Top management must lead an enterprise-wide effort to find and protect critically important data, software, and systems as part of an integrated strategy to achieve digital resilience.
The idea that some assets are extraordinary—of critical importance to a company—must be at the heart of an effective strategy to protect against cyber threats. Because in an increasingly digitized world, protecting everything equally is not an option. The digital business model is, however, entirely dependent on trust. If the customer interface is not secure, the risk can become existential. Systems breaches great and small have more than doubled in the past five years, and the attacks have grown in sophistication and complexity. Most large enterprises now recognize the severity of the issue but still treat it as a technical and control problem—even while acknowledging that their defenses will not likely keep pace with future attacks. These defenses, furthermore, are often designed to protect the perimeter of business operations and are applied disjointedly across different parts of the organization.
Our research and experience suggest that the next wave of innovation— customer applications , business processes, technology structures, and cybersecurity defenses—must be based on a business and technical approach that prioritizes the protection of critical information assets. We call the approach “digital resilience,” a cross-functional strategy that identifies and assesses all vulnerabilities, defines goals on an enterprise-wide basis, and works out how best to deliver them. A primary dimension of digital resilience is the identification and protection of the organization’s digital crown jewels—the data, systems, and software applications that are essential to operations.
Burgeoning vulnerabilities, finite resources, fragmented priorities
In determining the priority assets to protect, organizations will confront external and internal challenges. Businesses, IT groups, and risk functions often have conflicting agendas and unclear working relationships. As a result, many organizations attempt to apply the same cyber-risk controls everywhere and equally, often wasting time and money but in some places not spending enough. Others apply sectional protections that leave some vital information assets vulnerable while focusing too closely on less critical ones. Cybersecurity budgets, meanwhile, compete for limited funds with technology investments intended to make the organization more competitive. The new tech investments, furthermore, can bring additional vulnerabilities.
The work to prioritize assets and risks, evaluate controls, and develop remediation plans can be a tedious, labor-intensive affair. Specialists must review thousands of risks and controls, and then make ratings based on individual judgment. Some organizations mistakenly approach this work as a compliance exercise rather than a crucial business process. Without prioritization, however, the organization will struggle to deploy resources effectively to reduce information-security risk. Dangers, meanwhile, will mount, and boards of directors will be unable to evaluate the security of the enterprise or whether the additional investment is paying off.
All data and systems are not created equal
In any given enterprise, some of the data, systems, and applications are more critical than others. Some are more exposed to risk, and some are more likely to be targeted. Critical assets and sensitivity levels also vary widely across sectors.
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