A primer on Automation, Force Multipliers, and the Visibility Balancing Act
When security teams look at taking on Insider Risk functions alongside existing responsibilities it’s easy to be overwhelmed. Perhaps an organization has the sketch of an Insider Risk Management, or IRM program in place, but it’s cumbersome and staffing resources are spread thin across other security functions. Or perhaps IRM is on the roadmap, but resources to get the program off the ground are limited or unavailable. If any of this sounds familiar, here are some suggestions on how focusing on automation, force multipliers, and engaging with the visibility balancing act will help your organization get the greatest bang for your buck when it comes to Insider Risk Management.
When considering an IRM program, among the factors to consider first is the program’s mandate — essentially answering the question “What does success look like for the program?” This will drive the focus. IRM shares traits of other risk management programs — initial results are fairly easy to obtain, but more and more effort is required the further up the maturity scale you go. Let’s focus on some fast followers which can improve a program without a massive effort.
Automation — Automation is the overworked security professional’s best friend. As an example, in Code42’s Incydr tool, automating repeated actions (such as adding Departing Employees to monitoring, or removing off-boarded contractors) helps ensure actions are taken in a timely manner, regardless of human input. Additionally, consider automating error prone tasks (such as copy/pasting details, or closing out of sub tickets), this will free up cycles better used for bigger picture tasks. This may sound obvious, but fitting IRM tasks into existing workflows can be immensely useful.
- Does Human Resources have an existing employee off-boarding process? Get plugged into that so that you can be alerted when an employee puts in their notice.
- Does internal IT check out devices to users for short periods? Get access to their system of record to understand who has which devices and when.
Finally, building IRM processes to align with your natural workflows can help ease the overhead of adding additional tasks to your to-do list. Consider delivering information to your preferred platform.
- Really like working in Slack or Teams? Pipe critical alerts into that app to get them the attention they need in a timely manner.
- Already have email and calendar pushed to your phone? Create reminders to complete infrequent tasks ahead of time to ensure you stay on top of things.
Force Multipliers — When discussing force multipliers, the adage “work smarter, not harder” comes to mind. In this context, force multipliers are those factors which allow an analyst to accomplish outsized results through preparation and modest effort. These items will look different in every organization and industry, but here are a few that have come in handy for my team.
- Foster partnerships with Legal, HR, Compliance, and Internal IT. The “who” here is paramount, as this person chosen should be an IRM champion in that area. This will make getting a second opinion quick and easy, and will give those groups a defined channel to escalate questions or concerns back to security. Along the same lines, where possible, lay out processes for approvals and escalations ahead of time; having predefined paths for escalations will save time in an emergency, and will ensure proper protocol is followed. To the extent possible, seek opportunities for shared wins or efficiencies, this will ensure a mutually beneficial relationship.
- Create communications templates for common situations. This will prevent wasted time as you type out the same message to a user for the umpteenth time. Additionally, laying out repeatable workflows prevents wasted time due to indecision. This is easier said than done, but once workflows are established, try to stick to them. This will ensure the IRM processes are applied in the most objective, ethical, way and will free the analyst from the need to handle every instance as a special case.
- Finally, enlisting others to be advocates for security on your behalf increases the likelihood your program will succeed. Seeing a problematic trend of new employees syncing data to non-sanctioned cloud platforms? Consider reaching out to those doing new employee on-boarding and training to ensure that acceptable use policies are being communicated clearly and with enough emphasis. Seeing an uptick in data flowing to third party applications? Contact the Helpdesk to ensure they are advising users to utilize approved applications to accomplish their work.
Visibility Balancing Act — The interplay of thresholds and work volume in IRM is perhaps the trickiest part. Given the portability of modern data, how does a security team ensure they have enough visibility into data movement within their environment to ensure they can stop harmful exfiltration without being overwhelmed by having to inspect every file event? Unfortunately I do not have a magical formula to share, but I do have some tips about how my team has tackled the problem.
- Work with your stakeholders (mentioned above) to understand critical data to the organization and prioritize that data first. Where possible, also work to influence policy and behavior to ensure data critical to the organization is stored in an appropriate and verifiable way. Similarly, understand other priorities; this is typically driven by the IRM program mandate and organizational values. For instance, prioritizing time sensitive risks will help ensure focus is placed correctly (for example, when reviewing alerts, those generated by departing employees should be reviewed first.)
- To the best of your ability, learn to recognize and eliminate routine data. This effort will require constant vigilance. Processes change, responsibilities change hands, people turnover and all the while data continues to flow. With time you’ll develop what we like to think of as “Analyst UEBA (User and Entity Behavior Analytics)” — you’ll get a “feel” for what is routine and this will help you zero in on what isn’t. One shortcut here is to consider building your IRM team from existing company employees if that option exists — these company veterans may already have strong institutional knowledge and a well developed “radar” for what risk looks like. If possible, consider suppressing data flowing to sanctioned destinations, or as part of day-to-day operations from your preferred pane of glass — an ounce of noise reduction is worth a pound of visibility.
- Finally, in addition to understanding where data is stored, you must also gain an understanding of where data is going. This information can help prioritize where effort should be spent to curtail problematic data movement. Part of this is an investment in data handling hygiene — setting your IRM team up for success and lean operations by clearing away data clutter. This applies to the entire IRM program — upfront investments in process, policy, governance, workflows, and automations will pay off over the life of the program.
In conclusion, as insider risk management becomes increasingly important for security professionals, resources will continue to be a limiting factor and it is paramount that any program provides value without upsetting the delicate balance of priorities.