DF Organizational CyberSecurity Level
Managing over 60 untis/hosts in your local network already? The controls of our Organizational CyberSecurity Level is your next upgrade from the existing foundatoinal level and maintaining your overall protection in tact.
▼ CONTROL 17
Implement a Security Awareness and Training Program
For all functional roles in the organization (prioritizing those mission-critical to the business and its security), identify the specific knowledge, skills and abilities needed to support defense of the enterprise; develop and execute an integrated plan to assess, identify gaps, and remediate through policy, organizational planning, training, and awareness programs.
It is tempting to think of cyber defense primarily as a technical challenge, but the actions of people also play a critical part in the success or failure of an enterprise. People fulfill important functions at every stage of system design, implementation, operation, use, and oversight. Examples include: system developers and programmers (who may not understand the opportunity to resolve root cause vulnerabilities early in the system life cycle); IT operations professionals (who may not recognize the security implications of IT artifacts and logs); end users (who may be susceptible to social engineering schemes such as phishing); security analysts (who struggle to keep up with an explosion of new information); and executives and system owners (who struggle to quantify the role that cybersecurity plays in overall operational/mission risk, and have no reasonable way to make relevant investment decisions).
Attackers are very conscious of these issues and use them to plan their exploitations by, for example: carefully crafting phishing messages that look like routine and expected traffic to an unwary user; exploiting the gaps or seams between policy and technology (e.g., policies that have no technical enforcement); working within the time window of patching or log review; using nominally non-security-critical systems as jump points or bots.
No cyber defense approach can effectively address cyber risk without a means to address this fundamental vulnerability. Conversely, empowering people with good cyber defense habits can significantly increase readiness.
▼ CONTROL 18
Application Software Security
Manage the security life cycle of all in-house developed and acquired software in order to prevent, detect, and correct security weaknesses.
Attacks often take advantage of vulnerabilities found in web-based and other application software. Vulnerabilities can be present for many reasons, including coding mistakes, logic errors, incomplete requirements, and failure to test for unusual or unexpected conditions. Examples of specific errors include: the failure to check the size of user input; failure to filter out unneeded but potentially malicious character sequences from input streams; failure to initialize and clear variables; and poor memory management allowing flaws in one part of the software to affect unrelated (and more security critical) portions.
There is a flood of public and private information about such vulnerabilities available to attackers and defenders alike, as well as a robust marketplace for tools and techniques to allow “weaponization” of vulnerabilities into exploits. Attackers can inject specific exploits, including buffer overflows, Structured Query Language (SQL) injection attacks, cross-site scripting, cross-site request forgery, and click-jacking of code to gain control over vulnerable machines. In one attack, more than 1 million web servers were exploited and turned into infection engines for visitors to those sites using SQL injection. During that attack, trusted websites from state governments and other organizations compromised by attackers were used to infect hundreds of thousands of browsers that accessed those websites. Many more web and non-web application vulnerabilities are discovered on a regular basis.
▼ CONTROL 19
Incident Response and Management
Protect the organization's information, as well as its reputation, by developing and implementing an incident response infrastructure (e.g., plans, defined roles, training, communications, management oversight) for quickly discovering an attack and then effectively containing the damage, eradicating the attacker's presence, and restoring the integrity of the network and systems.
Cyber incidents are now just part of our way of life. Even large, well-funded, and technically sophisticated enterprises struggle to keep up with the frequency and complexity of attacks. The question of a successful cyber-attack against an enterprise is not “if” but “when.”
When an incident occurs, it is too late to develop the right procedures, reporting, data collection, management responsibility, legal protocols, and communications strategy that will allow the enterprise to successfully understand, manage, and recover. Without an incident response plan, an organization may not discover an attack in the first place, or, if the attack is detected, the organization may not follow good procedures to contain damage, eradicate the attacker’s presence, and recover in a secure fashion. Thus, the attacker may have a far greater impact, causing more damage, infecting more systems, and possibly exfiltrate more sensitive data than would otherwise be possible were an effective incident response plan in place.
▼ CONTROL 20
Penetration Tests and Red Team Exercises
Test the overall strength of an organization's defense (the technology, the processes, and the people) by simulating the objectives and actions of an attacker.
Attackers often exploit the gap between good defensive designs and intentions and implementation or maintenance. Examples include: the time window between announcement of a vulnerability, the availability of a vendor patch, and actual installation on every machine. Other examples include: well-intentioned policies that have no enforcement mechanism (especially those intended to restrict risky human actions); failure to apply good configurations to machines that come on and off of the network; and failure to understand the interaction among multiple defensive tools, or with normal system operations that have security implications.
A successful defensive posture requires a comprehensive program of effective policies and governance, strong technical defenses, and appropriate action by people. In a complex environment where technology is constantly evolving, and new attacker tradecraft appears regularly, organizations should periodically test their defenses to identify gaps and to assess their readiness by conducting penetration testing.
Penetration testing starts with the identification and assessment of vulnerabilities that can be identified in the enterprise. Next, tests are designed and executed to demonstrate specifically how an adversary can either subvert the organization’s security goals (e.g., the protection of specific Intellectual Property) or achieve specific adversarial objectives (e.g., establishment of a covert Command and Control infrastructure). The results provide deeper insight, through demonstration, into the business risks of various vulnerabilities.
Red Team exercises take a comprehensive approach at the full spectrum of organization policies, processes, and defenses in order to improve organizational readiness, improve training for defensive practitioners, and inspect current performance levels. Independent Red Teams can provide valuable and objective insights about the existence of vulnerabilities and the efficacy of defenses and mitigating controls already in place and even of those planned for future implementation.