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There is an old axiom in marketing circles that it costs more money to acquire new customers than to retain and service your old ones. In this precarious financial environment, the focus for many companies is now on keeping the existing customers satisfied, rather than worrying only about adding new ones to the fold. Since the business environment has slowed for now, showing your clients additional "value added" services rather than simply a lower price, for example, will be critical. Companies should be taking an introspective look for differentiating factors in the areas of security and privacy "value," and how they can leverage what they uncover - a competitive advantage. How can an organization best position their privacy and security programs to be used as a competitive advantage? First, of course, you need to ensure that your privacy and security program is robust, well-tested, formally documented and meets or exceeds whatever legislation that your company is subject to or regulated against. It is also important to give your customers a point of reference about the validity of your programs so they easily translate the value into a currency they recognize. Further, you should take advantage of any other internal and external audits, assessments and oversights that you can reasonably share with external parties by crafting the results of these documents as a consumable for external parties. It has been my experience that clients, especially their security teams, really appreciate this effort. Another innovative way to deliver a competitive advantage today is in the realm of vendor management. This discipline is quickly becoming an increasingly high-profile topic of discussion and interest between clients, customers and their service providers. The onus is on you anyway to demonstrate oversight of your third-party service provider(s). This is where you should also have the "value add" conversation and validate why your clients placed their trus

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In belt-tightening times, making the case for security investment is more difficult than ever. Security Catalyst founder Michael Santarcangelo details five steps risk professionals can use to communicate value effectively. The biggest challenge security teams face in their organization is one of perception, according to Michael Santarcangelo, founder of Security Catalyst, a New York-based consultancy focused on changing the way people protect information. Santarcangelo, who was recently a keynote speaker at the CSO Perspectives conference, said professionals focused on security are practiced at looking at risks and reducing them. Unfortunately, the rest of society often doesn't see risks the same way, making communication difficult (See also: Security and Business: Communication 101). "They lack relevant context," said Santarcangelo. "So security people get wrapped up in thinking: 'The CFO wants an ROI. We better work on ROI.' But what the CFO is really saying is:' I don't understand what you do. So you have to justify it to me.' Santarcangelo outlined his strategies for making the case for security investments at the three-day event held in Clearwater, Florida. He gave an audience of security professionals the details of his five step process for getting executives and boards to understand, and even approve, spending decisions in tough economic times. Create Santarcangelo believes one of the most effective ways to communicate value is to place focus back on the person to whom you are trying to make your pitch (See also: A CEO and CSO Who Actually Communicate). "The reason why someone changes a behavior or takes an action is because there is an inherent benefit to the person," said Santarcangelo. "But when many people start to create, they forget that. They tend to fall into the trap of thinking: 'I'm really smart and I know a lot of stuff. So I'm just going to say it and hope they will understand the value of it.'" Instead, Santarcangelo recommends creating

"Social behavior is not a new concept - it simply implies living and working in a community instead of being isolated. What's new is the emergence of platforms to create a setting and values that are intrinsic to a community. Values such as: sharing of ideas and expertise in real-time, establish

"The ubiquity of online advertising is a product of its importance to the internet economy, said a group of consumer advocates Wednesday during a debate on the future of online advertising. But the impact of new targeted advertising methods on consumer privacy and its potential to manipulate online experiences was the subject of heated argument at the event, sponsored by the Information Technology and Innovation Foundation. Privacy does not mean the same thing to all consumers in all situations, said Progress and Freedom Foundation Senior Fellow Berin Szoka. Advertisements are attempts to capture user attention - the "great currency of the Internet" - and when successful support a wide range of valuable content, he said. But in online life, "consumers have many values," Szoka added. "Privacy is one of them," he said, but it is not an absolute. Consumers must sometimes trade privacy for content, he said. "There is no free lunch." As more information and entertainment migrates to the internet, Szoka said it is "critical…that we find a way to support this media." Targeted advertising can fit the bill, he suggested - especially if technology gives users more control over their own preferences. Most consumers don't understand that advertising is a necessity for today's internet, he said. New technologies like targeting need to be given a try, he said, so content providers can recoup the value of their advertising - down 25 percent since 2000, he noted. Center for Digital Democracy founder Jeff Chester said Szoka's ideas about advertising's future represented a "false dichotomy." The real debate should be over the rules that regulate advertiser content, he said. Chester warned of a "Targeting 2.0″ system in which neuroscience combined with massive databases not only serve ads, but target content to users. "It's about influencing our behavior without our consent," he said. Chester pointed to the subprime lending cr

There was no way I was ever going to convince my parents that Jimi Hendrix's music was good. More than anything, the youth culture was defined by its music. The chasm it created was called "the generation gap" a metaphor for the ideological differences that separated us. There is a new generation gap. It's not defined through music or politics or fashion, those ideas are shared much more among the generations than before. This time it's about privacy. My generation came of age thinking about "1984", the looming threat of "Big Brother" watching over all of us all of the time. It was the government or some group which would monitor all of our actions, know all our habits: who we associate with, what we watch, what buy. 1984 came and went. Nothing like "Big Brother" happened unless you count Apple computer's historic "Big Brother" commercial which ends with the slogan: "On January 24th, Apple Computer will introduce Macintosh. And you'll see why 1984 won't be like "1984". They were right - 2009 is. Personal details used to be considered private. We were careful about who knew what about us and certainly didn't post pictures of our friends, families and fantasies for all to see. Privacy does not seem to be valued anymore. Giving up one's privacy has become a rite of passage. It's what you leave at the portal when you sign up for any of the social networking sites on the internet. The sites are free - as long as you don't calculate the value of your identity, demographics, viewing and buying habits to advertisers. This isn't new, the Nielsen Ratings service has been assembling viewer information since the 1950s for television advertisers, but its methods were primitive in comparison to the two way constant information gathering that's done on the internet. In March 2009, Google initiated the use of "behavioral targeting", which uses information collected on someone's web-browsing behavior, such as the pages they have visited or the searches they have made, to selec

The inability to discard worthless items even though they appear to have no value is known as compulsive hoarding syndrome. Ben Rothke explains why it's a bad habit in the world of IT security. The inability to discard worthless items even though they appear to have no value is known as compulsive hoarding syndrome. If the eccentric Collyer brothers had a better understanding of destruction practices, they likely would not have been killed by the very documents and newspapers they obsessively collected. While most organizations don't hoard junk and newspapers like Homer and Langley Collyer did, they do need to keep information such as employee personnel records, financial statements, contracts and leases and more. Given the vast amount of paper and digital media that amasses over time, effective information destruction policies and practices are now a necessary part of doing business and will likely save organizations time, effort and heartache, legal costs as well as embarrassment and more. In December 2007, the Federal Trade Commission announced a $50,000 settlement with American Mortgage Company of Northbrook, Illinois, over charges the company violated the FTC's Disposal, Safeguards, and Privacy rules by failing to properly dispose of documents containing consumers' credit and personally identifiable information. In announcing the settlement, the FTC put all companies on notice that it is taking such failures seriously. A $50,000 settlement might seem low when measured against the potential for financial harm to individuals as a result of the company's negligence, but in addition to the negative PR for American Mortgage, the settlement includes an obligation to obtain an audit, every two years for the next 10 years, from a qualified, independent, third-party professional to ensure that its security program meets the standards of the order. Any similar failures by this company during the next decade will be met with more severe punishment. That, indeed, is a

Data classification is a cornerstone of good privacy & security management. If you can measure it, you can manage it, right? First you have to know where it is.

Why classify data? Classifying data can help make data more accessible (or less accessible) to the users in your environment who need it. For example, suppose the Human Resources department created a folder on the file server within their department called Litigation. In this folder they place files that are needed for any litigation the company is associated with. The permissions on the folder are configured so that HR employees can edit the contents of the folder and add documents. Senior management can read the documents in the litigation folder, and the HR manager can remove documents that are no longer needed. The question is, how is it determined that a document is no longer needed and how do we apply these criteria to existing files in such a way that minimizes user interaction with them? The new classification feature in Windows Server 2008 R2 makes it possible to automatically assign classification information to files on file servers and apply policy to them based on that information. Classification in Windows Server 2008 R2 consists of several elements: properties, rules, and a policy segment including reporting and file management. Properties are the fields that you wish to assign a value for, and the rules are the criteria that set these values. There are other methods of classification available as well, including applications and scripts. More detailed examination of the methods of configuring the File Classification Infrastructure will follow in a future post. For the above example, a rule would be used to label a set of files in the Litigation folder. Adding a label such as Litigation-Case Number X (where X is the number of the case) can allow easy organization of files for each litigation case. When the classification rule is run against the specified folder, all files meeting the rule conditions would be classified with an appropriate label. You could use an expiration date here, but doing that might require reclassification of files if the ex

Will monetary value increase the value of user's data on social networks?

Facebook and Twitter have helped make social networking a household word. Now they need to make money. Efforts to monetize the popular Internet services are increasingly a priority within the two companies, with Facebook Chief Executive Mark Zuckerberg and Twitter Co-founder Biz Stone outlining several initiatives at the Reuters Global Technology Summit in New York this week. And analysts and investors, in search of the next Google-like hit, are paying close attention to the breakneck speed at which Facebook and Twitter are adding new users. While the popularity of the two social media firms has yet to translate into the kind of revenue-generating machine that Google Inc developed with its search advertising business, some say Facebook and Twitter have become so central to the Internet experience that they are inherently valuable. "Both are new ways of communicating. And when you have a new way of communicating ... you benefit people enough so that there is going to be value there," said Tim Draper, managing director of venture capital firm Draper Fisher Jurvetson, noting that he regretted not having invested in either firm. In April, Twitter's website attracted 17 million unique visitors in the United States, up sharply from 9.3 million the month before. Facebook grew to 200 million active users in April, less than a year after hitting 100 million users.

We've all heard the argument before: "Why should you worry about the government looking into your personal records if you have nothing to hide?" Daniel J. Solove, an associate professor of law at The George Washington University Law School, analyzes that argument in a recently published paper titled "I've Got Nothing to Hide and Other Misunderstandings of Privacy." Solove argues that "the question assumes faulty assumptions about privacy and its value." Those who make the "nothing to hide" argument fail to understand the chilling effect that surveillance has on public discourse, the fact that small bits of private data (which an individual may not object to being uncovered) when put together form a larger and more intimate profile (which an individual may object to), and the mistake of having one's profile mistakenly associated with a group that is labeled as threatening. Here's an excerpt from the paper, which was published in the latest issue of the San Diego Law Review: [T]he problem with the "nothing to hide" argument is that it focuses on just one or two particular kinds of privacy problems - the disclosure of personal information or surveillance - and not others. It assumes a particular view about what privacy entails, and it sets the terms for debate in a manner that is often unproductive. It is important to distinguish here between two ways of justifying a program such as the NSA surveillance and data mining program. First is to not recognize a problem. This is how the "nothing to hide" argument works. It denies even the existence of a problem. The second manner of justifying such a program is to acknowledge the problems but contend that the benefits of the NSA program outweigh the privacy harms. The first justification influences the second, for the low value given to privacy is based upon a narrow view of the problem. The key misunderstanding is that the "nothing to hide" argument views privacy in a particular way - as a

Last week I introduced the underlying concepts and premises for two theories of organizational change - from John Kotter and Black & Gregersen-  based on the influence and value of individual commitment to new behaviors, practices and attitudes.

To start off the week, I dive a bit deeper int

"It was fascinating to read your thoughts about our recent conversation in CSO (see The Many Challenges of Finding Work as a CISO/CSO"). And when I say "fascinating," I mean in the sense of watching Nascar: a lot of predictable left turns and some really embarrassing, squirm-inducing shots of the fans. I do like you, I think you're a nice guy, and so I wanted to give you some feedback about the interview process and what you're going to need to change to be successful. I don't think you're going to enjoy reading this. But maybe some of those hours that you're spending maintaining that "vast database" of yours could be better spent understanding why we hired someone who understands they're an engineer."

One of the most enlightening articles I have seen on the value of security to corporate America.

"Lora Bentley spoke with Anzen analysts Megan Brister and Jordan Prokopy via e-mail regarding behavioral advertising - what companies are doing, what regulators want to do and what we, as advertising consumers, need to know. With their coworker Miyo Yamashita, the analysts recently wrote a guest opinion for IT Business Edge. Bentley: Why are so many concerned about privacy when it comes to behavioral advertising? What is it about the Internet that convinces consumers that information they share there is not being used? Brister and Prokopy: Most concerns stem from the lack of transparency around data disclosure practices. While consumers may value a Web site's product and service offerings, they are generally unaware that businesses share their information with an extensive group of other businesses in order to deliver targeted advertising. This group includes news Web sites, advertising networks, profiling services, and Web analytics providers, to name a few. As Pamela Jones Harbour, a Commissioner at the Federal Trade Commission (FTC), discussed at the FTC Roundtable earlier this week, there is an asymmetry between consumer perceptions and business realities. Once consumers are informed of businesses' data handling practices, they will want to have more control over how businesses manage their information. As we discuss in our article, some businesses engaged in online behavioral advertising have been slow to adopt transparent consumer data management policies. This is a concern particularly for vulnerable groups, such as minors or non-English speaking consumers, because they may not understand legally written policies. Consumer advocacy groups argue that without knowledge and control over the collection, use, and disclosure of data, Web sites may misuse or expose sensitive data about consumers' health, lifestyles and finances."

"On January 20, 2009, Heartland Payment Systems reported discovering malicious software in its payment processing system, a security breach of potentially massive magnitude given that the company's handles 100 million transactions per month for more than 250,000 businesses. While the monetary and data loses following from the penetration of Heartland's systems -- the compromise that lasted for months -- are still being determined, the financial impact on Heartland's stock price alone was devastating. " The breach, in conjunction with the economic downturn, led to the loss of about $500 million in shareholder value, more than three-quarters of the company's market capitalization, two months after the news was announced. And then there's the cost of more than several dozen breach-related lawsuits filed against the company this year and related expenses. According to slides presented in August at a National Retail Federation Conference by Robert O. Carr, Heartland's founder, chairman and CEO, the breach cost the company $32 million in legal fees, fines, settlements, and forensics during just the first half of the year.

In a study that is unlikely to find favor among privacy advocates, researchers from two academic institutions warned that increased efforts to protect the privacy of health data will hamper the adoption of electronic medical records systems. The study, conducted by researchers at MIT and the University of Virginia, said EMR adoption is often slowest in states with strong regulations for safeguarding the privacy of medical records. On average, the number of hospitals deploying EMR systems was up to 30% lower in states where health care providers are forced to comply with strong privacy laws than it was in states with less stringent privacy requirements. That's because privacy rules often made it harder and more expensive for hospitals to exchange and transfer patient information, thereby reducing the value of an EMR system, the study found.

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The Oklahoma Department of Human Services (DHS) is notifying more than one million state residents that their personal data was stored on an unencrypted laptop that was stolen from an agency employee. The computer file contained the names, Social Security numbers, birth dates and home addresses of Oklahoma's Human Services' clients receiving benefits from programs such as Medicaid, child care assistance, nutrition aid and disability benefits, the agency announced Thursday. The computer, which was stolen when a thief broke into the car April 3 after the employee stopped on her way home from work, was password protected, and officials do not believe the burglar realized what he or she was stealing. Therefore, the risk of the data being accessed is minimal, according to the agency. "We feel this was not a situation where someone was targeting the agency or that information," DHS spokeswoman Mary Leaver told SCMagazineUS.com on Friday. "We feel it was random." Leaver said the state Office of Inspector General is conducting an investigation, out of which likely will come a mandatory review of information security policies. However, it is not believed the employee violated existing policy when the incident occurred, she said. News of the theft comes one day after the Ponemon Institute, in conjunction with Intel, released a study that found the average value of a lost laptop is $49,246. About 80 percent of the cost is related to the chance that a breach could occur, the study showed.

A typical lost or stolen laptop costs employers $49,246, mostly due to the value of the missing intellectual property or other sensitive data, according to an Intel-commissioned study made public Wednesday. "It is the information age, and employees are carrying more information on their laptops than ever before," according to an analysis done for Intel by the Michigan-based Ponemon Institute, which studies organizational data-management practices. "With each lost laptop there is the risk that sensitive data about customers, employees and business operations will end up in the wrong hands." The five-month study examined 138 laptop-loss cases suffered over a recent 12-month period by 29 organizations, mostly businesses but also a few government agencies. It said laptops frequently are lost or stolen at airports, conferences and in taxis, rental cars and hotels. About 80 percent of the typical cost - or a little more than $39,000 - was attributed to what the report called a data breach, which can involve everything from hard-to-replace company information to data on individuals. Companies then often incur major expenses to prevent others from misusing the data. Lost intellectual property added nearly $5,000 more to the average cost. The rest of the estimated expense was associated with such things as investigative costs, lost productivity and replacing the laptop. Larry Ponemon, the institute's chairman and Advertisement founder, said he came up with the cost figure based on his discussions with the employers who lost the laptops. When he later shared his findings with the companies and government agencies, he said, some of their executives expressed surprise at the size of the average loss. But he noted that one of the employers thought the amount could have been even higher.

When the OCEG released Red Book version 1.0 back in 2005--it seems like a long time ago--the whole idea of GRC applications was still new. There was definitely a need for a COSO-like guide to internal GRC implementations. The focus back then was compliance and that is where the Red Book offered the most value. Four years later, the landscape has morphed a bit, and no one should be surprised that version 2.0 is concerned with the R and G as much as the C. The heart of the new version--a public exposure draft has been released--is something called the GRC Capability Model, which the OCEG markets as a "comprehensive guide for anyone implementing and managing a GRC system or some aspect of that system (e.g., compliance, training, hotline, investigations)." Eventually, OCEG members will be able to access the resource online to "create custom reports drawing from the Model and additional OCEG resources."

The reality of any new technology, security or otherwise, rarely lives up to its promise. Once you move past the bright sheen of the product brochures and top-level user interfaces, only the practicalities of implementing the product in the real world remain. This is especially true of newer technologies we have little prior experience with, where our product expectations are defined by marketing, the press, and the rare peer reference. It's only after these tools are tested in the real world, under full production conditions, that we really start learning how to either best implement them, or kick them back to the vendor for a little more polish (and a compelling business use). Data loss prevention (DLP) is one of the most promising, and least understood, security technologies to emerge during the last few years. It dangles promises of ubiquitous content protection before our eyes, with shadows of complexity and costs glooming over its shoulder. As with everything, the reality is somewhere in-between. We've interviewed dozens of DLP users (including our own contacts, random volunteers and vendor references) to find out how DLP works in the trenches of the real world. The result is a collection of lessons learned and use cases to help you avoid common pitfalls while deriving maximum value. Lesson 1: Users are confused by a confusing market Lesson 2: Full DLP solutions take more effort to deploy, but are more effective and easier to manage Lesson 3: Set the right expectations and workflow early Lesson 4: Poor identity management hinders good DLP Lesson 5: False positives are a manageable concern Lesson 6: Progressive deployments are most effective Lesson 7: Endpoint DLP is still more limited than network or discovery Lesson 8: Content discovery is hot

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Chris Nolter Department store proprietor John Wanamaker is famously said to have quipped, "Half the money I spend on advertising is wasted; the trouble is, I don't know which half." The founder of Wanamaker's department store is known as the "father of modern advertising." His innovations, in late 19th-century and early 20th-century Philadelphia and New York, included publishing reliable prices in advertisements, copyrighting pitches, offering money-back guarantees and hiring a full-time writer to produce ad copy. A century later, advertising professionals have gotten more sophisticated and adapted to radio, television, outdoor and digital media. Wanamaker's observation about the value and effectiveness remains profound for merchants and manufacturers, as well as for media outlets that have seen broadcasting or print-advertising dollars reduced to digital pennies. The Internet has made the amount of space that can be filled with advertising virtually infinite, while the recession has all but emptied the advertising coffers of automakers, financial services firms and real estate companies. While digital media has disrupted the traditional ad business, it also presents the tantalizing promise to answer Wanamaker's question. Prior generations of digital advertising gave us spam and banner ads that tempted us with animated mortgage holders wildly dancing on the roof of their home or prizes for whacking a mole. The new proposition is that digital ads will allow advertisers to target audiences and track their returns on investment, and provide users with advertising and content that is more relevant. More than 400 advertising networks have come into existence to sell ad space on the expanding inventory of Web sites and pages. These networks connect advertisers with online publishers, often shopping ad space that a Web site's own sales staff cannot fill. Many of the networks cater to niches, such as food, wine, cars or sports. Increasingly, they are selling access to a

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Federal Trade Commission staff today issued a report describing its ongoing examination of online behavioral advertising and setting forth revisions to proposed principles to govern self-regulatory efforts in this area. The key issue concerns how online advertisers can best protect consumers' privacy while collecting information about their online activities. Over the last decade, the FTC has periodically examined the consumer privacy issues raised by online behavioral advertising - which is the practice of tracking an individual's online activities in order to deliver advertising tailored to his or her interests. The FTC examined this practice most recently at its November 2007 "Behavioral Advertising" Town Hall. The following month, in response to public discussion about the need to address privacy concerns in this area, FTC staff issued a set of proposed principles to encourage and guide industry self-regulation for public comment. Today's report, titled "Self-Regulatory Principles for Online Behavioral Advertising," summarizes and responds to the main issues raised by more than 60 comments received. It also sets forth revised principles. The report discusses the potential benefits of behavioral advertising to consumers, including the free online content that advertising generally supports and personalization that many consumers appear to value. It also discusses the privacy concerns that the practice raises, including the invisibility of the data collection to consumers and the risk that the information collected - including sensitive information regarding health, finances, or children - could fall into the wrong hands or be used for unanticipated purposes. Consistent with the FTC's overall approach to consumer privacy, the report seeks to balance the potential benefits of behavioral advertising against the privacy concerns it raises, and to encourage privacy protections while maintaining a competitive marketplace. The report points ou