How can IT operations management align their security strategy with the overall cybersecurity strategy?

Most of the general IT cybersecurity standards like ISMS or NIST already cover some aspects of IT Operations such as issue logging and traceability. The missing link is more to the soft aspects of it- awareness, alignment and synchronization. A general base cybersecurity understanding, the organization's present procedures should be understood by all IT personnel and linked back to the IT risk register and asset map. Everyone should be aware of the risk heat map and support areas to be concerned about (e.g tell tale signs of a ransomware attack or security breach) and how to advise people on spoofing.

First we need to understand organization's security goal's and objectives, should have a clear understanding of the organization's overall cybersecurity strategy, including its goals, priorities, and risk tolerance.

Both the management of IT operations and the cybersecurity strategy should be in harmony with the overarching business objectives of the organization. Based on this alignment, policies and procedures can be developed to guide the organization effectively.

For IT operations management, aligning with the cybersecurity strategy is paramount. First, understand the organization's overarching cybersecurity goals. Then, establish clear communication channels with the cybersecurity team. Collaborate to identify vulnerabilities, implement robust security measures, and ensure that IT operations are in harmony with the broader cybersecurity strategy, thus fortifying the organization's defenses.

We need to define the organization's security mandated level so we can decide what level of tolerance will be accepted based on the company "security" aspects The security vs cost relation is not linear and zero risk is not applicable Some companies may request military's grad data cryptography and some may just need internal governance and audit, the cost difference is massive, so the necessity is the key How to convince the decision makers is different story this why SME`s is essential

Steps that organizations can use as a model to develop and implement a successful security strategy that can be align with overall cybersecurity strategy. - Conduct a security risk assessment. - Set your security goals. - Put-up security controls in place (tools). - Evaluate your technology. - Select a security framework. - Review security policies. - Create a risk management plan. - Implement your security strategy. - Evaluate your security strategy. - Security awareness campaigns (Phishing simulation tools). - Continuous monitoring and improvement. - Policy development. - Executive leadership and board involvement.

Aligning IT Operations Management (ITOM) with the overall cybersecurity strategy ensures an organisation's IT infrastructure and operations are resilient and secure. Here are some steps to help ITOM align their security strategy with the broader cybersecurity strategy: 1. Understand the Cybersecurity Strategy: ITOM should thoroughly understand the organisation's cybersecurity strategy. This includes reviewing policies, procedures, and objectives related to security. Data protection, threat detection and response, compliance requirements, and risk management are key areas to focus on.

Cybersecurity strategy needs to be translated into clearly defined constraints for IT operation. Assuming cybersecurity strategy also defines the stakeholders, these people should define acceptable thresholds for constraints. I suggest to IT people to ask: "how will you know that your requirements are met?" Based on this information IT operations can prepare, ideally, a compliance dashboard which shows that constraints are met. Each constraint is expressed as a control which translates to automated technical tests.

Accessing the cybersecurity posture is vital for IT operations management to align their strategy. Begin by assessing existing security measures and identifying weaknesses. Collaborate with the cybersecurity team to bridge gaps and integrate security protocols. Ensure continuous monitoring and agile adaptation, thus fostering synergy between IT operations and the broader cybersecurity strategy.

Security assessment should be part of the multiple scheduled tasks of the IT department. Run different scenarios, drills, use cyber attack simulation tools. This will not only help assess vulnerabilities but be proactive instead of reactive.

The SecOps team mentioned in the previous comment are the key to understanding the security posture from an InfoSec point of view, understanding the risk and ensuring the the most risky areas are address as priority. This can be via a SWOT, OODA or any other tool designed to interrogate the various aspect of security, from people, through process, technology and policies. The output from this should be a clearly defined action plan to how to translate the security posture into action. When completed the whole cycle will start again and should be reviewed using Six Sigma or process improvement tools to ensure it is always fit for purpose and appropriate for the organisation.

2. Collaborate with the Cybersecurity Team: Close collaboration between ITOM and the Cybersecurity Team is essential. Regular meetings and information sharing can ensure that IT Operations are in sync with security requirements. Establish clear communication channels and workflows for incident response and security incidents.

Security posture goes hand in hand with an in-depth Value Chain analysis. It's not as simple as implementing security measures. It has to be implementing security measures for business purpose and processes.

Whether you are starting in a new role or years into one, it is important to be aware of where you are, having an outside voice reviewing your environment is critical. The assessment should measure your maturity, risks and gaps between where you are and want to be as a company. Common frameworks such NIST CSF are wonderful ways to both understand the risks and gaps while also measuring your maturity. From here you can prioritize and implement the fixes.

Assessing the security posture is a critical step in aligning IT operations with the overarching cybersecurity strategy. In my role as an IT Director, I've employed a combination of SWOT analysis and maturity models to evaluate our IT systems comprehensively. For instance, at the Site Management Organisation, we conducted a detailed assessment of our clinical trial data systems, considering not just technical infrastructure but also organisational processes and human factors like staff awareness and training. This holistic approach identifies gaps and opportunities for strengthening security measures, ensuring that IT operations are not only efficient but also robustly secure against evolving threats.

IT operation management can align their security with the overall cybersecurity strategy by: 1. **Understanding the Cybersecurity Strategy:** 2. **Collaboration and Communication:** 3. **Implementing Security Best Practices:** 4. **Risk Assessment and Mitigation:** 5. **Incident Response Coordination:** 6. **Training and Awareness:** 7. **Continuous Monitoring and Improvement:** 8. **Compliance and Governance** By integrating these practices, IT operation management can align their security efforts with the overarching cybersecurity strategy, enhancing the overall security posture of the organization.

I think by collaboration, regularly updating security protocols, integrating threat intelligence, and a culture of security awareness among staff teams can achieve to this goal.

Identify Critical Assets and Vulnerabilities: Work with the Cybersecurity Team to identify critical assets and potential vulnerabilities within the IT Infrastructure. Conduct risk assessments and prioritise assets and vulnerabilities based on potential impact and likelihood of exploitation.

Defining security goals is the foundation of alignment. IT operations management must establish clear objectives such as data protection, threat mitigation, and compliance adherence. These goals serve as guiding principles, allowing IT operations to synchronize their security strategy with the broader cybersecurity mission, creating a fortified organizational defense.

Out of the OODA, SWOT or the process re-engineering (if this is a second or tertiary pass) the security goals and priorities will be defined and agreed upon with all stakeholders (InfoSec, SecOps, Risk and Compliance, Business and IT). These will be translated into clear KPIs for the teams and this will ensure that all involved are working towards the same strategic goals highlighted and defined in the previous steps.

You want to work directly with the cybersecurity team to understand their priorities. From this you can then also align IT security goals. It could be that fixing the basics such as reducing vulnerabilities is the highest priority and risk reducer.

Work directly with security team. Have regular (weekly/bi-weekly) meetups to discuss current on-going isues as well as dedicate part of the time to the forecast planning. This basis must be understood and initiated by the people leading these teams in the organization. Communication is the key.

Defining specific security goals is a key aspect of aligning IT operations with the cybersecurity strategy. Drawing from my experience, both in the clinical trials sector and in the e-commerce domain, setting SMART goals is instrumental. For instance, at the Site Management Organisation, one of our key goals was to reduce security incidents by 25% within 12 months by enhancing our incident response protocols and employee cybersecurity training. This goal was not only aligned with our broader cybersecurity strategy but was also quantifiable, achievable, and time-bound, ensuring clear focus and measurable progress in our security efforts.

Objectives should be realistic and centered on protecting critical assets. It’s important to avoid diluting resources across too many less critical objectives.

Which company functions/data require the most protection, the time you'll need to identify a security incident, the time you'll need to recover and the risk of having data breached are relevant factors creating your security assessment, posture and goals.

Defining SMART security goals for our IT operations at the SMO was a critical step. We set specific targets like reducing security incidents by a quantifiable percentage within a fixed timeframe, and achieving compliance levels with standards like ISO 27001. These goals were directly influenced by our overarching cybersecurity strategy, ensuring they were relevant and aligned with the broader objectives of ensuring data integrity and security in clinical trials. Setting clear, achievable targets helps in focusing our efforts and measuring progress effectively.

Implementing security measures requires a systematic approach. IT operations management should identify vulnerabilities, deploy firewalls, encryption, and access controls. Regular patch management and employee training are key components. Close collaboration with the cybersecurity team ensures alignment with the overarching cybersecurity strategy, bolstering the organization's defenses.

Security logs and alerts are key to understanding your environment. Updates and patch management form the first line of defense. Encrypting end points (along with all data at rest) is necessary. Giving staff the least amount of permissions necessary to complete their work puts IT in the best space to incur the lowest risk. Tools that aid accomplishing these important functions should be evaluated and implemented.

Collaboratively create and enforce security policies and procedures that align with cybersecurity best practices. These policies should cover areas such as access control, data protection, incident response, and more.

Implementation involves all role players from the business as this is business wide requirement and its essential that all parties are brought along for the ride. Not just for implementation but for a clear understand of WHY things are being done. If business understand why there is a need for patch management or anti virus updates they will be far more open to providing change control windows and so forth to allow the IT teams to do their security functions of patching, remediation, iOS updates, firewall policy update etc that could cause slight business disruption. All of which should be managed through a bespoke change control process that is fir for purpose for the organisation to ensure minimum downtime and maximum protection.

When conducting a security assessment, it is crucial to allocate sufficient time for thorough analysis and evaluation to cover all security aspects within IT operations comprehensively. It's important to focus on improving security at every level and addressing evolving vulnerabilities one step at a time to maintain the quality of work. Combining automated security tools with manual assessments is an effective strategy for identifying known and unknown security risks, enabling a nuanced view of the security posture and facilitating more targeted risk management strategies.

Implementing security measures can be the hardest part. Resources are required, both human and monetarily. IT must balance its need for resources to address security issues with those of the business and the needs of the IT itself. Budgets need to be approved and planning work done in advance for a quick start. Prioritize based on risk reduction ROI and complexity. Risk reduction ROI is the cost of the mitigation against the cost of a risk failure. Complexity is the amount of resources and time required to implement.

This needs to be a collaborative effort between IT and Security teams. IT team should be responsible for the implementation of the security measures that should be worked out collaboratively between IT and Security teams, while Security team must be in charge of audit of these changes. Also following should be not overlooked: - regular patch management - access control re-evaluation audits - new employee security training (as well as constant re-training of the existing employees within some timely manner intervals)

Implementing a Cybersecuritystrategy can be a complicated issue. And many times it’s a decision between functionality and security. But that means the team has to be ready adapt to new software and functions and have a service mindset. Shutting off is rarely an implementation, it’s usually a surrender.

Es esencial tener claro que para llevar a cabo la implementación y gestión son necesarias personas con perfiles específicos y con el tiempo suficiente para realizar las tareas necesarias. A veces, nos dejamos llevar y pensamos que con comprar hardware y software específico es suficiente pero nada más lejos de la realidad. Si no vas a ocupar los perfiles de ciberseguridad la totalidad de su jornada es una buena opción subcontratar el servicio, ya que son perfiles difíciles de encontrar y con sueldos elevados.

Implementing security measures effectively is crucial in aligning IT operations with the overarching cybersecurity strategy. In my role at a Site Management Organisation, prioritising these measures based on impact and feasibility was key. For instance, we focused on enhancing endpoint security and network monitoring, alongside updating our security policies to align with the latest industry standards. Additionally, regular security awareness training for staff was implemented. Monitoring the effectiveness of these measures through regular audits and reviews ensured they were not only effective but also adapted to evolving security landscapes, thereby maintaining the integrity and resilience of our IT operations.

Part of the change control process is communication. This is both between InfoSec and SecOps as to when and how the remediation will be done along with UAT and functional testing, as well as between SecOps and business to manage expectation, minimise necessary downtime and ensure maximum available security posture. Client and suppliers should also be included in the communications plan if appropriate. Cooperation, a single shared view and clear deliverables, outputs and procedures should drive a synergistic approach to security and remediation. Lastly in the event of a actual event it is vital that everyone knows their role, communications plans have been defined, drafted and understood - ready to enact when needed.

I always say it is People, Process, Technology and Politics. You must sell your vision to get all the key people on board with your goals. This requires multiple types of communications, that occur multiple times over the course of time. It is never one and done. Anyone that has a stake it the program or will be impacted needs to be communicated with. Then check your communication is both effective and having the right impact.

Establishing strong communication and collaboration between IT operations and cybersecurity teams as well as external stakeholders is very important. Regular meetings and cross-team initiatives are essential for sharing information, insights, and aligning strategies.

Effective alignment between IT operations and cybersecurity hinges on communication and collaboration. Regular meetings and sharing insights are crucial. Jointly analyze emerging threats and develop responsive strategies. This synergy fosters a united front, enhancing the organization's resilience against evolving cyber risks.

The need for clear, broad, early, frequent omni-channel communication of the cybersecurity policy and objectives can't be overemphasized. All teams operate with a higher level of productivity when they have a good understanding of the bigger picture. There is great operational efficiency when the agreed to end-to-end priorities are well communicated.

In the context of a medium-sized company, communication and collaboration are crucial yet can be more challenging to coordinate than in a smaller setting. Despite the larger scale, it is imperative to foster a security-conscious culture where each employee grasps their individual role in safeguarding the company’s digital assets. This ensures that security is not siloed but integrated throughout the company’s operations, making it a shared responsibility across all departments and levels.

Helping non-IT staff and management understand cybersecurity needs and posture helps IT deploy tools, act on risks and (if communicated clearly) allows staff to follow best practices in keeping their data safe. Staff and management need to understand why security gets deployed along with why they might be asked questions associated with potential security risks. Trust and responsiveness comes from communications with the team and backing from leadership.

One thing I have noticed is when there is an emergency, most places let their guard down. For example, a vendor is called to troubleshoot a switch, the technician plugs in directly to it with their personal laptop. I would suggest implementation of a secure offline scan solution for your vendors.

Todas las partes tienen que estar al corriente de las implicaciones, responsabilidades y trabajos a realizar por cada una de las partes. Es habitual que la Alta Direccion se quede al margen con el desconocimiento de todo lo que se está dejando de hacer por la falta de recursos con el riesgo que esto implica. La seguridad tiene la suficiente importancia como para que nadie se quede al margen.

In aligning security strategies with overarching cybersecurity goals, effective communication and collaboration are essential. My experience, including at a Site Management Organisation, emphasises the importance of fostering an open dialogue. Regular meetings with senior management and IT teams, coupled with workshops and newsletters for staff, ensure everyone is on the same page regarding security objectives. Engaging external partners and customers for feedback and sharing best practices is also beneficial. This approach not only ensures coherent integration of security efforts but also cultivates a collective sense of responsibility and trust across the organisation.

IT operations management must establish processes for continuous monitoring of the organization's infrastructure and systems, in order to quickly detect and respond to any security incident. This involves implementing monitoring tools and training staff to recognize and respond to security threats.

In my humble opinion, IT and Security should always be separated on the organizational level. Problems start when you have 1 person as a VP or CIO/CISO (on the top of this hierarchical pyramid). This is a very big concern and risk because conflict of interests.

Implementing multi-factor authentication, regular security audits, and keeping software up-to-date are key operational practices that can strengthen IT security. Additionally, user education on cybersecurity best practices plays a crucial role in preventing security breaches.

Implementar soluções de confiança zero (muiltifactor); Investir na formação das equipas de IT; Promover programas de sensibilização e conscientização dos utilizadores finais; Investir em equipamentos modernos; Melhorar os processos tecnologicos.

I would like to add, cybersecurity should be part of your security strategy. This should also be part of training or new employees orientation. Remember, security starts at the human level.

Communication and Collaboration: Promote communication and collaboration between IT operations and cybersecurity teams. Regular meetings, shared documentation, and cross-training can help in fostering a closer relationship. Risk Assessment: Collaboratively assess and prioritize risks. Identify potential vulnerabilities in IT operations and determine the impact on the organization's overall security posture. Incident Response Plan: Develop an incident response plan that includes both IT operations and cybersecurity elements. This plan should outline the roles and responsibilities of each team in the event of a security incident.

IT Operations concern is keeping all systems operating, so, users can continue doing what they do, and business can keep running. From that view, securing systems should be one of the concerns from IT Operations. IT Operations should care about anything that jeopardize the operation, including security threads, operations need to be familiar of the security monitoring systems and be trained to respond properly. Security teams’ approach are not the same as operations team. Operations needs to be involved and both teams need to work together to provide solutions that minimize the risk and at the same time don’t affect the operation of the systems by users, that could affect the operations of such systems and consequently business success.

Cisco is pushing this concept of Business Intent to Influence Cisco technology system Design. This included the security and cyber security policies. I think that security policy should be inspired by the business Intent requirements for the organization. Cyber Security policies that are directly connected to a business policy are more successful from a business politics and business objectives perspective. Anyone in IT wanting funding for security projects will be more likely to get that funding.

IT is the ruler itself. InfoSec is the markings providing the measurement. Understanding what you're measuring for informs the right type of apparatus to bring to the table. Neither work well in isolation, but speak to two different aspects of an organization. It's a partnership.