If you had to go up one level in a train station, would you take the stairs or use the escalator? Most people would choose the escalator. But what if the staircase played musical notes like an interactive piano? This may change things, right? A couple of years ago, Volkswagen began sponsoring an initiative called The Fun Theory that tested the degree to which they could change people’s behavior for the better by introducing an element of fun. In one example, they found that by adding a unique element to the stairs – transforming it into an interactive piano – they were able to increase staircase use by 66%. You can watch the short video here.
You can apply this same principle to your training and awareness programs -- find your own piano staircase, and use it to begin guiding people to choose the right thing on their own. Chris and I have been working on a report that stresses the importance of organizational culture in the development of risk and compliance programs. Throughout the research process, we asked risk and compliance professionals and vendors in the space the same question: “How are you influencing and promoting positive behavior?”
You can create new technical controls and policies, and you can require employees to sign attestations all day, but these efforts have minimal value (or worse) when there’s no positive reinforcement. When compliance and risk management are considered obligatory tasks, rather than meaningful efforts that the company values, it diminishes the perceived importance of ethical behavior.
The legendary British Prime Minister Benjamin Disraeli is said to have noted that “There are lies, damn lies, and statistics.” Much of the technology world is focused on statistics and metrics. You’ve often heard it said, “If I can’t measure it, it doesn’t exist.” Known as the McNamara fallacy — named after the business tycoon turned Vietnam-era Secretary of Defense — this famous idea failed miserably as a strategy. While it sounds good to the CEO’s ears, there is a corollary bubbling up below him that implicitly states that “If my boss wants to measure something that doesn’t exist, then I’ll invent it!”
With only 4 stack players in Identity and Access Management, it is always welcoming news to see a new company joining the space. Quest Software is on a shopping spree: it acquired e-DMZ (privileged identity management), Völcker Informatik AG (provisioning), Symlabs (virtual directories), and now BiTKOO (XACML entitlement management). Forrester expects that in reaction to its main competitor NetIQ taking over Novell’s IAM portfolio, Quest will expand significantly into the non-Windows, heterogeneous IAM space. Forrester further expects that Symantec and to some degree Intel will follow suit, as both of these companies announced cloud-based IAM offerings.
According to our survey data dating back to 2008, despite year after year of high profile security breaches from Heartland Payment Systems to Wikileaks to Sony, security budgets have only increased by single digits. This is hardly enough to keep up with the increasing sophistication of attacks, the avalanche of breach notification laws and the changing business and IT environment.
The changing business and IT environment is perhaps the greatest concern. With a massive explosion of mobile devices and other endpoint form factors and an ever expanding ecosystem of customers, partners, clouds, service providers and supply chains, you increasingly have less and less direct control over your data, your applications and end-user identities. We refer to this expanding ecosystem as the “extended enterprise.” An extended enterprise is one for which, a business function is rarely, if ever, a self-contained workflow within the infrastructure boundaries of the company. We believe that the extended enterprise is such a major shift for CISOs and security professionals that we dedicated our upcoming Security Forum to it as well as a significant stream of research.
IBM's Watson (natural language processing, deduction, AI, inference and statistical modeling all served by a massively parallel POWER7 array of computers with a total of 2880 processors with 15TB RAM) beat the greatest Jeopardy players in three rounds over the past 3 days — and the matches weren't even close. Watson has shocked us, and now it's time to think: What's in it for the security professional?
The connection is easy to see. The complexity, amount of unstructured background information, and the real-time need to make decisions.
Forrester predicts that the same levels of Watson's sophistication will appear in pattern recognition in fraud management and data protection. If Watson can answer a Jeopardy riddle in real time, it will certainly be able to find patterns of data loss, clustering security incidents, and events, and find root causes of them. Mitigation and/or removal of those root causes will be easy, compared to identifying them . . .
This is my first post as the new Research Director for the Security and Risk team here at Forrester. During my first quarter as RD, I spent a lot of time listening to our clients and working with the analysts and researchers on my team to create a research agenda for the rest of the year that will help our clients tackle their toughest challenges. It was a busy Q1 for the team. We hosted our Security Forum in London, fielded more than 443 end client inquiries, completed more than 18 research reports, and delivered numerous custom consulting engagements.
In the first quarter of 2010, clients were still struggling with the security ramifications of increased outsourcing, cloud computing, consumer devices and social networking. Trends have created a shift in data and device ownership that is usurping traditional IT control and eroding traditional security controls and protections.
We’re still dealing with this shift in 2010 — there’s no easy fix. This year there is a realization that the only way that the Security Organization can stay one step ahead of whatever business or technology shift happens next is to transform itself from a silo of technical expertise that is reactive and operationally focused to one that is focused on proactive information risk management. This requires a reexamination of the security program itself (strategy, policy, roles, skills, success metrics, etc.), its security processes, and its security architecture. In short, taking a step back and looking at the big picture before evaluating and deploying the next point protection product. Not surprisingly, our five most read docs since January 1, 2010 to today are having less to do with specific security technologies: