The five most common cyber security mistakes

16 Pages·2013·1.42 MB·English

AVD Y ROSI

The fve most
common cyber
security mistakes

Ms’tn e m e g a n a
rep sitc e p v e o n yc reb
sruc e ity
kpmg.nl
© 2013 KPMG Advisory N.V.
2 | TChoen tfinveu omuso satu cdoitminmg oand c ycboenrt insueocursi tmy monisittoarkinegs: The current status and the road ahead
© 2013 KPMG Advisory N.V.
The fve most common cyber security mistakes | 3
Contents
Preface 4
01 Introducton 6
02 The five most common cyber
security mistakes 8
03 Customising your approach 11
04 As a manager, how do you assess the
cyber capability of your organisation? 12
05 Conclusion 14
© 2013 KPMG Advisory N.V.
4 | The fve most common cyber security mistakes
Preface
We know that cyber security is an important concern for every organisation.
Daily occurrences demonstrate the risk posed by cyber attackers – from
individual hackers to professional cyber criminals. The management of any
organisation face the task of ensuring that their organisations understand
the threat and set the right priorities. This is no easy task in light of the
technical jargon involved and the pace of change. Non-specialists can find it
difficult to know where to start, to focus on what is important.
At the same time, the media contributes to a culture of fear suggesting
every organisation is an easy target. Reports often fail to distinguish
between opportunistic fraudsters on eBay and organised criminal groups
with strategies for systematically stealing intellectual property.
Understanding the nature of the attacker is, however, very important in
assessing the extent to which organisations are likely to become a target.
As outlined above, cyber security is a challenge for the leadership of many
organisations. This, however, cannot be an excuse to divest responsibility
to the ‘experts’. It is essential that company management take leadership
in the following areas: (1) allocation of resources to deal with cyber security,
(2) governance and decision-making and (3) building an organisational culture
in which everyone is aware of his or her responsibilities.
Company management need to be able to navigate through the complexity
of cyber security by gaining the confidence to ask the right questions.
But how do you do that? This whitepaper provides some advice on getting
the basics right.
John Hermans Gerben Schreurs
KPMG Cyber Security Lead Partner Partner KPMG Forensic
© 2013 KPMG Advisory N.V.
eh T v� e om s t oc om n yc reb sruce ity im sset ka | 5

What is cyber crime and who is carrying it out?
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idoe ol yg or op il it lac viopw e i ,tn o net f yb rc itae gn rae f
dna disritpu o;n
© 2013 KPMG Advisory N.V.
6 | The fve most common cyber security mistakes
01
rtnI oditcu on
yC reb sruce iyt :
ehT iht sgn yo u rp oylbab rla dae y onk w
The amount of data continues to Criminals and/or criminal organisations need to protect themselves against
grow exponentially as does the rate at are, of course, also aware of these cyber attacks and ensure that an
which organisations share data through vulnerabilities. Attacks on governments’ appropriate response can be provided.
online networks. The Internet of Things and companies’ networks have The three areas of capability –
– in which billions of machines, from increased in volume and severity. prevention, detection and response –
tablets and smartphones to ATM The motives of cyber criminals are must be in effect to achieve this
machines, security installations, oil various, from pure financial gain, to (see frame).
fields, environmental control systems espionage or terrorism. Organisations
and thermostats, are linked together –
has left the realm of science fiction
and is becoming reality.
Mor e iofn ritam o n is rp ovidde oleb :w
The consequence is that, in heavily
networked societies, inter-dependencies Prevention
increase. Organisations increasingly Prevention begins with governance and organisation. It is about technical
open their IT systems to a wide measures, including placing responsibility for dealing with cyber crime
range of (mobile) machines and – by within the organisation and awareness training for key staff.
definition – lose direct control of data
security. Furthermore, business Detection
continuity, both in society and within Through monitoring of critical events and central safety incidents, an
companies, becomes increasingly organisation can strengthen its technological detection measures.
dependent on IT. Disruption to these Monitoring and data mining together form an excellent instrument to
core processes can have a major detect strange patterns in data traffic, to find the location on which the
impact on service availability. attacks focus and to observe system performance.
Response
Response refers to activating a plan as soon as an attack occurs. During an
attack the organisation should be able to directly deactivate all technology
affected. When developing a response and recovery plan, an organisation
should perceive (information) security as a continuous process and not as a
one-off solution.
© 2013 KPMG Advisory N.V.
eh T v� e om s t oc om n yc reb sruce ity im sset ka | 7
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sa yc reb sruce ity sah riece vde nac eb oc rtn odel . yC reb rc iim slan
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og vre stnemn dna oc inapm se ra e ynam orinag sita osn den ot egnah c
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s lam ot im ds- idez oc inapm se ra e on t itnet ta o n sa if r e or rf dua . seh T e ra e
Prevention Detection Response
Management Aop iitn gn yc reb rc i em snE ru i gn a 2 7/4 stdna yb- sU i gn of rsne i c ylana sis sik sl
and rse op sn iib il it se rc( isis ) orinag sita o n
organisation
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set st
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sruce ity rc iit lac rp osec sse T I sre visec dnu re k t ca ta
snE ru i gn oten w r k itnemelpmI gn rtnec la
stnemgeita on om in ot ri gn o f sruce ity
iicn dstne
© 2013 KPMG Advisory N.V.
8 | The fve most common cyber security mistakes
02
The five most common cyber
security mistakes
To many, cyber security is a bit of a mystery. This is probably one of the
reasons why it is not always approached appropriately. From our years of
experience, we have identified the five most common cyber security
mistakes. These are discussed below.
1
Mistake: “We have to achieve In practice, the emphasis is often be integrated into the technology
100% security” skewed towards prevention (the architecture, but they are not the basis
equivalent to building impenetrable of a holistic and robust cyber security
Reality: 100% security is neither walls to keep the intruders out). policy and strategy. The investment in
feasible nor the appropriate goal Once you understand that perfect technical tools should be the output,
security is an illusion and that cyber not the driver, of cyber security
Almost every airline company claims security is ‘business as usual’, strategy.
that flight safety is their highest priority however, you also understand
whilst recognising that there is an immediately that more emphasis must Good security starts with developing
inherent risk in flying. The same applies be placed on an adequate detection a robust cyber defence capability.
to cyber security. Every large, well- and response. After a cyber crime Although this is generally led by the IT
known organisation will unfortunately incident, which may vary from theft department (who should be aware of
experience information being either of information to a disruptive attack the importance of cyber security), the
stolen privately or stolen and made on core systems, an organisation knowledge and awareness of the end
public. must be able to minimise losses and user is critical. The human factor is and
resolve vulnerabilities. remains, for both IT professionals and
Developing the awareness that 100% the end user, the weakest link in
protection against cyber crime is relation to security. Investment in the
2
neither a feasible nor an appropriate best tools will only deliver the return
goal is already an important step Mistake: “When we invest in best- when people understand their
towards a more effective policy, of-class technical tools, we are safe” responsibilities to keep their networks
because it allows you to make safe. Social engineering, in which
choices about your defensive posture. Reality: Effective cyber security is hackers manipulate employees to gain
A good defence posture is based on less dependent on technology access to systems, is still one of the
understanding the threat (i.e. the than you think main risks that organisations face.
criminal) relative to organisational
vulnerability (prevention), establishing The world of cyber security is Technology cannot help in this regard
mechanisms to detect an imminent dominated by specialist suppliers and it is essential that managers take
or actual breach (detection) and that sell technical products, for ownership of dealing with this
establishing a capability that example products that enable rapid challenge. They have to show genuine
immediately deals with incidents detection of intruders. These tools are interest and be willing to study how
(response) to minimise loss. essential for basic security, and must best to engage with the workforce
© 2013 KPMG Advisory N.V.
The fve most common cyber security mistakes | 9
to educate staff and build awareness methods. It is also sensible to adopt a It is therefore important to look at the
of the threat from cyber attack. flexible, proactive approach. Managers value of assets from the perspective of
1
As mentioned in the introduction, this need to understand the value of their both the organisation and the criminal .
is often about changing the culture information assets and the implication In that respect, we should also realise
such that employees are alert to the of any loss on the core business that business and technology have
risks and are proactive in raising these (including business continuity), for developed as chains, and therefore
with supervisors. example damage to the brand, reduced organisations are co-dependent on
income, intellectual property going each other’s security.
public. The cyber security policy needs
3
to prioritise investment into these
4
Mistake: “Our weapons have to be areas rather than try and cover all risks.
better than those of the hackers” In short, managers should be aware of Mistake: “Cyber security compliance
the latest techniques but should not let is all about effective monitoring”
Reality: The security policy should this distract them from protecting their
primarily be determined by your most important assets. A business Reality: The ability to learn is just as
goals, not those of your attackers case for cyber security should form important as the ability to monitor
the basis for investment and resource
The fight against cyber crime is an allocation. Important questions for Only an organisation that is capable of
example of an unwinnable race. managers in this respect include: understanding external developments
The attackers keep developing new Do we know to whom we are and incident trends and able to use this
methods and technology and the attractive and why? Do we know insight to inform policy and strategy
defence is, by definition, always one what risks we are willing to take in will be successful in the long term.
step behind. But is this true? And is it this respect (risk appetite)? Do we Practice shows that cyber security
useful to keep pursuing attackers and have insight into which systems store is very much driven by compliance.
investing in increasingly sophisticated our key assets (and our business’ This is understandable, because many
tools to prevent attack? continuity)? organisations have to accommodate
a range of laws and legislations.
Of course it is important to keep up Regarding that last question, an However, it is counterproductive to
to date and to obtain insights into organisation may perceive the value view compliance as the ultimate goal
the intention of attackers and their of its assets differently from a criminal. of the cyber security policy.
1 See also “A nuanced vision on cyber crime”, KPMG 2012
© 2013 KPMG Advisory N.V.
10 | eh T v� e om s t oc om n yc reb sruce ity im sset ka
itce f fE v e yc reb sruce ity op il yc dna ylana sis o f retx e lan dna iretn lan • rO inag sita osn den ot dve ole p a
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rael in gn dna irpm ov.tneme eht rilae ty o f eht rht tae dna eht rope rit gn yc reb sruce ity rissk . ih T s
soh r ,t dem i mu dna ol gn ret m ris k riuqe rse rp oot oc sl ot drete im en ris k
ih T s snaem : iilpm itac osn . ih T s isn i thg soh dlu vel sle dna se italac osn , dna ohtem ds
elbane orinag sita osn ot ekam of r iuqe ip gn eht ob ra d iw ht isn i thg
• rO inag sita osn den ot dnu re stdna ssne i elb sruce ity ivn se tnemt iotn srt igeta c yc reb rissk dna eht
oh w rht stae ve ovl e dna oh w ot oh c isec , idulcn i gn ivn se it gn ot sva .e istcapm ot oc r e sub isen s.
itna ic etap .meht ih T s rpa o h ca is ofnU ryletanu t , i n rp itca ,ec ynam
itlu yletam om r e oc sitce f fe-t v e i n orinag sita osn do on t et ka a srt igeta c
5
eht ol gn ret m naht dve ole ip gn ve re rpa o h ca dna do on t oc tcel dna su e
ih rehg sruce ity sla w‘ .’ ih T s og se eht iretn lan dta a va ia elbal ot .meht Mis:et ka “We need to recruit
yeb odn eht om in ot ri gn o f the best professionals to defend
irfn sa rt ru tcu :e i t is oba tu sram t • rO inag sita osn den ot sne ru e taht ourselves from cyber crime”
iicn dstne ra e ve detaula i n s h cu a
yaw taht sel sosn nac eb rael den . ilae R ty: Cyber security is not a
nI rp itca ,ec oh vew re , itca osn ra e department, but an attitude
driv ne yb r lae it em iicn dstne dna
o net f ra e on t roce rdde or ve detaula . yC reb sruce ity is o net f s ne sa eht
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sruce ity ra rstnemegna i n ecalp i n yam rse tlu i n a sla f e ssne e o f sruce ity
eht ru tuf .e dna dael ot eht iw dre orinag sita o n on t
tika gn rse op sn iib il ty.
• eh T s ema ilpa se ot om in ot ri gn
sk t ca ta . nI ynam sac se , eh T r lae egnelah c is ot ekam yc reb
orinag sita osn vah e tnelec x e sruce ity a iam sn rt mae rpa o.h ca
om in ot ri gn ibapac il it se , tub eht ih T s snaem , of r ,elpmax e taht yc reb
if dn isgn ra e on t srah de iw ht eht sruce ity soh dlu oceb em rap t o f RH
iw dre orinag sita o.n No sel sosn , or op il yc , ve ne i n so em sac se il dekn ot
isn if fu ic tne sel sosn , ra e rael den rrenume ita o.n tI sla o snaem taht yc reb
rf o m eht iofn ritam o n riece vde . sruce ity soh dlu vah e a rtnec la ecalp
ru F reht om r ,e om in ot ri gn den s ot nehw dve ole ip gn w en T I syssmet ,
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riuqe r.tneme ylnO i f yo u ra e vre y itnet ta o n oyln ta eht dne o f s h cu
rec tia n o f tahw yo u tna w ot om in ot r rp ostcej .
dose om in ot ri gn oceb sem na
itce f fe v e ot o l ot d tcete sk t ca ta .
© 2013 KPMG Advisory N.V.