challenges of the economic downturn? What expectations should you be
placing on your information security function at this time? Which areas of focus
offer the best opportunities for security to provide concrete business value—
not just over the long run but right now, during an unusual economic period?
The heart of the matter
2 3
4. An in-depth discussion I. Spending: A decline in growth rate—but a
Global leaders appear to be manifestly reluctant one
“protecting” the information
function from budget cuts—but
also placing it under intensive
pressure to “perform”.
Finding #1
The economic downturn has shaken up the normal roster of leading
drivers of information security spending—and very nearly jumped to
the top of the list.
Finding #2
Not surprisingly, security spending is under pressure. Most
executives are eyeing strategies to cancel, defer or downsize
security-related initiatives.
Finding #3
Yet far fewer executives are actually “cutting security back”. And
among the half or less that are taking action, most are taking the
least dramatic response.
An in-depth discussion
4 5
5. Finding #1. The economic downturn has
shaken up the normal roster of leading drivers
of information security spending—and very
nearly jumped to the top of the list.
The shift in pattern isn’t even subtle. Figure 1: Percentage of respondents who identify the following business issues or factors as the
most important drivers of information security spending in their organization (1)
Year after year, the leading drivers of information security spending
remain remarkably stable. The enduring favorite among business
and IT respondents to this survey—planning for business continuity 41%
and disaster recovery—tops the list every year. And so it does again 39%
this year. 38%
37%
The next two drivers most commonly cited are regulatory
compliance and compliance with internal policies. 32%
Other spending drivers—such as a wave of outsourcing activity in a
given year, intensifying trends towards digital convergence, or major
changes associated with mergers and acquisitions—clamber onto
the executive agenda for a year or two but never really displace the
priority status that business, IT and security executives ascribe to
rigorously ensuring business continuity and compliance. (1) Does not add up to 100%. Respondents were allowed to indicate multiple factors.
Source: The Global State of Information Security Survey, 2010
This year is different.
The economic downturn, as a major driver of information security
spending has slammed onto the executive agenda.
The global economic crisis hasn’t just elbowed its way nearly to the
top of the list (it’s the second leading driver this year) but it’s actually
considered, on average, by the more than 7,200 respondents to this
survey, to be a more compelling driver of investment in information
security than company reputation. (Figure 1)
An in-depth discussion
6 7
6. Finding #2. Not surprisingly, security spending
is under pressure. Most executives are eyeing
strategies to cancel, defer or downsize
security-related initiatives.
When the global economic floor drops suddenly, it’s natural for Figure 2: Percentage of respondents reporting their expectations of their organization’s security
executives to flinch. And so they have this year. spending over the next 12 months compared to last year (2)
For the last three years—2006, 2007, and 2008—the percentage of
survey respondents reporting that they expected security spending 44%
to increase has barely wavered beyond the survey’s one-percent
margin of error (46%, 44% and 44%, respectively). This year’s 38%
responses, however, reveal a sudden and rare 6-point decline to
30%
38% for this bellwether benchmark.
25%
Yet what we find most interesting is that nearly two out of every
three respondents (63%) expect spending to either increase or stay
the same—in spite of the worst economic downturn in decades. 12%
(Figure 2)
5%
Or, perhaps because of it.
(2) Not all responses shown.
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
8 9
7. Finding #3. Yet far fewer executives are
actually “cutting security back”. And among
the half or less that are taking action, most
are taking the least dramatic response.
It’s one thing to consider a strategy. It’s another to put it into action. Figure 3. Percentage of survey respondents who consider cancelling, deferring, or downsizing
security-related initiatives to be “important”
Not unpredictably, most respondents agree that to continue meeting
their security objectives in the context of the current harsh economic
realities, cancelling, deferring, or downsizing security-related 71%
initiatives is “important”—for initiatives requiring either capital (70%) 70%
or operating (71%) expenditures. (Figure 3)
Yet far fewer respondents report that their organizations are taking
these actions—and actually reducing budgets for security initiatives
requiring capital (47%) or operating (46%) expenditures. And even
fewer are deferring these capital or operating outlays (43% and
40%, respectively). (Figure 4)
Source: The Global State of Information Security Survey, 2010
In fact, the half or fewer that are taking action are taking the least
dramatic response—either by reducing spending by less than 10%
or deferring initiatives by fewer than 6 months. Figure 4. Percentage of survey respondents who report that their organization is reducing
budgets for security initiatives or deferring them
In short, it appears that some executives are reluctant to cut
too deeply into security’s funding and may, to some extent, be
“protecting” the security function.
Has your company reduced budgets for security initiatives? Yes By under 10% By 10% to 19% By 20% or more
• For capital expenditures 47% 19% 16% 12%
• For operating expenditures 46% 19% 15% 12%
Has your company reduced budgets for security initiatives? Yes By less than 6 By 6 to 12 By 1 year or
months months more
• For capital expenditures 43% 21% 14% 8%
• For operating expenditures 40% 22% 12% 6%
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
10 11
8. II. Impacts of the economic downturn:
Rising pressure amid evidence of gains
Finding #4
Although given a reprieve, of sorts, from the budget knife, the
information security function is under pressure to “perform”.
Finding #5
After years of “thinking differently”, business and IT leaders may be
starting to think like each other.
Finding #6
Companies have made strong advances in several critical arenas
over the last 12 months including strategy, assessment and
compliance as well as people and organization.
An in-depth discussion
12 13
9. Finding #4. Although given a reprieve, of sorts,
from the budget knife, the information security
function is under pressure to “perform”.
So what exactly has been the impact of the economic downturn on Figure 5: Percentage of survey respondents reporting impacts that the current economic
the information security function? downturn has had on their company’s security function (3)
Not surprisingly, this year’s pool of survey respondents are most
concerned about the regulatory environment—and the fact that it
has become more complex and burdensome. (Figure 5)
They’re also concerned about cost reduction efforts that make
adequate security more difficult to achieve. They believe that the
threats to the security of their business assets have increased—due
to employee layoffs and risks associated with business partners and
suppliers weakened by the downturn.
Taken either individually or in combination, these factors—and
addressing them—represents challenges that sit squarely on the
security leader’s desk.
In fact, respondents report that the second greatest impact of the
economic downturn is an increase in the role and importance of the
information security function.
(3) Respondents who selected either “agree” or “strongly agree”. Not all responses shown.
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
14 15
10. Finding #5. After years of “thinking differently”,
business and IT leaders may be starting to
think like each other.
Let’s step back a year. Figure 6: The most important strategy for meeting security objectives in the context of the
current economic realities—according to senior business and IT executives (4)
Remember that last year’s survey revealed significant misalignment
among business and IT decision-makers—highlighted, for example,
by the difference in perspective between CISOs, who perceived CEO CFO CIO CISO
a 16-point gap between security policy alignment with business
Increasing the focus on data protection
objectives and security spending alignment with business objectives,
and CEOs, who perceived no gap whatsoever. Prioritizing security investments based on risk
What a difference a year—and a global crisis, perhaps—can make.
Asked to identify the economic downturn’s impact on the security
(4) Respondents who selected either “agree” or “strongly agree”. Not all responses shown.
function, the security function’s leading champions, CISOs and
CIOs, identified the same three leading impacts as CEOs and Source: The Global State of Information Security Survey, 2010
CFOs: (1) a more complex and burdensome regulatory environment,
(2) security challenges that are harder to address in light of cost
reduction initiatives, and (3) increased role and importance of
the security function. That’s pretty strong evidence of a rapid
convergence in perspective.
And there’s more. Asked to select from a list of seventeen possible
strategies for meeting security objectives in the context of the
economic downturn, the leading answer among CEOs wasn’t what
one would normally expect given the list of challenges crowding
CEO agendas—challenges such as risk management, governance,
strategy or cost reduction. Instead, CEOs pointed to a priority often
overlooked by the business in years past and frequently championed
by CIOs and CISOs: increasing the focus on data protection. (Figure 6)
It was gratifying to see CISOs return the nod. What did they
consider the leading strategy for addressing security objectives
during the economic crisis? Their answer could have been pulled
right off a memorandum from the desk of the CEO, CFO, or COO:
prioritizing security investments based on risk.
It’s hard not to conclude that right now—right when the floor of the
economic ship is pitching in different directions—business and IT
leaders are starting to think like each other.
An in-depth discussion
16 17
11. Finding #6. Companies have made strong
advances in several critical arenas over the last
12 months, including strategy, assessment and
compliance as well as people and organization.
In spite of the economic decline, security departments have been Figure 7: Respondents report notable gains in areas such as strategy, assessment and
busy advancing their capabilities over the past year—particularly in compliance as well as people and organization.
specific areas.
2008 2009
One of the clearest improvements has been an expansion in Employ Chief Information Security Officer 29% 44%
leadership positions—such as for Chief Information Security Officers
Employ Chief Security Officer 27% 41%
(from 29% in 2008 to 44% this year), for Chief Security Officers (from
Employ Chief Privacy Officer 21% 30%
27% to 41%), and for Chief Privacy Officers (from 21% to 30%).
Have an overall information security strategy 59% 65%
With more robust leadership also comes an improvement in Have an identity management strategy 41% 48%
planning. Nearly two out of every three respondents (65%) now Link security to privacy and/or regulatory compliance 44% 53%
report that their organization has an overall information security Conduct compliance testing 44% 51%
strategy—and nearly half (48%) point to having an identity Conduct personnel background checks 51% 60%
management strategy in place. Conduct risk assessments via third parties 26% 36%
Use tiered authentication levels based on user risk classification 36% 42%
Consistent with a steady evolution toward a more mature, well-
Integrate privacy and compliance plans 36% 44%
championed, strategy-led approach to information security is
Have incident response process to alert third parties handling data 27% 35%
evidence of gains in areas such as compliance testing (from 44%
to 51%), risk assessments conducted by third parties (from 26% Automated account de-provisioning 27% 38%
to 36%), integration of privacy and compliance plans (from 36% to Security event correlation software 35% 43%
44%), and incident response coordination with third parties handling Biometrics 19% 30%
company data (from 27% to 35%).
Gains were revealed even in the technology arena—where last year’s Source: The Global State of Information Security Survey, 2010
drumbeat of double-digit advances across virtually every key area of
security technology made it unlikely that a comparable surge would
occur again this year. Yet improvements in a few key technical areas
are worth noting—such as automated account de-provisioning (from
27% to 38%), security event correlation software (from 35% to 43%)
and even biometrics (from 19% to 30%).
An in-depth discussion
18 19
12. III. New trends: What this year’s decision-
makers are thinking about
Finding #7
After years in the limelight, protecting data elements is now a top
priority—arguably—at the most critical time.
Finding #8
Companies are beginning to focus acutely on the risks associated
with social networking.
Finding #9
While IT asset virtualization is a growing priority, only one out of
every two respondents believes that it improves information security.
An in-depth discussion
20 21
13. Finding #7. After years in the limelight,
protecting data elements is now a top priority
at—arguably—the most critical time.
If improving data protection is attracting the CEO’s attention as a Figure 8: Response levels for two data protection-related capabilities
key strategy during the downturn, isn’t it likely that IT and security
leaders are also addressing it as a critical priority?
Have a data loss prevention (DLP) capability in place
They are—at least in some respects. The number of respondents,
for example, who say that their organization has a data loss
prevention (DLP) capability in place has leapt this year—from 29%
in 2008 to 44% in 2009. And more now report that their organization
continuously prioritizes data and information security assets Prioritize data and information assets according to risk level – on a continuous basis
according to their risk level. (Figure 8)
To protect data elements, however, you also have to have a clear set
of guidelines about how data should be managed and safeguarded
over the course of day-to-day operations. Yet fewer than half of this
year’s respondents (45%) report that their organization’s security
Source: The Global State of Information Security Survey, 2010
policies address the protection, disclosure and destruction of data.
And it isn’t clear, from this year’s responses, whether companies
have the customizable, element-specific internal controls required to
protect specific classification levels of data without, in effect, having
to “boil the ocean”.
You also have to know where the most critical data elements lie. Yet
six out of ten respondents report that their organization still does
not have an accurate inventory of locations or jurisdictions where
personal data for employees and customers is collected, transmitted
and stored.
An in-depth discussion
22 23
14. Finding #8. Companies are beginning to
focus acutely on the risks associated with
social networking.
Today a new generation of employees worldwide is accessing social Figure 9: Percentage of respondents who report their organization is engaging in the following
networks from work in great numbers, often without the knowledge security-related capabilities and practices to counter the risks associated with social networking
of the IT department—and in circumvention of the traditional
countermeasures employed by many.
Have security technologies that support Web 2.0 exchanges
Some companies have moved quickly to close this gap—but most
need to do more.
Audit and monitor postings to external blogs or social networking sites
Four out of every ten respondents (40%) report that their
organization has security technologies that support Web 2.0
exchanges, such as social networks, blogs, and wikis. In addition,
approximately a third (36%) audit and monitor postings to external
Have security policies that address access and postings to social networking sites
blogs or social networking sites and even fewer (23%) have security
policies that address access and postings to social networking
sites. (Figure 9)
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
24 25
15. Finding #9. While IT asset virtualization is
a growing priority, only one out of every
two respondents believes that it improves
information security.
IT asset virtualization may lower the costs that an IT department Figure 10: Percentage of respondents responding to a survey question on the net impact
incurs on everything from electricity, hardware and staff support time virtualization has had on their organization’s information security
to disaster-related expenses.
But does it improve information security? No impact on information security
It depends who you ask. Nearly half of this year’s survey
respondents (48%) say that it does. But almost as many (42%) say
it has no effect—and 10% insist that IT asset virtualization actually It has improved our overall information security Virtualization creates more security vulnerabilities
increases risk. (Figure 10)
We pressed further—and asked about the greatest security risks to a
Source: The Global State of Information Security Survey, 2010
cloud computing strategy. The two most common reasons represent
about half the risk: i.e., an uncertain ability to enforce security policies
at a provider (23%) and inadequate training and IT auditing (22%). But
the rest of the list can undermine a cloud computing initiative almost Figure 11: Percentage of respondents responding to a survey question on the greatest risk to
as easily. (Figure 11) their organization’s cloud computing strategy
These other factors include questionable privileged access control
at the provider site (14%), the uncertain ability to recover data
(12%), the proximity of the company’s data to that of others (11%),
and the uncertain ability to audit the provider (10%).
If you’re at the threshold of an IT asset virtualization initiative,
take a second look. Make sure you understand the risks—and are
adequately prepared to mitigate, transfer or accept them.
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
26 27
16. IV. Global shifts South America steps out—
while China takes the lead
Finding #10
With more mature security practices than any other regions of the
world, North America eases up on investment—unlike Asia, which
relentlessly presses ahead.
Finding #11
South America achieves major, double-digit advances in security
practices—bypassing Europe at a breathless clip.
Finding #12
As China muscles its way through the economic downturn, its
security capabilities have stepped nimbly ahead of India’s—in a
dramatic shift from last year’s trend—and, in the same one-year
sweep, ahead of those in the US and most of the world.
An in-depth discussion
28 29
17. Finding #10 With more mature security
practices than other regions of the world, North
America eases up on investment—unlike Asia,
which relentlessly presses ahead.
North American and Asian security practices are no longer on One tantalizing clue is that Asian organizations have a deeper
a spending par with one another, as survey responses last year understanding about where the threats to their assets are coming
indicated. On the one hand, gains in Asia—across every major from than do North American ones. They’re much more likely, for
security domain, from strategy and assessment to technology—have example, to know the number of security incidents occurring in the
advanced very significantly over the past 12 months. On the other past 12 months as well as the likely source and type of the attack.
hand, gains in North America have advanced even further. (Figure 12)
What has this better “visibility” revealed to Asian decision-makers?
That may change this year. Why? Because both regions are That attacks are more numerous than expected. And that the
approaching security investment in the midst of the global downturn incidents have actually been much more successful in exploiting data
quite differently. and networks—rather than devices, applications and users—than
Asian companies estimated last year.
Take spending, for example. Asian respondents are far more likely than
their North American colleagues to estimate that spending on security This “knowledge advantage” will make it easier for some Asian
over the next year will either increase or stay the same (73% vs. 60%). organizations to take a more effective risk-based approach to
And while decision-makers in both regions began 2009 by planning security investment in the coming year—and, by extension, realize a
deferrals and cancellations of some security-related initiatives, those better return on the investment for the business. On the other hand,
in Asia are much more likely to view these as short-term impacts over while spending can shift, it takes years to change culture—so how
a 6-month period than their North American counterparts who believe the “knowledge advantage” or “disadvantage” impacts different
the project and funding impacts will last for a longer period of time. organizations in North America and Asia needs to be taken on a
company-by-company basis.
Why the difference in spending outlook? It’s hard to know.
An in-depth discussion
30 31
18. Finding #11. South America achieves major,
double-digit advances in security practices –
bypassing Europe at a breathless clip.
For years, South American security capabilities lagged behind those Figure 12: Differences in regional information security practices
in other global regions. Last year, while Asia and North America vied
for leadership, South America nudged up just behind Europe—and
moved into the passing lane. This year, notwithstanding the downturn, Asia North South Europe
America America
South America has continued to post double-digit gains in many key
areas—such as compliance testing (from 40% in 2008 to 53% in Security spending will increase or stay the same 73% 60% 80% 50%
2009), account deprovisioning (from 27% to 43%) and establishing Deferred security-related capital investments by less than 6 months 26% 16% 30% 18%
security baselines for partners and customers (from 41% to 56%).
Deferred security-related operating expenditures by less than 6 months 26% 18% 29% 19%
In the process, South America hasn’t just left Europe behind; it has Have an identity management strategy 53% 55% 42% 40%
also established the global leadership position for a few capabilities
Have established security baselines for partners and customers 46% 56% 56% 42%
that security experts consider important benchmarks of a mature
security program. Two examples include conducting an enterprise Have implemented account deprovisioning 42% 39% 43% 28%
risk assessment at least twice a year (43%) and prioritizing Conduct compliance testing 52% 57% 53% 39%
information assets according to their risk level—on a continuous
Conduct threat and vulnerability assessments 50% 55% 46% 39%
basis (43%). (Figure 12)
Encrypt laptops 57% 58% 54% 45%
Meanwhile, Europe trails—making gains in a few important areas,
Use vulnerability scanning tools 55% 59% 49% 44%
such as leadership and people-related capabilities, but “treading
water” in most others. Use intrusion prevention tools 59% 62% 62% 48%
Use secure browsers 63% 68% 62% 52%
What’s behind South America’s surge? Three possible reasons. First,
Number of security incidents in the past 12 months: Unknown 21% 41% 15% 45%
South American respondents, like their Asian colleagues, simply
know more about the number, type and source of attacks. Second— Type of security incidents: Unknown 30% 47% 21% 50%
and perhaps as a result of this insight—South American respondents Likely source of incidents: Unknown 32% 45% 25% 47%
are far more likely than European ones to view the economic
downturn as elevating the role and importance of information security Number of security incidents in past 12 months: 1-49 53% 34% 69% 31%
(62% vs. 38%). Third, South American respondents point to “client Type of security incidents: Data exploited 31% 17% 31% 16%
requirement” as the leading factor used to justify security spending,
Type of security incidents: Network exploited 31% 15% 28% 15%
an answer that contrasts with that of European respondents whose
leading response was “legal or regulatory requirement”. Conduct enterprise risk assessment at least twice a year 37% 30% 43% 28%
Continuously prioritize information assets according to their risk level 33% 31% 43% 26%
Is the momentum behind South America’s rapid advances in security
likely to continue? Yes. An overwhelming number of South American Have a centralized security information management process 55% 60% 50% 43%
respondents (80%) expect security spending to increase or stay
the same over the next 12 months—a higher percentage than any
other global region, and 30 points more than reported by European Source: The Global State of Information Security Survey, 2010
respondents (50%).
An in-depth discussion
32 33
19. Finding #12. As China muscles its way through
the economic downturn, its security capabilities
have stepped nimbly ahead of India’s—in a
dramatic shift from last year’s trend—and, in
the same one-year sweep, ahead of those in
the US and most of the world.
Last year, one of the most dramatic and compelling highlights of Figure 13: This year, China has emerged as a leader in global information security practices
this survey was the depth of India’s advance across almost every
security domain—many steps ahead, for example, of China’s. India U.S. U.K. Germany Brazil Australia China
This year, as India pauses to catch its breath, China has raced by— Employ a CISO 51% 42% 37% 28% 48% 29% 55%
with very strong double-digit gains in security-related capabilities in Have an overall information security strategy 73% 73% 62% 50% 58% 73% 67%
spite of the economic headwinds affecting so many global markets. Security spending will increase or stay same over next 12 months 80% 59% 49% 43% 82% 77% 86%
Conduct enterprise risk assessment at least twice a year 38% 31% 28% 26% 43% 31% 49%
In fact, this year’s survey results reveal that many of China’s security
practices, processes and technologies today represent among the Conduct active monitoring/analysis of security intelligence 70% 63% 50% 41% 55% 71% 66%
world’s most advanced “high water” marks in security—in areas Continuously prioritize data assets according to risk level 36% 31% 31% 27% 42% 24% 41%
such as employing a Chief Information Security Officer, having an
Have a business continuity and/or disaster recovery plan 57% 65% 47% 41% 44% 82% 50%
identity management strategy, establishing security standards for
handheld or portable devices and using security technologies to Have security standards for handheld/portable devices 58% 54% 44% 34% 42% 56% 61%
support Web 2.0 exchanges. (Figure 13) Have established security baselines for partners and suppliers 49% 56% 44% 39% 57% 52% 47%
Use centralized security information management process 58% 60% 45% 40% 53% 65% 60%
Clearly, information security is a priority for Chinese organizations.
Use security technologies supporting Web 2.0 exchanges 49% 40% 32% 27% 49% 30% 58%
More than eight out of every ten Chinese respondents expect
information security spending to either increase or stay the same Use server, storage or other IT asset virtualization 73% 63% 52% 49% 78% 73% 83%
over the next 12 months—a higher score than nearly every other Have an identity management strategy 55% 55% 44% 35% 44% 50% 62%
country in the world. Chinese respondents are also more likely than
Have an identity management solution 52% 47% 39% 30% 46% 38% 62%
their counterparts in most other countries to view the economic
downturn as having a major impact on the role and importance of Have an employee security awareness program 59% 64% 48% 36% 48% 59% 61%
the information security function (74% vs. 65% in India and 50% in Use tools to monitor user activity 57% 54% 46% 28% 48% 59% 56%
the US). (Figure 14) Use tools to detect intrusion 57% 67% 54% 43% 59% 71% 60%
Use tools to discover unauthorized devices 57% 58% 56% 33% 58% 55% 64%
Why the comparatively higher emphasis in China on information
security? The first answer might surprise anyone not intimately Use biometrics 37% 26% 22% 12% 37% 16% 69%
familiar with business in China: Chinese respondents are actually Have accurate inventory of where sensitive data stored 42% 48% 37% 34% 29% 46% 50%
more concerned about the increasing complexity and burdensome
Have implemented a data loss prevention (DLP) capability 51% 50% 47% 46% 39% 34% 52%
challenges associated with regulation than decision-makers in other
regulation-sensitive markets (72% vs. 58% in the US and 49% Don’t know how many incidents occurred in past 12 months 18% 41% 49% 61% 15% 27% 7%
in Germany). And the second answer? Chinese respondents are Don’t know type of security incident 29% 47% 58% 68% 18% 42% 13%
also more concerned than those in other countries that they face Don’t know likely source of security incident 32% 45% 52% 66% 23% 39% 19%
“additional risks” because business partners and suppliers have
been weakened by the global economic crisis.
Source: The Global State of Information Security Survey, 2010
An in-depth discussion
34 35
20. Figure 14: Differences among country-specific perceptions of the impacts of the economic
downturn on the information security function (5)
India U.S. U.K. Germany Brazil Australia China
Increased risk environment has elevated the role and importance of the 65% 50% 33% 34% 62% 42% 74%
information security function.
The regulatory environment has become more complex 57% 58% 43% 49% 59% 57% 72%
and burdensome.
Cost reduction efforts make adequate security more difficult to achieve. 56% 53% 37% 36% 60% 53% 52%
Because our business partners have been weakened by the downturn, 46% 42% 30% 29% 53% 27% 64%
we face additional security risks.
Because our suppliers have been weakened by the downturn, we face 44% 39% 30% 27% 52% 29% 63%
additional security risks.
Risks to the company’s data have increased due to employee layoffs. 51% 42% 30% 25% 54% 25% 53%
Threats to the security of our information assets have increased. 46% 46% 30% 28% 46% 42% 48%
(5) Respondents who answered either “agree” or “strongly agree”.
Source: The Global State of Information Security Survey, 2010
36 37
21. What this means for your business Survey results reveal that companies are looking hardest—and
placing their highest expectations on – initiatives that:
Take a strategic, risk-based • Address the “big risks” first;
approach. This year, the message •
•
Improve data protection;
Invest in disciplined alignment with the security strategy; and
isn’t new or different. It’s just • Increase efficiency and reduce cost.
more urgent. Many companies are also considering adopting a recognized
security framework as a means of preparing for an expected wave
of upcoming regulatory requirements.
If this year, moving from 2009 to 2010, proves to be a trial by fire,
these strategies will be enormously valuable—not just in limiting
damages to assets and reputations and mitigating risks but also
in positioning companies for the recovery period and stronger
business performance in the years ahead.
What this means for your business
38 39
22. Methodology
Figure 15: Percentage of survey respondents who answered the following question: The Global State of Information Security 2010 is a worldwide
“To continue meeting your security objectives in the context of these harsher economic security survey by PricewaterhouseCoopers, CIO Magazine and
realities, how important are the following strategies?” (6) CSO Magazine. It was conducted online from April 22 to June
15, 2009. Readers of CIO and CSO Magazines and clients of
PricewaterhouseCoopers from around the globe were invited via
email to take the survey. The results discussed in this report are
based on the responses of more than 7,200 CEOs, CFOs, CIOs,
CSOs, vice presidents and directors of IT and information security
from 130 countries. Thirty-one percent (31%) of respondents were
from North America, 27% from Asia, 26% from Europe, 14% from
South America, and 2% from the Middle East and South Africa. The
margin of error is ±1%.
6
Respondents who answered “somewhat important”, “important”, “very important”, or “top priority”. Total does not add up to 100%.
Source The Global State of Information Security Survey, 2010