5 Questions to Ask About Your Information Security

The term information security is used to describe the practices, methodologies, and technologies that are used to protect information physically (e.g., locked doors, security guards, etc.) and in cyberspace (e.g., firewalls, anti-viruses, etc.). In order to accomplish this, we determine information confidentiality (e.g., who can access the information), information integrity (e.g., is the information from a reliable source) and information availability (e.g., would the information be available in time to people who are authorized to use/see it).

According to Gartner, by 2015 the spending on information security around the globe would reach $76.9 billion. To put this number into perspective, this amount of money is close to what the US Federal government spends on technology in one year. By looking at this, in the near future, more money would be spent on securing personal and organizational information than actually creating information systems. But despite the importance of information security and its effects on individuals and organizations, very few people understand the kinds of threats that are out there. Security threats are always evolving and in the digital century, geography is not a limitation. Individual and organizational information can be potentially compromised from a local intruder to someone sitting on the other side of the globe. Thus, before you can mitigate information security risks, understand what is out there. Here is a non-exhaustive list of how information security can be compromised:

  • Adware – Pay to remove advertisements.
  • Bacteria – Overwhelms computer resources by making copies.
  • Botnets – A network of compromised systems.
  • Bots – Derived from robots and refers to automated processes.
  • Buffer Overflow – A program goes beyond the boundary of the buffer.
  • Clone Phishing – Legitimate email resent with malicious link/attachment.
  • DDoS – Multiple systems attack a single target.
  • DNS Attacks – Determine types of devices in the network.
  • Easter Eggs – Hidden code in the software to show control.
  • Emerging Technologies –Security is not considered in new technologies.
  • Evil-Twin Wi-Fi – Impersonates an access point (e.g., router).
  • Exploits – Vulnerabilities in scripts, servers, browsers, routers, computer networks, devices, software, and hardware.
  • Hardware Attacks – Exploits system bus, a peripheral bus, chips, power/timing, interrupts and RAM.
  • Human Error – Unintentional legitimate errors caused by people.
  • ICMP Scanning – Identify open ports (e.g., port 81).
  • Keylogger – Track keystrokes when logging on to legitimate sites.
  • Link Manipulation – The destination link is different than what is displayed.
  • Logic Bombs – Performs some action when certain conditions are met.
  • Malware – Malicious code.
  • Masquerading – Pretends to be authorized access.
  • Metamorphic – Code that modifies itself.
  • Network QoS – Service interruptions and performance issues.
  • Old technology – Outdated technology that is too costly to replace.
  • Pharming – Redirecting web traffic to a fake site and more sophisticated.
  • Phishing – Emails/instant messages asking to click a link/attachment, sign up for some kind of service and/or take you to a site that looks legitimate.
  • Phone Phishing – Call to ask for information.
  • Polymorphic – The same underlying code used for multiple purposes.
  • Rogue Wi-Fi – Compromised wireless access points (e.g., routers).
  • Script Kiddies – Amateur use of scripts developed by professionals.
  • Social Engineering – Psychologically manipulating people.
  • Spear Phishing – Directed toward specific individuals or organizations.
  • Spyware – Typically free software that collects information about you.
  • SQL Injection – SQL code is entered into the input fields of a database.
  • Trapdoors – Secrets in the code that allow access to the system.
  • Trojan Horses – Impersonates another software, prompts to install software and prompts to go to a certain site.
  • Viruses – Adds code to an uninfected copy of the host program in the network and then replicates itself.
  • VoIP Attacks – Software and hardware exploit in Internet telephony.
  • VPN – Only as secure as the most unsecure system in both ends of the network.
  • Weather – Mother Nature and lack of disaster recovery.
  • Whaling – Attacks directed at high profile individuals and organizations.
  • Worms – Copies itself across the network, runs by itself and does not need a host.
  • Zero-Day Exploits – Vulnerabilities in software unknown to anyone.

Now that we understand the potential risks that are out there, let’s look at what motivates people to do this. While there are many theories in what drives human motivation, for our purposes we look at the following two frameworks used by the top clandestine organization in the world. These frameworks are:

  • MICE looks at human motivation in terms of Money (e.g., cash, stocks, insider information, etc.), Ideology (e.g., religion, patriotism), Coercion or Compromise (e.g., blackmail) and Ego or Excitement.
  • RASCLS looks at human motivation in terms of Reciprocation (e.g., feel obligation to repay), Authority (e.g., prestige), Scarcity (e.g., supply vs. demand), Commitment and Consistency (e.g., trustworthy flip-flopper vs. untrustworthy but consistent), Liking (e.g., share same attributes) and Social Proof (e.g., correct behavior).

In order to understand the complexities of information security and motivations behind it, let’s ask the following questions:

Today

Tomorrow

Who is responsible for information security?Who should be responsible for information security?
What happens when information is compromised?What should happen when information is compromised?
Where is information security a priority?Where should information security be a priority?
When is information security thoroughly reviewed?When should information security be thoroughly reviewed?
Why information security was compromised in the first place?Why information security would continue to be compromised in the future?

When you are asking the above questions across all levels of the organization, keep in mind that information security is not something that you just “bolt-on” at the end but in fact, it should be a top priority at every juncture of your organizations. Thus, information security spans across people, processes and technologies and simply paying lip service do not help anyone in the long run.

While there are many laws, regulations, and guidelines to safeguard information but they do not mean much if you cannot apply them across and within your ecosystem of vendors, partners, suppliers and any external entities. In short, information security is a collective effort that requires organizations to be self-aware from the lowest ranks to the highest executives.

Information Security Views
Information Security Views

References:

  1. http://www.gartner.com/newsroom/id/2828722
  2. https://www.cia.gov/library/center-for-the-study-of-intelligence/csi-publications/csi-studies/studies/vol.-57-no.-1-a/vol.-57-no.-1-a-pdfs/Burkett-MICE%20to%20RASCALS.pdf

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5 Questions to Ask About Your New Year Reboot

For some organizations, December/January is that time of the year where organizations reflect on what happened during the prior year and what goals need to be accomplished for the current year. This reflection revolves around the organization’s people, processes and technologies. It also involves creating strategies, understanding the effects of internal and external politics, competing innovatively, transforming culture and polishing execution. In order to thoroughly learn and objectively plan, the right questions need to be asked. These questions open the organization to have a better understanding of what has happened and helps in determining what needs to happen. By no means, these are the only questions to be asked but rather should be used as a starting point to go beyond a mere surface-level understanding of issues. So, let’s ask them:

Today

Tomorrow

Who develops the strategy?Who should develop the strategy?
What internal and external politics affected your organization?What internal and external politics should not affect your organization?
Where did the inspiration for innovation came from?Where inspiration of innovation should come from?
When culture trumped strategy?When should culture trump strategy?
Why execution was flawed?Why execution would continue to be flawed in the future?

When you are asking the above questions, keep in mind that organizational silos have to be broken down to create a well-oiled machine where all gears interconnect with each other and understand each other’s roles and responsibilities. An organization that can consistently set goals, track them and measure them against expectations, have better data to make informed decisions.

In conclusion, take this time to understand the multidimensionality of your organization. New Years is about reboot; reboot your organization to become a disruptive force; reboot so that your employees, partners, customers, and stakeholders become your megaphone; reboot your business processes to bring products and services quickly to the market; reboot to create a learning organization; reboot to make data open your eyes to new possibilities and reboot to create an organization that positively serves people beyond perceived organizational boundaries.

newyearreboot
New Year Reboot

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5 Questions to Ask About Customer Experiences

According to Forrester®, “to be truly competitive your company must become customer-obsessed; you need to have deep knowledge of and engagement with your customers.” The need for the organization to be obsessed with the customer revolves around data and engagement. Data-level obsession encompasses collecting as much information as you can about the customer so that the unique needs (e.g., Amazon buying preferences, Facebook habits, and likes, etc.) of the customers can be met. This information can be gathered directly from the customer (e.g., surveys, account signups, etc.) and/or can be obtained by analyzing trends (e.g., census data, inventory depletion data, etc.) Engagement-level obsession encompasses providing services to the customer that can be person-to-person (e.g., customer service, social media, etc.) and/or can be person-to-technology (e.g., corporate website, kiosks, etc.). As technology becomes commonplace and continues to get cheaper, more and more organizations are moving towards combining their data and engagement obsessions to provide a seamless experience for the customers. Customers are becoming smarter and while at one point price was one of the major factors of customer decision-making but now the quality of products and services is becoming very important.

For organizations, customer experience revolves around maximizing the potential of its people, processes, and technologies. From this perspective, customer experience is not only about the customer but also about the organization as a whole. Thus, in order to understand the holistic nature of customer experiences, organizations need to assess the current customer experiences and determine what future customer experiences should entail. This starts by asking the following questions:

TodayTomorrow
Who serves your customers?Who should serve your customers?
What avenues are being used to make the life of customers easier?What avenues should be used to make the life of the customers easier?
Where do customers experience your organization?Where should customers experience your organization?
When do customers engage with your organization?When should you be available for the customers based on their needs?
Why customer experience matters?Why customer experience is becoming the next currency?

When you are asking the above questions, keep in mind that organizations that know how to leverage its people, processes, and technologies and who are open to exploring new paradigms of customer experience would be far ahead of the game. These organizations are not only obsessed about customer experience but create executable strategies that enhance the experience for internal and external customers.

In conclusion, customer experience is more than just external-facing activities. Customer experience is about trust; trust that you would have the most competent people for representing your organization; trust that your business processes are as efficient as they can be; trust that you would use technologies to enhance and not exploit the lives of customers; trust that you would provide the best products and services to your customers; trust that you would safeguard customer information with the utmost security and privacy; trust that you would be professional even when customers have decided to leave your organization for your competitors and trust that you would not monopolize customers’ choices even if yours is the only a handful of organizations who can serve these customers.

Holistic Customer Experiences
Holistic Customer Experiences

References:

  1. Winning in the Age of the Customer
  2. 5 Factors for Business Transformation

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Top 5 Articles of 2014

Thank you to the readers in 95 countries that read my articles in 2014. Following are the top 5 articles that you have been interested in:

  1. Thoughts
  2. Future Considerations for Kodak
  3. 5 Questions to Ask About Your Information
  4. 5 Factors for Business Transformation
  5. Zillow.com and the MLS CIO

Following are the top 20 countries where most readers have come from:

  1. United States
  2. India
  3. United Kingdom
  4. Canada
  5. Pakistan
  6. Australia
  7. Brazil
  8. South Africa
  9. Philippines
  10. Netherlands
  11. Germany
  12. Malaysia
  13. Italy
  14. France
  15. Indonesia
  16. Turkey
  17. Singapore
  18. Nigeria
  19. United Arab Emirates
  20. Hungary

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5 Questions to Ask About Gamification

The term gamification refers to “the use of game design elements in non-game contexts.” (Deterding et al.) The non-game contexts imply that gamification is different than games and can be applied to society, business, technology, and individuals at various levels. Gartner goes a step further and defines gamification to be “the use of game mechanics and experience design to digitally engage and motivate people to achieve their goals.” Essentially what this means is that gamification is used to change the norms, attitudes, and habits of individuals and organizations from a current state to a desired future state typically through the utilization of technology. Generally speaking, the use of gamification in the organization can be categorized into external uses (e.g., customer engagement) and internal uses (e.g., employee engagement).

In order for organizations to effectively leverage gamification as a game-changer, they have to ask the following questions:

Today

Tomorrow

Who is using gamification externally and internally?Who should be using gamification externally and internally?
What is gamified?What should be gamified?
Where it is being used?Where it should be used?
When are gamified types of activities are happening?When should gamified types of activities be happening?
Why it is becoming a competitive advantage?Why you should be using it as a competitive advantage?

When you are asking the above questions across all levels of the organization, here are few things to keep in mind (1) have clearly defined goals for the players/users and the organization, (2) blindly applying gamification without thinking through organizational repercussions can be costly, (3) measure progress, get feedback and iterate, (4) create value since it is a not a one-way street but a multi-way street and (5) balance between intrinsic considerations and extrinsic rewards.

Here organizations have a choice about gamification as a (1) passing fad or (2) as a strategic lever that can help them transform. So, the real question about using gamification becomes, “Can you afford not to do it?”

Gamify SPICE
Gamify SPICE

References:

  1. Sebastian Deterding, Dan Dixon, Rilla Khaled, and Lennart Nacke. 2011. From game design elements to gamefulness: defining “gamification”. In Proceedings of the 15th International Academic MindTrek Conference: Envisioning Future Media Environments (MindTrek ’11). ACM, New York, NY, USA, 9-15. DOI=10.1145/2181037.2181040 http://doi.acm.org/10.1145/2181037.2181040
  2. “Gamification – Gartner IT Glossary.” Gartner IT Glossary. Gartner, n.d. Web. http://www.gartner.com/it-glossary/gamification-2/
  3. Werbach, Kevin. “Coursera – Gamification.” Coursera. Coursera, n.d. Web. https://www.coursera.org/course/gamification
  4. Krogue, Kevin. “5 Gamification Rules From The Grandfather Of Gamification.” Forbes. Forbes Magazine, n.d. Web. http://www.forbes.com/sites/kenkrogue/2012/09/18/5-gamification-rules-from-the-grandfather-of-gamification/
  5. Stanley, Robert. “Top 25 Best Examples of Gamification in Business.” Clickipedia. Clickipedia, 24 Mar. 2014. Web. http://blogs.clicksoftware.com/clickipedia/top-25-best-examples-of-gamification-in-business/
  6. Kleinberg, Adam. “Brands That Failed with Gamification.” – IMediaConnection.com. – IMediaConnection.com, 23 July 2012. Web. http://www.imediaconnection.com/content/32280.asp

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