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Cybersecurity –
Toward a Strategic
Approach to Cyber Risk
Andy Purdy
Chief Cybersecurity Strategist
May 18, 2010
CSC Webinar – Cybersecurity – Towards a Strategic Approach on Cyber Risk Page 1
Summary
1 What is the current cyber risk?
2 Learn lessons from experience.
3 What approach should we take?
4 What capabilities do we need?
5 Risk management – for organizations and countries
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What is the current
cyber risk?
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What is Cyber?
• Cyber is the ability to operate
in cyberspace to achieve the
results that you intend and not
those intended by your
adversaries, competitors or
cyber criminals.
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In this brave new world we tread…
• November 2002 (Geopolitics): The rise of the Botnets
– A DDOS…by an army of citizen-zombie computer attacks…
• April 2004 (Sasser): Widespread outages around the world
– Agence France-Presse (AFP) blocked satellite communications, Delta Airlines cancel
several trans-atlantic flights, If and Sampo Bank close130 offices, also impacted
…Goldman Sachs, Deutsche Post, European Commission, Lund University Hospital
• January 2010 (Google discloses): The NYT, April 2010
– ―…losses included one of Google’s crown jewels, a password system that controls access
by millions of users worldwide to almost all of the company’s Web services, including e-
mail and business applications…‖
• Looking into the Future:
→ APT/Botnets/Integrity Attacks/Convergence of Threats to Converged Infrastructures
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…cheerfully, into the unknown
• 4G Wireless Broadband Networks: LTE and Wimax
– 100 Mbit/s on the move, and 1 Gbit/s stationary - the world goes wireless
– Tens of billions of devices (smart phones, metering)…
• Convergence in technology and infrastructure: sharing same threats
– Voice – Video – Data: using a common protocol (IP), sharing a common infrastructure, and the risks
– All national infrastructures (energy, transportation) using the same ICT infrastructure
– Threats that transfer between data - video - telephony
– Cloud Computing: A shared ICT infrastructure –shared risks
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Premises
• Experience is only valuable if we learn from it and act on it
• Information sharing is not enough
• A strategic approach to the cyber challenge is essential
• Stakeholder collaboration is critical at each level
• Threat information is important, but risk should be the driver
• Risk management is critical for organizations, nations, and the global
information infrastructure
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Summary of Cyber Risk
• The use of innovative technology and interconnected networks in
operations improves productivity and efficiency, but also increases the
vulnerability to cyber threats if cybersecurity is not addressed and
integrated appropriately.
• A spectrum of malicious actors routinely conducts attacks against the
cyber infrastructure using cyber attack tools.
• Because of the interconnected nature of the ICT infrastructure, these
attacks could spread quickly and have a debilitating effect.
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Learn lessons from
experience.
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Industry concerns?
• Data vulnerability due to the sizable increase in data volumes, flows, and interfaces
• System security resulting from converged, automated, and integrated environments
• New devices that may be immature and have security limitations
• Consumer privacy from increased connectivity, devices, and intelligence
• Potential fraud from insufficient tamper protection
• Overall increase in the complexity of a utility’s compliance profile
Adapted from EPRI source image
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Introduction
Cybersecurity – a National Security Imperative and Global Business
Issue
• Nations and critical infrastructure owners and operators are dependent
on Cyber for national security, economic well-being, public safety and
law enforcement, and privacy.
• Major companies must ensure the resiliency of their operations, protect
their reputations and the privacy of their customers, differentiate their
brand, and meet compliance obligations.
• Innovative technologies and information assurance strategies must be
implemented by government and private companies through fully
integrated, end-to-end cyber solutions
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Secure ICT also Represents …
• Technological advantage
• Opportunity to gain competitive advantage
• Opportunity to help shape the global cyber environment in support of US
interests
• An exciting field for our emerging technology
• An additional foundation for academic excellence
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What approach should
we take?
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A Strategic View of ICT Security
• There is no real separation in cyberspace; we share a common
environment with allies, partners, adversaries, and competitors.
• It is important to understand computer network defense, and be informed
by exploitation and attack.
• Security is more about architecture and integration than about
deployment of more products to build perimeter defenses.
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Public Policy Challenge
• Nations are dependent on cyber for national security, economic well-
being, public safety, and law enforcement
• Risk is real but not visible and obvious
• Authority/control is spread among multiple entities in the public and
private sectors
• ICT is international
• Individuals and organizations are reactive and tactical, not proactive and
strategic
• We do not learn lessons from the past
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Learn Lessons from Experience
• Recognize the value of lessons learned to enhance preparedness
• Systematize after-action processes for exercises AND real-world events
• Take a pro-active, strategic approach to risk
• A robust risk management program can facilitate and prioritize planning,
decision-making, and resource allocation
• A strategic approach to ICT risk management should be grounded in
architectural, design, and process principles
• Stakeholders should be engaged in the assessment and mitigation of ICT
risk, spending on research & development, & cyber incident response
and recovery preparedness
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Regulatory Enviroment – Upcoming Challenges for Private
Sector and Critical Infrastructure?
• Legislative perspective: has the private sector done enough to secure
their own facilities?
• Executive perspective: concern about government and critical
infrastructure relative to cyber threats.
• Power/Utility, transportation, and other critical infrastructure sectors of
significant cyber concern.
• Private sector favors voluntary, private-sector developed standards,
incentives, and safe harbor provisions rather than regulations
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The ―New Reality‖
• Global recognition that ―national health and security…‖ is permanently intertwined
with the internet.
• National governments across the globe are intending to actively address cyber
security risks to specified private-sector infrastructures of interest supporting
national programs and critical infrastructure segments.
• Examples of the ―national health and security… ‖ requirement in evidence
– Transglobal Secure Collaboration Program (TSCP) – voluntary collaborative program
(funded by membership contributions)
• Governments – US, UK, Netherlands
• Companies – BAE, Boeing, EADS, Lockheed Martin, Northr op Grumman, Rolls Royce,
Raytheon
– U.S. Defense Industrial Base (DIB) – a threshold of capabilities defined by U.S. DoD to
protect Controlled Unclassified Information (CUI) used in Defense contracts
• Established and monitored by US DoD (as expressed in the DIB Cyber Security
Benchmark and DIB CONOPS)
• One-to-one framework agreements, funded by individual companies
– U.S. Comprehensive National Cybersecurity Initiative (CNCI)
– Activities of European Network Information Security Agency (ENISA)
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What capabilities do we
need?
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What is missing nationally and internationally?
• What do we need to worry about and what do we need to do about it?
• We need to
–know our risk posture,
–identify requirements for addressing that risk that are generated
by a public-private collaboration, and
–Make it easy to hold stakeholders accountable.
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What is needed nationally and internationally?
A strategic approach to facilitate public/private collaboration and
information sharing to set requirements, and resource, execute, and track
progress on:
• ICT risk;
• ICT preparedness;
• Malicious activity and cyber crime; and
• Research and development.
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How should the challenge of ICT risk and preparedness be
addressed?
• Stakeholders at the organizational, national ,and int’l levels must work
together
–to identify critical functions,
–assess and mitigate risk, and
–plan, and build capacity for, response and recovery
• Use standards to drive risk reduction
• Exercise to identify gaps and improve
• Pursue innovation
• Use this process to identify requirements to drive resource allocation for
risk mitigation, response preparedness, and research and development
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Risk management – for
organizations and
countries
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Protecting your Organization, Clients, and Costumers
• Use lessons learned from Advanced Persistent Threats (APTs) and other
sophisticated attackers to strengthen active defense
• Work in public-private partnerships to strategically collaborate and share
information about threat and risk
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Strategic Approach to Malicious Cyber Activity
• An initiative to promote a strategic approach – by government (not just
law enforcement) and the private sector – against malicious cyber activity
• Need to build national and international information sharing capabilities to
collect, preserve, analyze, and share information on malicious actors
AND enablers – using a federated data-sharing model.
• Need good national and international data on cyber crime.
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Government Cyber Security Involvement
• Government needs to help define domestic, EU, and allied ICT interests
• Using those interests, Government needs to create stronger interagency
and inter-governmental policy process and policy (guiding principles)
• Collective interests need to be represented consistently in all international
fora concerned with global cyber security and cyber governance; if not,
global policy and governance may not conform to national and
international interests
• Your country, EU, and its allies, need a consistent approach to the ICT
risk in critical infrastructure
– Focus on security standards, rather than prescribed processes (i.e., define how secure to
be, not how to be secure)
– Recognize that the threat is advanced and dynamic; a ―cookbook‖ approach will not adapt
sufficiently well to such a threat
• Sensitize private sector and public to the threat; recognize that
adversaries do not reserve their most advanced technologies for use only
against our Government
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Private Sector Role
• Request government to facilitate information exchange and enhanced
collaboration.
• What actions are advisable?
• What incentives would help bring those actions about?
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The Model-Portfolio – A Different Way to View the Problem
An integrated set of capabilities consistent to a model – new to the industry – fit-for
purpose - to demands of a complex global problem
• The ―security stack‖ - defines the problem complexity and the
sophistication needed in the solution
•Demonstrated ability to scale to the full dimensions of the problem
•Demonstrated ability to leverage our government knowledge applied to
our commercial delivery
•Allows us to see the gaps – determine how we close them
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Making a better case …for Why CSC
Cyber security is a core competency of CSC in both commercial and public sectors
Comprehensive capability – the full range of the ―security stack‖
Cross-leverage what we know - between commercial and public sectors
SOCs to Fortune 500s
Defense Industrial Base
Nation State-Threats Commercial Sector Worldwide presence
Groundbreaker ISO 27001 preparations
Forensics training
Biometric Access
System Certification Public Sector
Phys-Lgical Access
Personnel Quals
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A New Idea: The Security Stack as a Model…for how we
present – organize – determine gaps – integrate. Only CSC and IBM
can make this case
The Security Stack
Functional Technologies Cyber Security Services
The Exercise of
Layer 4 Functional Technologies •Security consulting …
National Sovereignty
• Ethical hacking – integrating understand and manage risk
government capabilities
•Security integration led by
Situational Awareness solution architects
Layer 3 Functional Technologies
• Worldwide monitoring
External to the Perimeter
Determine Source — Adjust Defenses •Managed Security Services
• Attestation — adjusting the defenses
•Forensics analysis assessments
Integrated •Certification and accreditation
Layer 2 Functional Technologies Security Overlay
• Security Incident/Event Manager
Prevent-Detect-Response
• OOB managed devices •Security training - cyber experts
• Perimeter defenses (f/w)
• Intrusion detection/prevention •Product and system evaluation –
• Data Loss Prevention common criteria
• Honeypots
Layer 1 Functional Technologies Assured Systems •Penetration testing – ethical
• CMDB and Content hacking
• White listing
• PIV-based biometric access •Compliance
• Single Sign On
• Data encryption and key management •Disaster Recovery / B-Continuity
• Vulnerability assessment
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CSC Cyber Security Overview (1 of 3)
• More than 1,400 full-time security professionals globally
• Security and compliance services to
– More than150 Commercial clients globally in more than 40 counties
– Many Fortune 500 companies including many with PCI compliance
– U.S. federal agencies and many state and local government clients
– Non-U.S. government clients (UK Royal Mail, UK National Health Services)
• Wide range of security offerings
– Managed Security/SOC services
– Endpoint Protection
– Messaging Security
– Data loss prevention
– Compliance Monitoring/Enforcement
– Vulnerability, Risk and regulatory assessments
– Forensic and Investigative Response
– Identity and Access management and biometrics
– Security engineering, integration, and testing
– Disaster recovery and business continuity
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CSC Cyber Security Overview (2 of 3)
• SSE-CMM Level 4 Information Security Practices by
independent third party
• Defense Security Service (DSS) Cogswell Award for 5 of
past 10 years
• Achieved ISO 2700 certification for the CSC-managed EPA
security program
• Many CSC data centers and service delivery centers
achieved third party ISO 27001 certification
• Major provider of vulnerability assessments, risk
assessments and security accreditation services to Federal
agencies
• Active SAS 70 audit program
• Operates DoD Cyber Investigative Training Academy
• Biometric engineering services to DoD
• Operates certified Common Criteria Test Laboratories in the
U.S., Australia and Germany under ISO15408
• Operates FIPS 140-2 NVLAP certified Cryptographic Module
Test Laboratory
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CSC Security Operations Centers (SOCs) (3 of 3)
Managed Security Services Delivery around the Globe in all Regions
• Commercial SOC Operations
– North America (Newark, DE) – Newark 33 customers
– UK (Chesterfield) -- 15 customers
– Australia (Sydney) – 9 customers
– India (Hyderabad) – 17 customers
– Malaysia and Hong Kong – 2 customers
• U.S. Federal SOC/CERT/CSIRT Support
– Defense Information Systems Agency (DISA)
– U.S. Air Force
– U.S. Army
– Dept of Homeland Security
– EPA
– NOAA
• Monitor and manage thousands of
security devices worldwide Chesterfield, UK
Marlton , NJ
– Network/Host IDS/IPS
Newark, DE
– Audit Log Storage/Monitoring Annapolis
– Security Event Management Junction, MD
– Security Incident Response Services Hong Kong
– Technical Compliance Monitoring Hyderabad, India Kuala Lumpur
– Vulnerability Scanning and Alerting
– End Point Security Management
– Managed Encryption Services
– Data Loss Prevention Sydney,
– Forensic Response Australia
Consistent and effective 7x24 security
monitoring, detection, response and recovery
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Representative Cyber Security Clients
• Public Sector: Internal Revenue Service, • Retail & Distribution: Coles, Myer, David
FAA, USDA, Dept. of Education, Jones, Estee Lauder, Cargill, Astro
Environmental Protection Agency, Dept of • Travel & Transportation: Railcorp,
Energy, Department of Homeland Security, Bombardier
Australian Department of Immigration and
Citizenship, Prime Minister and Cabinet, • Health Services: National E-Health Transition
Department of the Attorney General and Authority, University of Pennsylvania Health
Transport Accident Commission; Canadian Systems, UK National Health Service, Nobel
Treasury Board Secretariat, Communication Biocare, Consolidated Medicaid/Medicare
Security Establishment Canada, Public Safety (CMS), Virginia and North Carolina,
Canada, Canada Revenue Agency, Transport Medicare/Medicaid Information Systems, eMed
Canada, DISA, DCITA, U.S. Army, U.S. Navy, of New York, Stellaris Health
U.S. Marine Corps, U.S. STRATCOM, Office of • Manufacturing: BlueSteel, OneSteel, Delphi,
Secretary of Defense, Biometric Fusion Chrysler, Freescale, Westinghouse, Motorola,
Center, U.K. Ministry of Defense, Danish Nissan, Xerox, Bombardier, Nissan
Ministry of Defense
• Chemical, Energy & Natural Resources:
• Aerospace & Defense: Textron, Raytheon, Powercor, BHPB, Rio Tinto, Alcoa, Woodside
Boeing, Hawker Beechcraft, UTC, General Petroleum, Newmont Mining, Shell, DuPont,
Dynamics, Spirit Aerospace BHP Billiton Petroleum, Watercorp, Western
• Financial and Insurance Services: Allianz, Power, Exelon, Basell, Invista, Anglian Water,
AMP, Dunn and Bradstreet, Maybank, Toyota National Grid, Urenco, BNFL
Financial Services, Zurich, PartnerRe,
Alliancez, AMP, IMB, GE Capital, Toyota
Financial Services
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CSC Strategic Security Partners
CSC’s formal partnership with leading security vendors
– Special discounts on industry leading security tools
– Responsive procurement
– Insight into emerging security technology
– Increase depth of managed security services
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Thank you for your attention!
Contact
Andy Purdy
Chief Cybersecurity Strategist
dpurdy@csc.com
apurdy1@gmu.edu
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