Top Five Secrets to Successfully Jumpstarting Your Cyber-Risk Program

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1 SESSION ID: GRC-W03 Top Five Secrets to Successfully Jumpstarting Your Cyber-Risk Program Chris Houlder CISO Autodesk, Husam Brohi Director, Cybersecurity and Privacy PwC

2 Situational Context Multiple, interrelated disciplines operating in federated manner Autodesk undergoing massive business transformation to cloud subscription model Agile and DevOps mindset viewed security, risk and governance as barriers Risk at center of Board and Senior Executive Agenda Executives wanted more real-time, transparent reporting beyond what Enterprise Risk Program (ERM) was providing 2

3 Our Challenge What are our risks? What are we doing? Is it enough? Board Overcome a skeptical customer Business Align strategies and investments Information Security Product Security Data Privacy Problem Statement Develop a strategic vision and program for effectively communicating our holistic risk posture and response and move everyone towards a common direction 3

4 What Are We Here To Do Share our story and walk through the process and key considerations for taking our cyber risk program from concept to launch in under 6 months Discuss how risk management serves as the core of our cybersecurity program and strategy Provide lessons learned with you and discuss the challenges we faced, hoping that the approach we took will be useful in your journey This is NOT a discussion on risk management methodologies or artifacts 4

5 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity #2 Focus on strategy first #3 Go Agile Build and iterate #4 Create a risk management culture #5 Use risk for decision making 5

6 In union there is strength Aesop, Ancient Greek Fabulist

7 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity 7

8 Understand That Cybersecurity is Multi-Discipline Scope: Focus on big picture view of risks, investment and maturity of capabilities build a common platform which spans: Information Security Product Security Data Privacy Business Led IT Strategy Strategy Strategy Business Led IT Investment Investment Investment Business Led IT Capabilities Capabilities Capabilities 8

9 Unify Purpose and Approach Business Drivers Shareholder Value Customer Loyalty Brand Protection Legal and Regulatory Commitments Innovation and Agility Information Security Program Execution Vision Deliver security risk management capabilities that highlight the value proposition of investments and give Autodesk a competitive advantage. Security Risk Management Capabilities Mission Support management s ability to make informed resource allocation decisions by providing visibility into current security risks. People Process Technology Security Strategy, Governance and Management Risk, Compliance and Policy Management Third Party Security Management Security Architecture and Operations Identity and Access Management Incident and Crisis Management Threat Intelligence and Vulnerability Management Information Privacy and Protection Physical and Environment Security 9

10 The essence of strategy is choosing what not to do Michael Porter, Harvard Business School Professor

11 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity #2 Focus on strategy first 11

12 Multi-Tiered Risk Assessment Uber Risks (ERM) Risks that could affect the achievement of business outcomes are classified as strategic and enterprise risks. Security Risks (SRM) Cybersecurity risks to organization strategic initiatives and sensitive information derived from Uber Risks. Information/Asset Asset and information level (systems, services, etc.) risks based on security risks. Strategic Risks Tier 0 Tier 1 Tier 2 Tactical Risks Intended Audience Executives and Board Level Executives, Board Level, Security Risk and Compliance Business Units and System Domain Owners 12

13 Make it simple, but significant Don Draper, Fictional Character from Mad Men

14 Framework-Agnostic Approach Risks Cyber Readiness Risk Action Risk analysis/threat model Asset scoping Capability maturity Key security controls Risk profiles Risk remediation 14

15 Risk Scenarios Tailored To Audience with initiates against leads to Actor Intent Event (threat type) Attack Surface (threat target) Consequence Hacker Accidental Malware attack People Loss of sensitive data Employee Malicious DDOS attack Customer Loss of data integrity Third party Customer Competition Nature Environmental Theft of data Social engineering attack Breach of platform Theft of physical items/hardware Facilities Infrastructure Information assets Platforms Loss of intellectual property System unavailability Fraud Legal/regulatory non-compliance 15

16 Example of Cyber Risk Scenario <Risk ID> Third Party accidentally breaches cloud platform resulting in loss of customer data Risk Level How impactful would a risk be in case it materializes, how likely is it to materialize and how well are we addressing it? Risk Event Drivers Which events are most likely causing the risk to materialize? Cyber Readiness Aggregated view of current state maturity of capabilities and controls needed to ensure proper risk mitigation. Actor Landscape What actor is most likely to initiate a successful attack? Importance of Capabilities How important are associated capabilities for risk mitigation and where should improvement efforts being focused? Attack Surface Which information assets are most likely to be targeted and how impactful would it be? Effect on Risk Mitigation How does the effect on risk mitigation look like after improvements are made? 16

17 Life s too short to build something no one wants. Ash Maurya, Author of Running Lean and Creator of Lean Canvas

18 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity #2 Focus on strategy first #3 Go Agile Build and iterate 18

19 Go Agile Build and Iterate Minimum Viable Product Raised everything a level Directional quantification versus precision Threat modeling Establish a method for assessing OE (defense levels) Audits and assessments aligned to this process practical use of results Start with proxy data Support strategic planning Board level communication within 6 months What was excluded? Perfect mathematical formulas Full threat coverage; 80/20 approach to the threats not every scenario represented Cost analysis model be to included in future iterations Sprint # 1 Internal Team Development / Refinement Sprint # 2 Strategic Planning Process Sprint # 3 Pilot for Executives Minimum Viable Product Lifecycle 19

20 Modules Purpose Building MVP OE and Risk Valuation Tools OE Calculator (OEC) The OE Calculator (OEC) facilitates the assessment process in order to determine an OE Score. This OE Score is used to understand Cyber Readiness posture (residual risk, compliance to policies) and guides investment decisions. OE is assessed using integrated scorecards. Risk Valuation Tool (RVT) The risk valuation tool (RVT) supports the risk process in order to identify, estimate, evaluate and respond to risk. It highlights relevant risks and supports definition and planning of projects to respond against risk. It s dashboards provides an holistic overview of risk and investments. OE Dashboard Policy Compliance Threat Lab Capabilities Integrated scorecards OE view and RVT link Project evaluation Dashboards 20

21 If you don t get culture right, nothing else matters John Taft, Former CEO of RBC Wealth Management It is a terrible thing to look over your shoulder when you are trying to lead and find no one there Franklin Roosevelt

22 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity #2 Focus on strategy first #3 Go Agile Build and iterate #4 Create a risk management culture 22

23 Design Principles Main Objective Develop an efficient and effective system for enabling organizationally aligned risk decision making, risk reduction/mitigation and continuous monitoring. Intended Outcomes Accountability and responsibility for risk oversight and ownership shall be defined and with the right people 1 Enhance stakeholder risk IQ Align organizational value Achieve stakeholder buy-in Decision making on risk treatment (funding, resource, etc.) should be consistent, efficient and effective. Decisions taken shall be implemented with strategic alignment and executed to ensure proper and effective risk mitigation

24 In real life, strategy is actually very straightforward. You pick a general direction and implement like hell. Jack Welsh, Former CEO of General Electric

25 Our Approach Top 5 Secrets #1 Take a holistic view of Cybersecurity #2 Focus on strategy first #3 Go Agile Build and iterate #4 Create a risk management culture #5 Use risk for decision making 25

26 Use Risk for Decision Making and Take Action Benefits of Risk Based Decisions Decisions on how much to invest depend on how much risk the organization Decisions willing on how to much tolerate invest depend on how much risk the organization is willing to tolerate Defining cybersecurity risk in business context and estimating exposure is a relatively new concept Defining cybersecurity risk in business context and estimating exposure is a relatively new concept Cybersecurity investments are not revenue generating it s purely a risk tolerance discussion Cybersecurity investments are not revenue generating it s purely a risk tolerance discussion Quantifying the risk requires inputs from multiple frameworks, processes Quantifying and skillsets the risk requires inputs from multiple frameworks, processes and skillsets Resource Forecasting Enable better decision making by forecasting needs for headcount and skill sets to target hiring and training efforts. Process Reporting and Efficiency Evaluate efficiency of risk controls and processes and refine program based on measured performance over time. Technology Investment Prioritize investment decisions for technology implementation, aiming to maximize reduction of risk per dollar spent. The relationship between defensive capabilities and cybersecurity business risks is the key to informed investment decisions

27 Closing Summary Focus on What Capability oriented approach Duplicate, disparate efforts; bottoms up prioritization Difficulty including executives in technical discussions Before Program Stand Up #1 Take a holistic view of Cybersecurity #2 Focus on strategy first #3 Go Agile build and iterate #4 Create a risk management culture #5 Use risk for decision making Focus on What and Why Risk oriented, targeted approach Unified activity aligned to common risk reduction goals Ability to articulate investment at board level through risk data support After 27

28 Future State Vision Articulating ROI on Risk Investments in Dollars What s next? 1) Enrich data-set of tool by integrating output from our threat management capability 2) Measure OE across the organization through controls efficacy and capability maturity assessments 3) Continue to enhance the risk modelling tools to help quantify risks in dollars and measure ROI of risk investments, improve our strategy, planning and budgeting 28

29 Future State Vision Articulating ROI on Risk Investments in Dollars 29

30 Future State Vision Articulating ROI on Risk Investments in Dollars 30

31 Apply What You Have Learned Today Next week you should: Assess how you are communicating the value and focus of your program - Do you discuss technology without capabilities? Capabilities without risk? - Recommend framing the discussion from Risk to Capabilities to Technology In the first three months following this presentation you should: Begin your cultural change to risk management assessment, ownership and reduction Within six months you should be able to articulate a response to three main questions: 1) What are our risks? 2) What are we doing? 3) Is it enough?

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