Platform Progression
Download as PPTX, PDF0 likes29 views
The document discusses developing security management platforms. It begins by identifying the desired components of each platform level using a conceptual model. It notes that platforms provide an entire ecosystem to address a company's needs, not just tools. It then illustrates the different elements that make up a platform. Using a "castle analogy", it aims to identify the elements of different platform progression levels from basic to advanced. It discusses using actual data to show customers the current vs future state with platforms. Some key questions and objectives discussed are: refining the conceptual model, listing core tools for the platform, and validating the listed security services. There is also discussion on different business models and platform strategies for targeting customers.
Platform Progression
- 1. Objective 1. Using conceptual model as a framework (slide 2), begin to identify the desired components of each platform – Slide 5&6. i.e., Platform Security Solutions that provide the four services. 2. Platforms are not merely a set of tools but rather an entire ecosystem that addresses the many needs of the company. Slide 3 illustrates those needs (we will collectively improve the material). 3. Slide 4 illustrates that a platform has a number of different elements. 4. See slide 5&6 - Platform Progression. Using the castle analogy (because it is easy to explain), identify the elements of each castle design. Use actual data where possible so that we can anchor the sales people in the as-is versus the to-be with platforms. 5. Slide 7 is a still in the oven. Sub objectives: 1.) can we live with the castle analogy? or is there a better one? 2.) Start listing the core tools that we would use in the platform so that we can begin to plan our engagement with them. 3.) are the services listed the correct ones?
- 2. MH Thoughts 1. I like the idea of the conceptual model. It has to drive us towards biggest market, easiest to attack first, right? I think about business models as single office; single-country, multi-office, that does some outsourcing with one-way exchanges (ADP Payroll, for example); multi-country that does some outsourcing, which may include outsourcing processes, creating two-way exchanges (DLR seems like this, especially with Schneider and Allied Barton); multi-national that operates complex ecosystems; conglomerate of multi-nationals with multiple, complex ecosystems. It feels like the castle model implies there is a single entity in control, v. a pyramid or matrix of dependent relationships. For example, the ‘castle wall’ in the Stone Keep model doesn’t show how the ecosystems work – not all companies are inside the wall, right? Or am I thinking about it incorrectly? It feels more like a marketplace (sorry, but it fits) where people exchange value in a controlled and secure model. Not sure how this would be reflected in the castle framework…just thinking about how we create frictionless visibility and security. 2. Agree the platform has to answer the value prop. Is our approach to the platform showing up in the second bullet of our purpose? Developing end-to-end solutions that identify threats, break through company silos and resolve issues quickly, often in seconds instead of weeks or months. How would we approach developing this at at each level? Meaning, if we attack M&B first, what can we assume is in place already and what do we need to stitch it together and automate? Does our platform progress on all capabilities for each level v. adding capability as complexity increases? If a company can afford or has ‘x’ already, they are the right size for us to target (x could be service management tool, firewall, ids, etc.). If a company has more than this, maybe we target them in a different way – telco’s, for example, would be too sophisticated for us right now. I’d rather focus on sub-$3B companies and work the kinks out, but certainly align our capabilities (like blockchain, for example) to work in larger organizations. If a company is a hut, they are probably too small to have the problem we want to solve. Sub $50M maybe? Thinking anyone that doesn’t have at least one dedicated security person. 3. Want to get on a call together and talk through? I’m not sure if my thinking makes senses or whether we can keep everyone else along for the ride on the discussion :-)
- 3. Conceptual Model Detection Services Response Services Remediation Services Prevention Services Plan Build Deliver Run Finance & Assets Sourcing & Vendor Intelligence & Reporting Resource & Project Governance, Risk & Compliance Platform Security Solutions CFO CIO BOD CSO
- 4. Strategy to Portfolio M: Metrics E: Economic Buyer D: Decision Criteria D: Decision Process I: Identify the Pain C: Champion Buyer Persona User Persona Platforms Platforms Evidence that controls are satisfied Platforms are the capital augmentation/replacement for skilled staff Cost Model? • Dollars per endpoint • Cost per incident What do we want the user to say? • “I am confident I am working on real security issues.” Applicable Security Policy • Policy • Procedures (automated & manual) • Checklists Compare approach to other supplier offerings • What business are we in? • What business are we not in? Arbala Directors • Provide priority • Provide working content Politics • Supplier preference/selection • Technical content
- 5. Elements of Platform Strategy Detection Services Response Services Remediation Services Prevention Services For each Service: •Service Dimensions •Tools •APIs •Orchestration, if any
- 6. Endpoint Protection – Moderate Crowdstrike – lateral movement Cylance – Malware outbreaks Network Security – Open DNS IPS Intrusion Prevention – Palo Alto SEIM – Security Event Information Monitoring (Splunk) Endpoint Protection – Basic Crowdstrike – lateral movement Network Security – Open DNS • HIPAA (Health Insurance Portability and Accountability Act) • Sarbanes Oxley Act • Federal Information Security Management Act of 2002 (FISMA) • Gramm Leach Bliley Act (GLBA) • Family Educational Rights and Privacy Act (FERPA) • Payment Card Industry Data Security Standard (PCI-DSS) • General Data Protection Regulation Tool Chain Controls • Security Roadmap packaged and delivered at a “capitalizable” Price. • Platform links tool chain, controls, processes, and is managed 24x7x365 Strategy Endpoint Protection – Moderate Crowdstrike – lateral movement Cylance – Malware outbreaks Network Security – Open DNS IPS Intrusion Prevention – Palo Alto SEIM – Security Event Information Monitoring (Splunk) Security Orchestration - Phantom • HIPAA (Health Insurance Portability and Accountability Act) • Sarbanes Oxley Act • Federal Information Security Management Act of 2002 (FISMA) • Gramm Leach Bliley Act (GLBA) • Family Educational Rights and Privacy Act (FERPA) • Payment Card Industry Data Security Standard (PCI-DSS) • General Data Protection Regulation • HIPAA (Health Insurance Portability and Accountability Act) • Sarbanes Oxley Act • Federal Information Security Management Act of 2002 (FISMA) • Gramm Leach Bliley Act (GLBA) • Family Educational Rights and Privacy Act (FERPA) • Payment Card Industry Data Security Standard (PCI-DSS) • General Data Protection Regulation • Customer Account Growth • Opensource • Leverage Connections Network Security – Free Open DNS Malware Bytes – Enterprise SEIM - Graylog • Keep me alive Hut Motte & Bailey Stone Keep Concentric • Security Roadmap packaged and delivered at a “capitalizable” Price. • Platform links tool chain, controls, processes, and is managed 24x7x365 • Security Roadmap packaged and delivered at a “capitalizable” Price. • Platform links tool chain, controls, processes, and is managed 24x7x365 Platform Progression
- 7. Tool Chain Controls Strategy Hut Motte & Bailey Stone Keep Concentric Platform Progression Pepsico (Services) Detection Response Remediation Response Example ?? Chain of ecommerce sites Example ?? Dr’s Office DLR (Services) Detection Response Remediation Response
- 8. Strategy to Portfolio CFO CIO BOD Arbala Valuation and Business Model Security Management Platform(s) Abala Cost of Operations Goto Market Selling Strategies CSO
- 9. 1 - Arbala Valuation and Business Model • Excel model developed down to the phantom stock award level.
- 10. 2 Security Management Platform(s)
- 11. 2 Security Management Platform(s)
- 12. 3 Cost of Operations
- 13. 4 Goto Market – Selling Strategies