{"id":5118,"date":"2023-04-14T11:26:09","date_gmt":"2023-04-14T15:26:09","guid":{"rendered":"https:\/\/solutionsreview.com\/network-monitoring\/?p=5118"},"modified":"2023-04-14T11:27:06","modified_gmt":"2023-04-14T15:27:06","slug":"cybersecurity-alignment-best-practices-and-why-it-matters-to-enterprises","status":"publish","type":"post","link":"https:\/\/solutionsreview.com\/network-monitoring\/cybersecurity-alignment-best-practices-and-why-it-matters-to-enterprises\/","title":{"rendered":"Cybersecurity Alignment: Best Practices and Why It Matters to Enterprises"},"content":{"rendered":"

\"Cybersecurity<\/p>\n

Solutions Review\u2019s Expert Insights Series is a collection of contributed articles written by industry experts in enterprise software categories. Bernard Brantley of Corelight<\/a> examines why cybersecurity alignment matters to enterprises, while providing best practices to achieve the goal.<\/strong><\/em><\/p>\n

Our biggest challenge is not the adversary, nor the management of our cybersecurity organizations. Our biggest challenge is finding and maintaining alignment throughout the organizations we protect. Success for us means creating advocates and evangelists out of everyone in the enterprise. This is our primary aim– when that happens, the rest of our job gets easier. As crisis managers, we understand two things very well. First, paraphrasing Mike Tyson, everyone has a plan until the fight actually happens. If you\u2019ve recently responded to a major cyber event or put your leadership or executive teams through a breach table-top exercise constrained to an hour, you fully understand what this means. Second, the idea of \u201cnever wasting a crisis\u201d rarely results in sustained momentum for positive change. There is often a substantial uptick in activity and interest toward remediation and delivering on strategic cyber objectives that significantly wanes as time passes. Cyber program management, while in its infancy, is well documented and contains comprehensive strategies for deriving metrics and driving success within the sub-functional teams. However, creating stronger alignment with the broader business is nascent and requires us all to innovate. We must focus on removing information asymmetries within our organization, elevating the conversation as we speak with partner teams, and leading with empathy by stepping out of our comfort zone.<\/p>\n

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\"Download<\/a><\/p>\n<\/div>\n\t\t<\/div><\/div><\/p>\n

Cybersecurity Alignment: Why It Matters<\/strong><\/h2>\n
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Alignment Through Knowledge Sharing<\/strong><\/h3>\n

Removing information asymmetries by understanding the (social) network<\/em><\/p>\n

Our organizations and the information environments within them are living, breathing organisms; the network is their nervous system. Just as the fingers cannot type without a signaling pathway between the brain and hands, information cannot move between parties within an enterprise without a (social) network that connects the two. The security organization has access to nearly all of the data in an enterprise. We employ a variety of tools to monitor environments and endpoints, and we undertake initiatives to discover, categorize and ultimately mitigate risk to the business. Historically, we use this information to make decisions about policy, process, and controls by focusing on the relationship between our organization and the adversary. We can do more. We\u2019re missing opportunities to use that same information to strengthen the relationships between organizations, those who manage them, and those within them.<\/p>\n

With a business impact analysis and stated company goals as a reference, we can leverage the identity, environment, and structures that define them as a basis to highlight the information flow between systems and organizations that contribute to business outputs. In the past, I have made false assumptions that because I have the information, everyone else does too. Still, there is immense power in making organization owners aware of how much their activities intersect or diverge concerning access and usage of resources within the company, highlighting opportunities for teams to collaborate. We can recommend the expansion of social networks and therefore reduce the information asymmetry around specific activities, resources, or business impact\/goal alignment. We can also demonstrate our position as orchestrators of alignment and connectivity by:<\/p>\n