Академический Документы
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Sponsors
The Past
The Present
Source: http://cm.bell-labs.com/who/ches/map/gallery/index.html
Human Agents Hackers Disgruntled employees White collar criminals Organized crime Terrorists
Exposures n Information theft, loss & corruption n Monetary theft & embezzlement n Critical infrastructure failure n Hacker adventures, e-graffiti/ defacement n Business disruption
n n n n n n
Methods of Attack Brute force Denial of Service Viruses & worms Back door taps & misappropriation, Information Warfare (IW) techniques
Representative Incidents n Code Red, Nimda, Sircam n CD Universe extortion, e-Toys Hactivist campaign, n Love Bug, Melissa Viruses
n
SoBIG, SLAMMER
(CERT/cc)
1995
2002
100000 80000
55,100
60000 40000
21,756
20000
6 132 252 406 773 1,334 2,340 2,412 2,573 2,134 3,734 9,859
0 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
2002-2004 almost 100 medium-to-high risk attacks (Slammer; SoBig). 2005, there were only 6 This year, 0.
attackers are motivated to perpetrate fraud, gather intelligence, or gain access to vulnerable systems. are now on client-side devices and applications (word processing, spreadsheet programs, printers, wireless devices) that require some degree of user interaction
n Vulnerabilities
Digital Growth?
n Companies
Sure
have built into their business models the efficiencies of digital technologies such as real time tracking of supply lines, inventory management and on-line commerce. The continued expansion of the digital lifestyle is already built into almost every companys assumptions for growth.
of Senior Executives acknowledged that they did not know how many negative security events they had in the past year n 50% of Senior Executives said they did not know how much money was lost due to attacks
Source: PricewaterhouseCoopers survey of 7,000 companies 9/06
Digital Defense
n 23%
NOT
of CTOs did not know if cyber losses were covered by insurance or not. n 34% of CTOs thought their cyber losses would be covered by insurance----and were wrong. n The biggest network vulnerability in American corporations are extra connections added for senior executives without proper security.
---Source: DHS Chief Economist Scott Borg
40 20 0
2004 financial
2005 operational
2006
---Source: 2006 eCrime Survey, conducted by U.S. Secret Service, CSO Magazine, CERT/cc (CMU)
of our wealth---$3 trillion---is transmitted over the Internet daily n FBI: Cyber crime cost business $26 billion (probably LOW estimate) n Financial Institutions are generally considered the safest---their losses were up 450% in the last year n There are more electronic financial transactions than paper checks now, 1% of cyber crooks are caught.
into the stock price impact of cyber attacks show that identified target firms suffer losses of one to five percent in the days after an attack. For the average NYSE corporation, price drops of these magnitudes translate into shareholder losses between $50 and $200 million. n Source: US Congressional Research Service 2004
the tangible effects of a security incident can be measured in terms of lost productivity and staff time to recover and restore systems, the intangible effects can be of an order of magnitude larger. Intangible effects include the impact on an organizations trust relationships, harm to its reputation, and loss of economical and society confidence n Source Carnegie Mellon CyLab 2007
conducted 2 International surveys (2004 & 2006) covering 15,000 corporations of all types 25% of the companies surveyed were found to have followed recognized best practices for cyber security.
n Apx
attacks n Reduces the amount of down-time suffered from attacks n Reduces the amount of money lost from attacks n Reduces the motivation to comply with extortion threats
Cited in US National Draft Strategy to Protect Cyber Space (September 2002) Endorsed by TechNet for CEO Security Initiative (April 2003) Endorsed US India Business Council (April 2003)
General Management Policy Risk Management Security Architecture & Design User Issues System & Network Management Authentication & Authorization Monitor & Audit Physical Security
2004
2005
2006
Most common insider incidents in 2006 survey: rogue wireless access points (72%), theft of IP (64%), exposure of sensitive or confidential information (56%)
b om B c de gi Lo Co us io ic al s M er ck ra C PW rs g oo in kd er ac ne B gi En al s ci es So cc s A e es ot cc em .A R nt in ou dm cc A A s. ed Sy is om pr om
100
80
60
40
20
0
C
% of Organizations
PRACTICE #1: Institute periodic enterprise-wide risk assessments. PRACTICE #2: Institute periodic security awareness training for all employees. PRACTICE #3: Enforce separation of duties and least privilege. PRACTICE #4: Implement strict password and account management policies and practices. PRACTICE #5: Log, monitor, and audit employee online actions. PRACTICE #6: Use extra caution with system administrators and privileged users. PRACTICE #7: Actively defend against malicious code. PRACTICE #8: Use layered defense against remote attacks.
PRACTICE #9: Monitor and respond to suspicious or disruptive behavior. PRACTICE #10: Deactivate computer access following termination. PRACTICE #11: Collect and save data for use in investigations. PRACTICE #12: Implement secure backup and recovery processes. PRACTICE #13: Clearly document insider threat controls.
organizations have found it difficult to provide a business case to justify security investments and are reluctant to invest beyond the minimum. One of the main reasons for this reluctance is that companies have been largely focused on direct expenses related to security and not the collateral benefits that can be realized
---Stanford University 06
Management is WRONG
n
Clearly demonstrated that investments in security can provide business value such as: * Improved Product Safety (38%) Improved Inventory management (14%) Increase in timeliness of shipping info (30%)
in supply chain information access (50%) n Improved product handling (43%) n Reduction in cargo delays (48% reduction in inspections) n Reduction in transit time (29%) n Reduction in problem identification time (30%) n Higher customer satisfaction (26%)
is still viewed as a cost, not as something that could add strategic value and translate into revenue and savings. But if one digs into the results there is evidence that aligning security with enterprise business strategy reduces the number of successful attacks and financial loses as well as creates value as part of the business plan. PricewaterhoseCoopers Sept 2006
We have a changing technology environment We have a changing business model We have a constantly changing legal and regulatory environment
BUS/OPERATIONAL
n n n n
TECH/R&D
PROBLEM / ISSUE
POLICY
Management n Security Breech Notification n Privacy n Insider Threats n Auditing n Contractual Relationships (suppliers, partners, sub-contractors, customers)
Larry Clinton President Internet Security Alliance lclinton@isalliance.org 703-907-7028 (O) 202-236-0001 (C)