360 Degrees Group Inc.

Bridging the Risk Gaps Among Security, Operations, and Business Leadership

In most organizations, the responsibility for protecting against vulnerabilities falls on the shoulders of two teams: 

  1. The vulnerability management team runs scans and prioritizes vulnerabilities based on potential risk. 
  2. The IT operations team deploys patches and remediates the affected systems.

This dynamic creates a tendency to approach vulnerability management “by the numbers.” For example, the vulnerability management team in the security organization might determine that several vulnerabilities in Apache web servers pose a very high risk to the business and should be given top priority. However, the IT operations team may be supporting a lot more Windows systems than Apache servers. If team members are measured strictly on the number of systems patched, they have an incentive to keep their focus on lower priority Windows vulnerabilities.

Intelligence on exploitability also prepares your organization to strike the correct balance between patching vulnerable systems and interrupting business operations. Most organizations have a strong aversion to disturbing business continuity. However, if you know that a patch will protect the organization against a real, imminent risk, then a short interruption is completely justified.

The risk milestones framework outlined in Figure 6-4 makes it much easier to communicate the danger of a vulnerability across your security and operations teams, up through senior managers, and even to the board of directors. This level of visibility into the rationale behind decisions made around vulnerabilities will increase confidence in the security team across your entire organization.

To reduce the gap between the vulnerability management and IT operations teams, introduce risk of exploitability as a key driver for prioritizing patches. Arming the vulnerability management team with more contextualized data about the risk of exploitability will enable them to pinpoint a smaller number of high-risk CVEs, which will result in them making fewer demands on the operations team. The operations team will then be able to give top priority to that small number of critical patches, and still have time to address their other goals.

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