Category Archives: Business Agility

Mapping the Startup Maturity Framework to flexible information security fundamentals

MappingsAfter over a decade of working with startups, private equity, and over the last 5 years of deep big 4 client services acting in different executive roles (CISO, CIO Advisor, Board of Directors support)  I am certain there is a need and lack of implementation for adapted information security that is reflective of the size, maturity, and capabilities of the business. This applies independently to the the product and the enterprise as a whole. To that end, I have begun building models of activities to match each level of maturity to try and bring clarity or at least a set of guidelines.

As I share with my clients … in some cases a founder is deciding between EATING and NOT. So every function and feature, including security habits, must contribute to the current needs!

I have begun working with several partners and venture capital firms on this model, but wanted to share a nice post that highlights some very informative ‘Patterns in Hyper-growth Organizations‘ and what needs to be considered (employee type, tools, etc..). Please check it out and I look forward to working with the community on these models.

A snippet on her approach and great details:

We’re going to look at the framework for growth. The goal is to innovate on that growth. In terms of methods, the companies I’ve explored are high-growth, technology-driven and venture-backed organizations. They experience growth and hyper-growth (doubling in size in under 9 months) frequently due to network effects, taking on investment capital, and tapping into a global customer base.

Every company hits organizational break-points. I’ve seen these happening at the following organizational sizes:

via Mapping the Startup Maturity Framework | Likes & Launch.

Methodology for the identification of critical connected infrastructure and services — SAAS, shared services..

ENISA released a study with a methodology identifying critical infrastructure in communication networks. While this is important and valuable as a topic, I dove into this study for a particularly selfish reason … I am SEEKING a methodology that we could leverage for identifying critical connected infrastructure (cloud providers, SAAS, shared services internally for large corporations, etc..) for the larger public/private sector.  Here are my highlights – I would value any additional analysis, always:

  • Challenge to the organization: “..which are exactly those assets that can be identified as Critical Information Infrastructure and how we can make sure they are secure and resilient?”
  • Key success factors:
    • Detailed list of critical services
    • Criticality criteria for internal and external interdependencies
    • Effective collaboration between providers (internal and external)
  • Interdependency angles:
    • Interdependencies within a category of service
    • Interdependencies between categories of services
    • Interdependencies among data assets
  • Establish baseline security guidelines (due care):
    • Balanced to business risks & needs
    • Established at procurement cycle
    • Regularly verified (at least w/in 3 yr cycle)
  • Tagging/Grouping of critical categories of service
    • Allows for clean tracking & regular security verifications
    • Enables troubleshooting
    • Threat determination and incident response
  • Methodology next steps:
    • Partner with business and product teams to identify economic entity / market value
    • Identify the dependencies listed about and mark criticality based on entity / market value
    • Develop standards needed by providers
    • Investigate how monitoring to standards can be managed and achieved (in some cases contracts can support you, others will be a monopoly and you’ll need to augment their processes to protect you)
    • Refresh and adjust annually to reflect modifications of business values

I hope this breakout is helpful. The ENISA document has a heavy focused on promoting government / operator ownership, but businesses cannot rely or wait for such action and should move accordingly. The above is heavily modified and original thinking based on my experience with structuring similar business programs. A bit about ENISA’s original intent of the study:

This study aims to tackle the problem of identification of Critical Information Infrastructures in communication networks. The goal is to provide an overview of the current state of play in Europe and depict possible improvements in order to be ready for future threat landscapes and challenges. Publication date: Feb 23, 2015 via Methodologies for the identification of Critical Information Infrastructure assets and services — ENISA.

Best, James

Innovating and penetrating the market – Battlefield Leadership Series – lessons and thoughts

Longues Sur Mer

At this location on the coast of Normandy you can see the immense naval guns setup to attack oncoming ships in World War II. The Germans expended resources and relied heavily upon on these guns in their defensive strategy. Unfortunately for the Germans, the treatment of the workers and locals, the sheer lack of natural intelligence, and exposure of building such vast emplacements was their downfall.

The Allies often received intelligence on the exact positions of German construction. This was provided by those building and living in the area. Specifically, a local farmer boy who was blind and actually counted each step precisely and then supplied locations through the French resistance and Allied intelligence networks.

The result was a gap in the German defensive strategy, a waste of resources, and ultimately, a failure to defend the coast.

Business Reflections: Innovating and Penetrating the market…

  • How are you establishing a product development strategy and running your business as a whole?
  • Are there defensible attributes that you deem critical, and how can they be routed?

Practical example: In the information security and intellectual property sector, there are very real threats and running a secure business requires constant new methods of defense.  How have you reevaluated these based on the shifts internally of your business and the known threats in the market itself? How did this analysis compare to prior years, and how have the effectiveness of your defenses proven?

From a product innovation perspective – are you developing in features from the highest and lowest levels? What are the high impact:low development efforts underway, and what could be added. Product and innovation requires views on the long and short run – to often we make complexity because we are able to handle complexity, when sometimes the user really only needs something less complex.

Leadership requires action:

Simply acknowledging the risks and accepting the situation does not prevent disastrous outcomes.


 

What is Battlefield Leadership and what is this series about … 

As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new bookHow Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James

 

IT Strategy for 2010 by James DeLuccia

KPMG put out a 10 to-do items for Audit Committees that defines excellent areas that should receive attention given the economic and competitive environments.  You can find the press release here.  Upon reading it I was struck by possible Information Technology business to-do items related to security and risk management, and wanted to share those that struck me.

  • IT Strategy should be reset – Nearly all budgets were changed in 2008/9 and required massive shifts from the original 1/2/5 year plans.  This shift to the immediate short term to avoid becoming terminal has passed enough to pick our heads up and assess the landscape.  Goals should be reviewed; priorities re-evaluated, and teams adjusted to fit the new operating norms.  This is not an endorsement to double budgets or blindly return to old plans, but instead a call to refocus and consider the business and operating realities BEFORE moving into new initiatives.
  • What was lost during the cutting? –  As organizations went through mergers and shrunk budgets certain information safeguards were impacted.  They may have been impacted by staff reductions or lapses in maintenance of systems.  An inventory of the technology and process canvas is necessary to see what assets exist within the organization.  Assets does not only mean hardware, but software, process, and the people that form the glue!
  • Consider the Risk Landscape – As the business evolved and adjusted to the challenges of the past 2 years, many changes occurred to the operations and the structure of the business.  These may include such things as divestitures; consolidations; new partnerships; outsourcing; cloud computing, and other strategic cost saving strategies.  The end result is the creation of new logical relationships and inter-dependencies that require consideration.  An enterprise risk analysis can uncover these newly formed risks, and ensure that they are satisfied with the appropriate and necessary safeguards.
  • Duck and Cover – An unfortunate consequence of a challenging year (or two) for companies is the natural response for team members to literally put their heads down and avoid making sudden moves that may draw attention.  This negatively impacts the business directly – a loss of innovation, good-will, and full engagement of each associate.  Leaders can address this by communicating the state of the business and take demonstrable actions that solidify the message.

The most important aspect for IT strategy and business is to re-center, focus on the people, and push/pull/drag the organization to a stronger more secure future.

Additional thoughts?

James DeLuccia IV

RSA 2008 Conference Wrap Up

Back in Atlanta after a week in San Francisco for RSA’s annual conference on security.  This being my first year in attendance I have no comparison from prior years, but have heard that the crowds were a bit lighter than usual.  I spent a great deal of time enjoying the sessions, speaking privately with the incredible roster of speakers in the “speakers lounge”, and engaging the vendors in the expo.  Overall I would definitely say it was worth the time and expense.  Anyone looking at shortlisting their conference list should include RSA next year.  Of course, you make your own conference – I actively sought and engaged experts in areas, and methodically evaluated each solution offered by the vendors.  As in any good project I attended with several objectives and action items that proved extremely valuable:

  • First, I vetted the speakers and the sessions prior to arriving.  This is key to determine the type of presenter and their prior experience (i.e.  I prefer to avoid “sales” people giving presentations on areas where their product “happens” to address).  I prefer to seek out either the founders (engineers) of companies who play in a space, in-field practitioners, or those who have such a broad range of experience they can speak on a specific topic.
  • Second, I set three objectives for attending – any more and you are stretching yourself to thin and won’t enjoy the experience.  Mine for RSA this year were to:
    • Identify and map each vendor solution into a solutions matrix based on architecture and core controls for the top 50 regulation / standards.
    • Seek out practitioners who have successfully established frameworks or governance structures in global corporations
    • Identify trends from the strategic perspective.

My takeaways from the conference were a disproportionate focus of vendors on DLP, a lack of comfort in practitioners dealing with multiple regulations, and a steady and unexpected level of confusion in addressing PCI.

This year RSA is posting the recordings of the sessions online for post-conference viewing.  Now other conferences in the past year have made these available for the public and hopefully they will follow suit.  In any case, be sure to watch for detailed postings on research and notes from the speakers (if you could not attend or are unable to view the archived recordings), and personal / company recaps.

Bottom line – I enjoyed tremendously being an invited speaker on a topic that engaged a capacity room and required the organizers to drag us out of our room to continue it in the halls.  My post takeaway is that I have not sufficiently communicated my research, and I hope over the coming months I can provide greater value to the industry at large.

Kind regards,

James DeLuccia