The future of data security: An interview with Dell Fellow Tim Brown

November 22, 2015 0 Comments A+ a-


The Dell Fellows program recognizes engineers for their outstanding and sustained technical achievements, engineering contributions and advancement of the industry. They are also seen as top innovators that have distinguished themselves through ingenuity, intellectual curiosity and inventiveness in the delivery of technology solutions. For these reasons and more, I couldn’t pass up the opportunity to speak with Timothy G. Brown, Executive Director Security and Dell Fellow. During our broad-ranging discussion, Tim shared with me his exciting view of security in the not too distant future.

Kevin Jackson: Tim, I am very pleased to meet with you today. Thank you for taking the time.

Tim Brown: No problem Kevin, The pleasure is all mine.
Jackson: Before we look into your crystal ball, would you please explain your role at Dell?

Brown: Sure. I’m a Dell Fellow, one of eight Fellows across the company. We focus on looking at the future of technology and how we can innovate to make Dell better. My primary focus is on Dell security solutions.

Jackson: What has changed in the cybersecurity marketplace over the past 12 months?

Brown: There are many changes going on in the marketplace. Not only are the adversaries changing, but products and solutions for protecting enterprises are also changing quickly. In security, change is driven by those forces looking to gain access to our customer’s data and information. That adversary is getting more focused, delivering more crimeware, perpetrating more targeted attacks and testing new criminal business models.

Jackson: Do these so-called adversaries operate as a business?

Brown: They absolutely do. These groups are running multi-billion dollar businesses with a main goal of keeping that money flowing. They continually make investments in finding new models. The
cash flow from one of their current models, stealing credit cards and associated information, is now weening off due to effective actions across the credit card industry. Today’s alternative payment models are making it much harder to turn credit cards into cash. This is why we now see things like ransomware. That is a harder type of attack but it has been effective in delivering more revenues. On the defensive side, analytics, more robust identity management and encryption are being more broadly used.

Jackson: What is the number one cybersecurity challenge facing your customers and partners today?

Brown: One of the biggest challenges is the lack of security professionals. There is negative unemployment in the field and companies are finding their openings very hard to fill. Five years ago, banks and large retailers employed most security professionals. Today every company in every industry needs them including your “mom and pop” corner store and the elementary school down the street. There are also technical challenges around selecting the right data protection software.

Jackson: So with the shortfall in cybersecurity professionals will Dell capitalize on the opportunity by becoming a security staffing agency over the next 12 months?

Brown: Maybe not a staffing agency but our industry leading managed security solution, SecureWorks, has actually helped our clients address their staffing shortfall. In fact, the rapid growth of SecureWorks is being primarily driven by that solution’s ability to do the grunt work associated with monitoring the firewalls and networks. At the same time, we’ve developed advanced software that monitors and updates Sonicwall devices. Constantly done in the background, this ensures that the latest intrusion detection, anti-virus and malware signatures are always deployed. Secureworks, by the way, also has a staff augmentation offering.

Jackson: So Dell is reducing security staffing requirements through the use of advanced software.

Brown: Yes! We deliver intelligent software that can be deployed, managed and used efficiently by your existing staff. We are not telling you to buy our software and hire three more people because that doesn’t work in today’s environment.

Jackson: You seem to be approaching the problem just as your customers and partners would.

Brown: Gone are the days when if an enterprise had a problem, all they needed to do was to throw more people on it. Companies need to be judicious with their human assets so our solutions help organizations operate in a more efficient manner. We help your staff focus on the most pressing issues at hand. This allows you to apply human ingenuity to those issues that require it, leaving the mundane and business as usual stuff to the software. What’s also surprising is the number of security “greenfields” we are seeing now. These are organizations that have not had any significant cybersecurity programs in the past and that are only now putting something in place. This has been more pronounced in education and healthcare industries.

Jackson: At Dell Peak Performance we heard that enterprises have suffered over $600B in cybersecurity losses this year against just a $200B investment to protect against these losses. What should senior decision makers and IT professionals learn from this statistic?

Brown: Organizations apply resources to those things that are important to them. In the past security just simply hasn’t risen above the many other priorities. Even with new regulatory requirements in effect, companies are minimally applying resources. Instead of having these precious security resources being spread thinly across the enterprise we help organizations develop and deploy in a focused manner. This gives them more value for their dollar and actually can deliver better results than before. It’s much easier to protect 50 things very strongly than it is to protect 5000 things weakly.

Jackson: With respect to cybersecurity, do you have any industry specific insights that you can share?
Brown: For me, healthcare immediately comes to mind because the industry as a whole is dealing with the challenges of electronic healthcare records. I was recently supporting a customer that had a data cable cut somewhere on their campus. Lack of access to electronic healthcare records prevented them from discharging patients for over 36 hours. So you can see how important securing that data while also maintaining redundant access is so important.

Healthcare records also need to be shared between multiple hospitals and multiple healthcare providers. This access must be managed and controlled so that privacy and personally identifiable information is protected. From a commercial perspective, the healthcare industry will also be among the first industries dealing with the “internet of things”. This is not only being driven by the changing nature of home healthcare and a rapid rise in the use of home healthcare monitoring devices, but also from the rising population of healthy seniors.

Imagine the value of an internet connected coffee pot owned by my parents, who are 87 and 89. In the very near future it could come on in the morning between 8:30 and 9:30 and send me an alert that everything is normal. To me, this coffee pot represents a non-invasive way of checking on them. If I don’t get that notification in the morning, I’m immediately on a plane finding out what’s wrong. These types of models can be integrated into the healthcare system, keeping the elderly healthy and more comfortable in their home. In this way healthcare and IOT will be both a showcase and a challenge when it comes to IT security.

Jackson: As a technologist dealing with the Internet of Things, healthcare information privacy and cross-border requirements share healthcare information, how do you deal with the different national and local laws?

Brown: National laws today are extremely difficult because they are based on data sovereignty rules. In some instances, these rules prevent the transportation of data outside a country’s geographic border. To make this better, laws will probably need to be changed in some way and I believe that the use of software based encryption to protect information will be part of our future. From a regulatory perspective, this will require endpoint protection and approved processes for disassociating data access from system access. I can also imagine limited access to the encryption key which, with an individual’s permission, would limit data access to one or two specified individuals. These types of enhancements require an ability to attach data access policies to the data itself. While no data protection silver bullets exist today, the next few years will be very interesting.

Jackson: Do you have any final comments or specific recommendations for corporate decision makers?

Brown: Today’s data security landscape is less scary than it is exciting. Just think about all the things we can do better today than in the recent past. We can help the elderly stay healthy at home for a longer period of time and we can enable identity federation across many different companies. These capabilities create new opportunities and new business models. Today’s CEO therefore needs the right security partner. One that stands ready to answer the hard questions and ready to discover answers that embrace the new future of business.

Jackson: Thank you, Tim.

Brown: You’re welcome, Kevin.

This post was written as part of the Dell Insight Partners program, which provides news and analysis about the evolving world of tech. Dell sponsored this article, but the opinions are my own and don’t necessarily represent Dell’s positions or strategies.


 



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Hybrid IT Governance: Automation is Key

November 19, 2015 0 Comments A+ a-



As cloud computing continues to grow in importance, enterprises are now facing a new realization.  In their almost rampant embrace of cost savings associated with public cloud, many are just now understanding the information technology governance challenge posed by vastly different traditional and cloud computing operational models.  Often referred to as hybrid IT, supporting both models has left many executives trying to cope with a lack of hybrid IT operational experience.  Challenges can also include security concerns, financial management changes and even dramatic cultural changes.   

This myriad of challenges translate into enterprise risk across multiple levels, namely:

  • Organizational management and governance;
  • Accelerating business process speed and scope;
  • Expanding business partner ecosystem; and
  • Broadening enterprise information system user base.

To be successful, organizations should explicitly address these risks with a focused risk management strategy.  This strategy should not only address holistic activities that integrate across the business, but also on coordinated activities for overseeing and controlling high impact and high probability risks.  Some areas may even warrant organizational policy and governance enhancements include:

  •  Delegation of management decision authority to those responsible for everyday interactions with the organizations business ecosystems and IT supply chain
  • Establishment and communication of cloud ecosystem related risk tolerance through Service-Level Agreements (SLA), including delegated authority on decisions that impact the risk tolerance;
  • Near real-time monitoring, recognition, and understanding, of information security risks arising from the operation and/or use of the information system leveraging the cloud ecosystem; and
  • Organizational accountability around incidents, threats, risk management decisions, and solutions.


Figure 1: Risk Management Framework (NIST SP 800-37 Rev. 1)
Specificity around security processes, business resilience and financial management are paramount.  The dynamic and agile nature of modern business also demands using a relatively high degree of
automation in supporting multiple business functions including:

  • Customer demands for multi-channel and multi-device interaction;
  • Expanding dynamic global IT requirements;
  • Operational business decision support;
  • Enforcement of organizational governance;
  • Operational flexibility through business ecosystem API; and
  • Internal demands to deliver on the promise of IT-as-a-Service.

When automating governance and control, organization should, as much as possible, enhance:

  • The discovery and documentation of existing public cloud resources;
  • The enforcement of data and access management security policies;
  • Monitoring and reporting of all governance processes;
  • Cost controls and budget management processes; and
  • Evaluation and selection of application “cloud readiness”.

Companies that fail to automate these key processes, will not realize the operational efficiencies and agility of hybrid IT platforms.  They will also fall behind their competition, eventually to the point of irrelevance.

Exemplary of a successful transition was when a leading, Fortune 500 nutrition, health and wellness company decided to migrate applications from two end-of-life data centers.  During their initial evaluation, the enterprise found that moving to a Hybrid IT model — a mix of private cloud, public cloud and physical assets — would help them solve problems that were hindering their competitiveness.  With the expertise of a top system integrator, the enterprise transitioned to a cloud brokerage solution. This solution automated their IT governance by tying planning, consumption, delivery, and management seamlessly across public, private, virtual, hosted, and on and off premises resources. Gravitant’s cloudMatrix solution was identified as the only purpose-built solution for Hybrid IT.  Using this solution, the enterprise enhanced IT governance, reduced operational risk and transformed its IT services model from a high-cost, inflexible physical data center model into a next generation, pay-per-use model.

In accomplishing this transformation, cloudMatrix provided:

  • A seeded catalog of the industry’s leading cloud infrastructure providers, out-of-the-box without the overhead of custom integration.
  • A marketplace where consumers can select and compare provider services, or add their own IT-approved services for purchasing and provisioning.  Consumers can use a common workflow with full approval processes that are executed in terms of minutes not weeks.
  • Reporting and Monitoring that includes multi-provider consolidated billing estimates, actuals, and usage projections for accuracy and cost assignment.
  • A visual designer that includes sync-and-discover capabilities to pull all assets (VMs) into a single, architectural view and management standard.
  • Integration with service management and ticketing systems through an API framework.

In only six months, the enterprise was able to move its workloads from the existing data centers, to a Hybrid IT (private, public and physical) delivery model and provide self-service IT to business units with cost and usage transparency.  IT cost, which had previously categorized as a general percentage of overall IT spend assignment, is now available by virtual data center, service/application, and usage — permitting reporting and governance at a “cost-per-business unit” level.
 

( This content is being syndicated through multiple channels. The opinions expressed are solely those of the author and do not represent the views of GovCloud Network, GovCloud Network Partners or any other corporation or organization.)



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