Perform research on IT Governance models and you’ll eventually come across the concept of People, Process, & Technology (The Golden Triangle). Yet another concept whose origination has been lost in time (it was not Bruce Schneirer), but one whose evolution has polarised the security industry.
On the one side you have the technology-first advocates. Even a security icon like Bruce Schneier says; “We rely far too much on policy and people, neither of which are reliable, especially when dealing with fast-changing, large scale infrastructures.“. Oddly enough you’ll find most of the security product vendors in this camp too. I know, weird huh?
Then you have the side that I’m on, that says all the technology in the world can’t fix stupid. The enormous benefits that can be derived from technology are only achievable if the people put the processes in place to make the technologies effective.
In cybersecurity, technology can only enhance, it cannot fix.
Yes, of course technology is critical, why do you think I rage against PCI’s ‘daily review’ of logfiles so much? No, I do not believe that an organisation can ever achieve good security without the automation that only technology can bring, but putting technology first is the definitive cart before the horse.
In cybersecurity, technology can only enhance something that already works, it cannot replace it entirely.
So, to me, the job of the CISO is to get the three aspect of the golden triangle into line with the only things that matters; the business goals. In the digital age, technology is the ultimate enabler, and the CSO/CISOs the ultimate facilitators of that technology. The IT security function gets involved in everything from M&A to compliance, from incident response to internal audit, it’s the CISO’s role to bring it all together into a sustainable program. One that that is only ever appropriate to the business’s needs and no more.
But none of this is possible without Governance. The CISO, as a facilitator, is only a bridge between the business goals and the means to get there. It’s the Governance function that gets the job done.
Also, not every organisation can afford a CISO, and frankly nor should they even contemplate one if there is no discernible return on investment. This is where the Virtual CISO can come into play, and from my perspective, the only reason to consider one. It’s the v-CISO’s job to train the governance committee (or whatever it’s called) to do what CISOs do.
Too many organisations are instantly turned off by the word ‘Governance’. At best it’s seen as unnecessary bureaucracy, at worst it’s perceived as some kind of dystopian ‘Big Brother’. Nothing could be further from the truth; it’s not a department, it’s not an institution, it’s a function, one designed to help keep a business IN business.
EVERY organisation needs governance, regardless of size, region, or industry sector. The governance charter, membership, responsibilities, and operation will vary considerably, but all need to be appropriate, and of measurable benefit.
Only someone with the skill-set of a true CISO can put this in place in such a way as to be sustainable without them. But only a Governance function can keep it going.
[If you liked this article, please share! Want more like it, subscribe!]