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<v Instructor>Risk Prioritization:</v>
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now we're going to talk about risk prioritization
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in this lesson because it's important to remember
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that not all risks are created equal.
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Once we determine what a risk is
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we have to determine what we're going to do about that risk.
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And this brings up the question
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of what should be done with a particular risk.
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Well, there's lots of things you can do with it.
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In fact, there are four main areas.
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You can mitigate that risk using risk mitigation.
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You can avoid that risk using risk avoidance.
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You can transfer that risk using risk transference
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and you can accept that risk using risk acceptance.
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We're going to talk about each of these four in this lesson
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but before we do, we have to talk about risk appetite.
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Now, you may or may not be familiar
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with the term risk appetite,
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but essentially what it means is how much risk
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is your organization willing to accept.
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For example, if you're a big multi-billion dollar company
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like Amazon, you might have a higher risk appetite
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where if there's a risk that is a million dollars,
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you'll take that risk because you can afford it.
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But if you're a small company like me,
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we can't afford to take a million dollar risk
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that would bankrupt our company.
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And so you have to have an idea
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in your organization what is your risk appetite.
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Some organizations are very heavy on their risk appetite.
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They'll take on a lot of monetary risk
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or a lot more dangerous risk.
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If you're somebody who has a very low risk appetite
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you're going to try to shine all risk
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and try to avoid it and mitigate it as much as possible.
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Knowing this,
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and knowing what your organizational culture is,
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will help you determine which of these four things
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you are going to do when you deal with risk
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and you're probably going to do some of each of them.
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Now, let's go ahead and talk about each of these four.
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The first one is risk mitigation,
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now, risk mitigation is a risk response that reduces
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a risk to fit within an organization's risk appetite.
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And so you can see why I thought it was important
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to talk about risk appetite.
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If you have a high risk appetite,
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you might need very little mitigation.
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If you have a low risk appetite
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you might need a lot of mitigation.
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Now, when we talk about risk mitigation,
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this also brings up the idea of risk deterrence
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or risk reduction.
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This refers to controls that can
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either make a risk incident less likely or less costly.
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So, for example, if you're worried
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about getting into an accident in your car,
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one of the risk mitigations you can do if you're worried
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about hurting yourself in an accident
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is put on your seatbelt or drive a car with airbags.
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Both of those are not going to stop you from getting
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into that accident necessarily,
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but they will reduce the harm that would happen
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if you were in an accident
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because you're mitigating that risk.
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Now, another thing we might look at
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in the software world is patching our software.
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We do vulnerability assessments.
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We scan our network to find out
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what systems have not been patched.
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We find those systems and we apply the patch to them;
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that is going to reduce our risk.
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Does that protect our systems 100%?
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No, of course not,
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there's still risk to that system,
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but you are getting a lot
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of those easy mitigation out of the way
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by patching those systems against known vulnerabilities.
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That is the idea of risk mitigation.
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Now, the second category we have is known
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as risk avoidance.
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This is a risk response that involves ceasing an activity
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that presents risk.
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So I'll give you a great example of this.
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My wife doesn't like to fly.
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In fact, she is petrified of small airplanes.
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She is afraid that if she gets into a Cessna
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it's going to go up and crash down into a lake.
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Now, her fear of these small planes
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is not unfounded though,
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she actually had a friend who died
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when she was very young
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because their family died
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in one of these small plane crashes.
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And because of that.
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my wife refuses to go onto a small plane.
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Now, I've been able to get her on larger planes.
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She'll go on a commercial plane
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'cause she feels they're a little bit safer,
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but she still doesn't like them.
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But again, she is not going to go on a small plane.
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It's something she's decided in her life,
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it's not worth the risk.
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So she has avoided going on small planes her entire life
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and she refuses to go on 'em.
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She'll go on a jumbo jet,
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but she will not go on one of those Cessnas.
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And that is the idea of risk avoidance:
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this risk to her is just so bad
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that she is not willing to take the chance at all
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and that is risk avoidance.
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Now, unfortunately
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risk avoidance is not really a valid solution
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most of the time because you simply can't avoid all risks.
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There are some risks you can avoid,
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but if you wanted to avoid all risk across everything
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that's just not possible.
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So we're going to have to combine some
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of these strategies as we go.
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The next one we're going to talk about is risk transference.
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We talk about risk transference.
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This is a risk response that involves moving
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or sharing the responsibility of risk to another entity.
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Now what does this really mean?
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Well, let me give you a really easy example.
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I used the car example earlier.
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If you're worried about getting into a car accident,
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you can mitigate the risk by putting on your seatbelt
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to help yourself not get hurt as badly, that's a mitigation.
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But if I wanted to transfer the risk of this car accident,
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what are one of the things that we all have for our cars?
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We have car insurance, right.
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So if I get into a car accident
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and I smash up the front of my car,
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I call up my insurance company they write me a check
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and I get a new car or I get my car fixed.
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I transferred the financial loss of that vehicle
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to the insurance company by paying them a monthly premium
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they will then cover that risk for me.
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I transferred it and gave it to this other entity,
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this third party and that's the idea.
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Now, how does this apply in the cyber world?
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Well, there's lots of ways we can do this.
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One of the ways is we can actually use cyber insurance.
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There are cyber insurance policies out there
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against data breaches now.
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Your company can pay a policy
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to a cyber insurance company
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and if you are hacked they will pay for the response
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and they'll pay for the cleanup
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and they'll pay for any damages to your customers;
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that is one way to transfer that liability
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over to this third party using risk transference.
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Now, another way you can do risk transference
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is you can actually outsource a service.
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Now, for example, I don't host my own web servers anymore.
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We pay a third party and that's their job.
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They host our web servers for us.
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They host it in a place that has 24/7 power and electricity
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and good connectivity and all of those things
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and they make sure they actually patch our servers
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against vulnerabilities and provide us those protections.
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Now, could we do it ourself?
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Yes, but again, we're a training company now.
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We're not focused on running these systems anymore.
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I've done that in my career.
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I don't want to have to have that responsibility
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and that extra baggage inside our company.
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We instead want to focus on providing you the best training,
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not on providing the best servers.
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We can outsource somebody else
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to provide those best servers for us.
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And that's the idea
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of risk transference because they're responsible
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for the maintenance, the upkeep, the patching, the software;
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all of that has been transferred to that organization.
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Now, I can't transfer away the responsibility
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or the reputational damage to your organization.
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As I was saying,
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I transfer away my web service to a third party company,
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but if we have a data breach,
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it's still our company
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that's going to have a tarnished reputation
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and we're still going to take the heat for that.
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Now, they're going to pay for all the data breach
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and they're going to pay for all the cleanup
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and the response because that's part of their contract.
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But my organization still is going to look bad.
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I can't simply say, Hey, XYZ company is at fault.
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You aren't going to believe that as a student,
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you're still looking at me because you are my customer.
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You weren't their customer
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and so that's one of those risks
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that you have to think about
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when you're doing risk transference.
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Now, the final one we want to talk about is risk acceptance.
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Now, with risk acceptance, this is a risk response
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that involves determining what a risk is
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within the organization's risk appetite
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and there's going to be no other countermeasures other
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than monitoring will be needed here.
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Now, what we're talking about
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with risk acceptance is we simply say, I know this is risky.
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I know this is dangerous,
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but it's a small enough danger that I'm going to take it.
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For instance, that if you get on a commercial plane,
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it could crash,
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but it's a small enough risk that most
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of us will get on a commercial plane and take that chance.
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Just like there's a risk of you getting
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into a car accident when you go to work,
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you might take that risk.
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Now, you might also accept what's left over in the risk.
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So if I have my car,
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I already have car insurance to cover the cost.
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I already am wearing my seatbelt to mitigate that.
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I have transference.
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I have mitigation, but I could still get into an accident
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and I could still get hurt,
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but I'm accepting that risk that's left
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after I've transferred and mitigated the big areas of risk,
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which was the cost of replacing my car
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or the ability to actually get someplace.
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And I need to do that so I have worn my seatbelt;
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I have an airbags.
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I have a safe car
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and I'm going to go ahead and accept the rest of that risk.
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Now, let's talk about the exam for just a moment here.
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I want to give you a few quick tips
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in regards to choosing the best risk response.
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Now, the most common one you're going to see is mitigation.
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Mitigation involves adding controls.
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So whenever you think about mitigation,
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I want you to think about adding controls.
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Then we want to talk about avoidance.
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Avoidance is our least common one
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and it involves changing your course of action
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or the systems of use.
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So when I think about this
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I like to think about changing plans.
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I planned on doing this, but I'm going to avoid it
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and I'm going to do something else instead.
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The next one we want to talk about is transference.
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Transference is all about moving the risk to a third party.
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On the exam,
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this is almost always going to involve some kind
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of insurance policy being purchased.
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For example, my company offers a form of risk transference
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for our students who are afraid they might fail the exam.
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If you go and buy your exam voucher from diontraining.com,
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you can purchase an add-on product that we have
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for an extra fee.
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And this gives you a new exam voucher,
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if you fail the first time.
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Now, normally when you go to Comp TIA
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and you buy your exam voucher, you'll pay full price
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and you'll pay about $350.
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Once you buy that voucher,
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if you take the exam and fail it,
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you have to go buy another voucher
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before you can retake the exam.
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Well, with our add-on product, you buy the voucher
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from us and we charge you a little bit extra
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for this extra option we call Take2.
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This allows you to pay this upfront feed us that's less
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than the cost of a new exam voucher.
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We take on the risk for you
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that if you fail the exam,
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we will buy you a new voucher for the full $350.
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and so it saves you money if you fail.
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But if you pass the first time you paid us
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that extra money really for nothing, right,
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because you didn't crash your car.
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I think about it like car insurance,
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you pay for car insurance hoping you never crash your car.
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It's the same thing here with this failed exam transference.
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You're hoping that you're not going to have to use it,
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but if you do, it's a great thing to have
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and so that's the idea here.
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It's a form of transference
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or insurance against you failing your exam.
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And so you're buying that extra peace of mind
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to know that you're going to have a second attempt
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if you need it.
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And then finally we have acceptance;
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acceptance is when you accept the risk.
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It has to be less than the organizational's risk appetite.
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Here normally we're going to accept a risk
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for small things that are unlikely to happen.
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For example, I accept the risk
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then alien invasion may occur and put me out of business.
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I also believe that it's going to be extremely unlikely
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that an alien invasion's going to happen.
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So I haven't put forth any resources, thought
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or planning into preparing for an alien invasion.
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Similarly, I haven't planned for the end
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of the world or a zombie apocalypse.
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I just don't think those things are big deals.
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On the other hand, as I said,
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I spent a good deal of money trying to add controls
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301

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to protect our business from power outages, from flooding,
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302

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from hurricanes, from earthquakes.
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303

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Those are all things that we're subject
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to by living in Puerto Rico.
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And so we have to have protections
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in place for those things
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and those are things we are going to add controls to.
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We're not going to accept those and just say,
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309

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oh, well if a hurricane comes
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and we're out of power for three months,
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311

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we'll just be out of offline for three months,
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312

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that wouldn't be good for our customers
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313

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so we're not going to do that.
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314

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So this is the idea here.
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315

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So what I want you to remember is on the exam,
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316

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this little cheat sheet you see here, mitigation controls,
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317

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avoidance, changing plans, transference insurance
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318

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and acceptance is for low risk activities.
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319

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Alright, now with all that mine,
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320

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let's start talking about security control prioritization
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321

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because there are a million controls out there
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and you have to decide which ones you're going to use.
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323

00:11:09,540  -->  00:11:11,730
Now, there are three main areas we're going to talk about
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324

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with security controls.
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First, we have to talk about whether the control is required
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by a framework, a best practice or regulation.
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327

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If it's required by one of those three,
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328

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it's going to have a higher priority for us
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329

00:11:22,590  -->  00:11:25,410
and we're going to do it, especially if it's a regulation.
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330

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Regulation means law;
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331

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it means you can be fined
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332

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or put out of business if you don't do it.
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333

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So you need to make sure you're following those things.
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334

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Second, we need to think about the cost of the control.
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335

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This is going to require us to think both
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336

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in what it costs us to get the control initially,
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337

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as well as the ongoing maintenance
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338

00:11:41,160  -->  00:11:42,780
and support for that control.
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339

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If this control is going to cost me a million dollars a year,
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340

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as I protect something that costs me $10,000 a year,
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341

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I'm not going to do it.
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342

00:11:48,990  -->  00:11:50,033
I would accept that risk
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343

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If it's something that costs me a thousand dollars a year,
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344

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but it protects me from a liability of $10,000 a year,
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345

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I'm going to do that every single day
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346

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because that is a great return on investment.
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347

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And so you want to make sure you think
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348

00:12:00,300  -->  00:12:01,470
about your cost of control
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349

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when you're determining prioritization.
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350

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And finally, we want to think about the amount of risk
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351

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that a control mitigates.
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352

00:12:07,380  -->  00:12:09,780
If I have a control that's going to mitigate a lot
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353

00:12:09,780  -->  00:12:10,710
of risk for me,
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354

00:12:10,710  -->  00:12:12,390
that might have a higher priority than one
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355

00:12:12,390  -->  00:12:13,890
that only gives me a little bit
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356

00:12:13,890  -->  00:12:15,330
of risk protection because again,
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357

00:12:15,330  -->  00:12:17,880
there are only so many dollars
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358

00:12:17,880  -->  00:12:19,650
and only so many hours in the day
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359

00:12:19,650  -->  00:12:21,140
for you to be able to use to mitigate things.
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360

00:12:21,140  -->  00:12:24,270
So you have to make sure you're making the best choices.
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361

00:12:24,270  -->  00:12:26,220
Now, a controller is going to have a higher priority
362

362

00:12:26,220  -->  00:12:28,830
whenever it's part of a framework, a best practice
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363

00:12:28,830  -->  00:12:30,930
or is required for regulatory reasons.
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364

00:12:30,930  -->  00:12:31,800
I've already mentioned that;
365

365

00:12:31,800  -->  00:12:33,900
that's really important for us to think about.
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366

00:12:33,900  -->  00:12:35,130
The next thing we have to think about again
367

367

00:12:35,130  -->  00:12:36,930
is the cost of control, right.
368

368

00:12:36,930  -->  00:12:38,610
All these things cost money,
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369

00:12:38,610  -->  00:12:41,190
whether I'm using people to do it, that costs money too
370

370

00:12:41,190  -->  00:12:42,480
'cause I have to pay their labor
371

371

00:12:42,480  -->  00:12:45,360
or some kind of software or hardware, which I have to buy,
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372

00:12:45,360  -->  00:12:46,350
all of that cost money.
373

373

00:12:46,350  -->  00:12:48,870
And so I have to weigh the cost of the control,
374

374

00:12:48,870  -->  00:12:49,980
and then I also want to think
375

375

00:12:49,980  -->  00:12:51,660
about my return on my investment.
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376

00:12:51,660  -->  00:12:54,360
So when I think about this, there's a term called RSOI
377

377

00:12:54,360  -->  00:12:57,240
which is a return on security investment.
378

378

00:12:57,240  -->  00:12:58,890
As somebody who works in cybersecurity,
379

379

00:12:58,890  -->  00:13:01,710
you have to get very comfortable with selling the idea
380

380

00:13:01,710  -->  00:13:04,260
of what things you need to upper management
381

381

00:13:04,260  -->  00:13:05,370
because they're going to have to budget
382

382

00:13:05,370  -->  00:13:06,750
for it and give you money.
383

383

00:13:06,750  -->  00:13:10,200
Security costs us money, and we talk about RSOI;
384

384

00:13:10,200  -->  00:13:12,060
this is a metric that we use to calculate
385

385

00:13:12,060  -->  00:13:14,220
whether a security control is worth the cost
386

386

00:13:14,220  -->  00:13:16,230
of deploying it and maintaining it.
387

387

00:13:16,230  -->  00:13:18,088
As I said, everything we buy costs money,
388

388

00:13:18,088  -->  00:13:20,670
everything we support costs money
389

389

00:13:20,670  -->  00:13:22,440
and so we have to figure that out.
390

390

00:13:22,440  -->  00:13:23,640
Now, there's a nice little equation
391

391

00:13:23,640  -->  00:13:25,050
that you can use to figure this out
392

392

00:13:25,050  -->  00:13:30,050
and it's called ALE minus ALEm minus C divided by C
393

393

00:13:31,500  -->  00:13:33,570
and that's going to equal your ROSI.
394

394

00:13:33,570  -->  00:13:35,310
Now, what am I talking about here?
395

395

00:13:35,310  -->  00:13:38,280
Well, ALE is my annual loss expectancy.
396

396

00:13:38,280  -->  00:13:40,500
Then I'm going to subtract what the annual loss
397

397

00:13:40,500  -->  00:13:41,460
expectancy would be
398

398

00:13:41,460  -->  00:13:43,440
if I had the mitigating control in place.
399

399

00:13:43,440  -->  00:13:44,643
That's the ALEm.
400

400

00:13:45,540  -->  00:13:46,710
When I have that,
401

401

00:13:46,710  -->  00:13:48,840
I then subtract the cost of the thing I bought,
402

402

00:13:48,840  -->  00:13:49,890
that's the C,
403

403

00:13:49,890  -->  00:13:52,410
and then I take all of that divided by the cost
404

404

00:13:52,410  -->  00:13:54,710
and when I do that, that will give me an ROSI,
405

405

00:13:55,650  -->  00:13:58,110
which essentially is a ratio that shows me
406

406

00:13:58,110  -->  00:14:00,180
is this thing going to be valuable to me?
407

407

00:14:00,180  -->  00:14:02,700
And based on the RORSI can determine
408

408

00:14:02,700  -->  00:14:05,100
whether or not it's worth getting that mitigation
409

409

00:14:05,100  -->  00:14:08,460
in place or if that mitigation isn't very helpful.
410

410

00:14:08,460  -->  00:14:09,842
Now, when I think about risk,
411

411

00:14:09,842  -->  00:14:11,640
I want you to remember that risk is not always
412

412

00:14:11,640  -->  00:14:14,220
in opposition to an organization's goals.
413

413

00:14:14,220  -->  00:14:16,680
Sometimes you have to accept some risk
414

414

00:14:16,680  -->  00:14:19,050
you can't make risk go away completely.
415

415

00:14:19,050  -->  00:14:20,100
And this is something I like to bring
416

416

00:14:20,100  -->  00:14:22,290
up a lot in my security plus class as well.
417

417

00:14:22,290  -->  00:14:23,550
I bring up this chart
418

418

00:14:23,550  -->  00:14:26,370
and it's my operations versus security chart.
419

419

00:14:26,370  -->  00:14:28,830
If you've been working in security for any length of time,
420

420

00:14:28,830  -->  00:14:31,740
you probably have felt this in your real world.
421

421

00:14:31,740  -->  00:14:34,560
When you start having something that is very very secure,
422

422

00:14:34,560  -->  00:14:35,790
what happens?
423

423

00:14:35,790  -->  00:14:38,820
Operations tends to go down, why?
424

424

00:14:38,820  -->  00:14:41,610
Because all that extra security makes it more difficult
425

425

00:14:41,610  -->  00:14:43,200
for people to do their job.
426

426

00:14:43,200  -->  00:14:45,900
If I have to have two factor authentication on everything,
427

427

00:14:45,900  -->  00:14:47,040
I need to slow down
428

428

00:14:47,040  -->  00:14:49,650
and be able to have multifactor authentication that goes
429

429

00:14:49,650  -->  00:14:51,810
and text my cell phone before I can log in.
430

430

00:14:51,810  -->  00:14:53,904
And I need to encrypt everything that has more resources
431

431

00:14:53,904  -->  00:14:55,110
and overhead;
432

432

00:14:55,110  -->  00:14:57,960
all these different things that I do to protect the system,
433

433

00:14:57,960  -->  00:14:59,820
it slows everything down.
434

434

00:14:59,820  -->  00:15:00,653
Now, that's okay,
435

435

00:15:00,653  -->  00:15:02,160
we're going to have to have some of that
436

436

00:15:02,160  -->  00:15:04,080
to make sure that we are getting a secure system,
437

437

00:15:04,080  -->  00:15:05,190
but there is no such thing
438

438

00:15:05,190  -->  00:15:07,050
as a hundred percent secure system.
439

439

00:15:07,050  -->  00:15:09,420
In fact, the only a hundred percent secure system
440

440

00:15:09,420  -->  00:15:11,010
is a system that is powered down
441

441

00:15:11,010  -->  00:15:13,740
because a hacker cannot attack a powered-down system.
442

442

00:15:13,740  -->  00:15:16,260
But that powered down system gives you zero
443

443

00:15:16,260  -->  00:15:17,790
operational capability
444

444

00:15:17,790  -->  00:15:19,650
and so this is always a fight for us.
445

445

00:15:19,650  -->  00:15:21,240
Operations wants less controls,
446

446

00:15:21,240  -->  00:15:22,860
we want more controls for security
447

447

00:15:22,860  -->  00:15:24,690
and so we have to have this balancing act
448

448

00:15:24,690  -->  00:15:27,120
and we're going to find ourselves someplace on that line
449

449

00:15:27,120  -->  00:15:28,170
probably towards the middle.
450

450

00:15:28,170  -->  00:15:30,030
We're not going to be at one end or the other
451

451

00:15:30,030  -->  00:15:32,100
because there has to be a trade-off.
452

452

00:15:32,100  -->  00:15:33,240
That brings us to the concept
453

453

00:15:33,240  -->  00:15:35,550
of what we call an engineering trade-off.
454

454

00:15:35,550  -->  00:15:37,440
Now, an engineering trade-off is an assessment
455

455

00:15:37,440  -->  00:15:39,420
of the benefit of the risk reduction
456

456

00:15:39,420  -->  00:15:41,040
against the increased complexity
457

457

00:15:41,040  -->  00:15:44,100
or cost in a system designer specification.
458

458

00:15:44,100  -->  00:15:46,230
Now, I can make the most secure system out there
459

459

00:15:46,230  -->  00:15:49,520
that nobody can ever hack into, but it would be so hard
460

460

00:15:49,520  -->  00:15:51,780
for you to use and it would be so slow
461

461

00:15:51,780  -->  00:15:53,250
and so cost-prohibitive
462

462

00:15:53,250  -->  00:15:54,660
that I probably would never get my bosses
463

463

00:15:54,660  -->  00:15:55,830
to approve it, right;
464

464

00:15:55,830  -->  00:15:57,180
that's the idea of an engineering trade-off.
465

465

00:15:57,180  -->  00:15:59,343
So we make these trade-offs and we say,
466

466

00:15:59,343  -->  00:16:01,170
okay instead of having two-factor authentication,
467

467

00:16:01,170  -->  00:16:04,080
we're going to just use really long and strong passwords
468

468

00:16:04,080  -->  00:16:05,670
or it costs too much to issue smart cards
469

469

00:16:05,670  -->  00:16:07,050
for two factor authentication,
470

470

00:16:07,050  -->  00:16:08,700
so we're going to use people's cell phones even
471

471

00:16:08,700  -->  00:16:10,650
though that's not necessarily as secure.
472

472

00:16:10,650  -->  00:16:12,390
And so we make these different engineering trade-offs
473

473

00:16:12,390  -->  00:16:13,950
based on cost.
474

474

00:16:13,950  -->  00:16:15,210
Now, as we think about this
475

475

00:16:15,210  -->  00:16:17,820
it's all comes down to risk versus reward.
476

476

00:16:17,820  -->  00:16:19,080
If I'm in an organization
477

477

00:16:19,080  -->  00:16:20,940
I should not spend a million dollars a year
478

478

00:16:20,940  -->  00:16:24,270
to protect a system that's only valued at $50,000 per year.
479

479

00:16:24,270  -->  00:16:27,300
Even if I could completely eliminate all the risks involved.
480

480

00:16:27,300  -->  00:16:29,310
Instead, it would make more sense
481

481

00:16:29,310  -->  00:16:32,160
to have that system compromised multiple times a year,
482

482

00:16:32,160  -->  00:16:33,810
up to 20 times a year,
483

483

00:16:33,810  -->  00:16:35,940
before I would hit that million dollar mark, right.
484

484

00:16:35,940  -->  00:16:37,710
And so that's why we have to think about these things
485

485

00:16:37,710  -->  00:16:39,690
and we make these engineering trade-offs.
486

486

00:16:39,690  -->  00:16:41,280
And as the security administrators,
487

487

00:16:41,280  -->  00:16:42,870
we don't usually get to make the decisions
488

488

00:16:42,870  -->  00:16:44,400
for these engineering trade-offs;
489

489

00:16:44,400  -->  00:16:46,260
that's all done by the system architects,
490

490

00:16:46,260  -->  00:16:47,880
but we have to live with those trade-offs.
491

491

00:16:47,880  -->  00:16:49,920
And so understanding what those trade-offs are
492

492

00:16:49,920  -->  00:16:51,990
and understanding how you can mitigate some of those
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493

00:16:51,990  -->  00:16:53,790
is going to help you in the real world.
