protecting intellectual property and critical assets should be important to everyone within an organization.
When building your modern insider threat program, you don't have to do it alone. But no matter how good your team of stakeholders, maybe success isn't guaranteed without getting definitive buy in from leadership.
Hopefully, the executive already sees the value in an insider threat program.
After all, executive leaders air often the public face of the company and its their names in the headlines. When a data breach a curse,
the data clearly shows the risk from insider threat events is growing and is higher than ever.
However, if an executive trusts their people, the whole idea oven inside threat May *** found ball.
On top of that, an executive may be unsure about the utilization of resource is for the program.
So to get executive buy in, you'll have to be armed with good information.
And for that you'll need an executive risk assessment.
To be clear. This isn't a risk assessment of the executive. It's a risk assessment for the executive written so that they can understand it.
Which is not to say they're not smart. They are. It's just that they
you know what? I'm going to stop talking now, But let's hear from Peter Hodja Giorgio on what this risk assessment should look like.
While a detailed risk assessment is probably better left at the budgetary level, the executive summary information should be compelling.
The goal here isn't to pitch the executive of but argument.
Seasoned executives aren't driven by fear.
They're driven by business objectives, objective data, the bottom line and a good dose of practicality and reason.
Clearly defined and well articulated Insider Threat program should also be founded in those principles.
Typically, when executives conceive business value and a thorough cost benefit analysis, they're more apt to get on board with an insider threat program.
Here are some questions you'll want to be able to answer before soliciting executive support.
What insider threat risks are we vulnerable to today?
What is the business impact of any of those risks coming to pass?
Why can't our current security programs or tools fulfill this need?
What existing programs and tools are re leveraging to save as much money and time as possible?
How are we going to measure return on investment for any new programs, tools or headcount required for this proposal.
What is the time to value of your proposed plan?
And finally, what specifically do you need from me?
Your executive may not ask you all these questions, but you should be prepared to answer all of them.
Most executives want to know that there's some data behind the plan.
Others may be one over with a story of a company similar to yours having an insider incident and what they went through.
The executive may also have concerns about spying on their employees.
If you're insider threat program focuses on the activities and not the people, you should be able to eliminate those concerns.
The statistics show that the overwhelming majority of your insiders are trustworthy people.
Your insider threat program should start by assuming positive intent on the part of the user.
Investigations are based on the activity,
getting executive buy in leads to quicker stand up times and lower costs for the program by streamlining operations and getting cross functional collaboration.
The leadership stakeholders you have on your team can assist with this by promoting the project in their reports.
With teams working together, it helps with the executive buying of the project across the organization.
After all, nobody in the organization, especially the executive, wants to have to face the media for customers to explain the data breach regardless of intent.