Blog posts by Matthias Reinwarth
The dust is still setting, but the information on this case currently available, which also includes the official press release, is worrying: Just this Friday, November 30, the hotel chain Marriott International announced that it has become the target of a hacker attack. Marriott's brand names include W Hotels, St. Regis, Sheraton Hotels & Resorts, Westin Hotels & Resorts, and Le Meridien Hotels & Resorts. The compromised database contains personal information about customers, in particular, reservations made in the chain's hotels before September 10, 2018.
Even more worrying are the sheer numbers and the nature and extent of the stored and leaked data. Allegedly it took 4 years for Marriott to discover the problem, which would mean continuous access to this data for that period. It's data on more than half a billion accounting transactions (>500,000,000 to show only the zeros - this corresponds approximately to the total number of EU citizens), whereby it is conceivable that individual persons appear several times.
According to the press release, the data contained per record includes ‘combinations of name, mailing address, phone number, email address, passport number, Starwood Preferred Guest ("SPG") account information, date of birth, gender, arrival and departure information, reservation date, and communication preferences’.
For a still unclear portion of these records, the record per person is said to also include payment card numbers and payment card expiration dates, but the payment card numbers were encrypted using Advanced Encryption Standard encryption (AES-128). This is a symmetric encryption method in which the key for encryption and decryption is the same. If this still sounds trustworthy for these particularly critical attributes, the company has determined that both components required for decrypting payment card numbers may also have been stolen at the same time. This suggests that an unknown percentage of the total unknown data pool might be affected. Given the scale of the leak, a significant absolute number of personal profiles with credit card data "in the wild" must be expected.
It is still unclear what role the above-given deadline of September 10, 2018 plays in this context, but at this point, the leak seems to have been closed. The press release reads as follows: "On September 8, 2018, Marriott received an alert from an internal security tool regarding an attempt to access the Starwood guest reservation database in the United States. Marriott quickly engaged leading security experts to help determine what occurred. Marriott learned during the investigation that there had been unauthorized access to the Starwood network since 2014."
Building trust must be the foundation of any business strategy. The first and only starting point is to design corporate strategies in such a way that they are aware of the importance of customer data and the protection of privacy. This involves both well-thought-out business processes and suitable technologies. Of course, this includes trustworthy storage and processing of personal data. Evidence of this must be provided to many stakeholders, including the relevant data protection authorities and the users themselves.
So first and foremost it is about trust as a central concept in the relationship between companies and their customers. However, the trust of Starwood/Marriott customers could be fundamentally and lastingly destroyed.
The problem with trust is that it needs to be strategically grown over long periods of time, but as it is highly fragile it can be destroyed within a very short period of time. This might be through a data breach just like in this current case. Or through not building adequate solutions. Or not communicating adequately. The real question is why many organizations have not yet started actively building this trusted relationship with their users/customers/consumers/employees. The awareness is rising, so that security and privacy are moving increasingly into the focus of not only tech-savvy users but also that of everyday customers.
Last but not least, as both a European and customer of this hotel chain (and as a layman, not a lawyer), I really would like to ask the following question: The deadlines for reporting a data breach according to the requirements of the GDPR are the latest 72 hours after the breach becomes known. With what we know until now, shouldn’t we have heard from Marriott much earlier and in some different form?
Es kann viele Gründe geben, warum ein Unternehmen eine Initiative zur Verbesserung seiner Informationssicherheit ergreift. Es gibt jedoch einen spezifischen Grund, der sich immer wieder wiederholt: "Weil die Auditoren das sagen, müssen wir....".
Die Realität und die hieraus resultierende Logik war bislang oft wie folgt: Zur Durchsetzung der regulatorischen oder gesetzlichen Anforderungen gehören Sanktionen bei Nichteinhaltung. Diese galt es zu vermeiden. Dies führte zu einem Ankreuz-Listen-Ansatz für die Einhaltung der Vorschriften. Wenn dieser mit dem wie auch immer möglichen absoluten Minimum an Kosten und Aufwand betrieben wurde, um eine Nicht-Compliance und damit die Geldstrafe zu vermeiden, war der "vorteilhafteste" Ansatz für das Unternehmen gefunden. Als eine durchdachte strategische Sichtweise von Governance und Compliance konnte und kann das nicht betrachtet werden.
Doch mit der Zeit verändern sich die Anforderungen, sie werden mehr und spezifischer. Jüngstes Beispiel aus dem Bereich der Versicherungswirtschaft: Mit dem im Juli 2018 final vorgelegten Dokument „Versicherungsaufsichtliche Anforderungen an die IT“ (VAIT) gibt die BaFin (Bundesanstalt für Finanzdienstleistungsaufsicht) Versicherungsunternehmen konkretere Vorgaben für die Umsetzung ihrer Geschäftsprozesse mittels IT an die Hand.
Die Namensähnlichkeit zu den BAIT und damit den “Bankaufsichtlichen Anforderungen an die IT“ ist mitnichten Zufall: Beide Dokumente stammen von der BaFin und weisen auch inhaltlich starke Parallelen auf. Damit stellen beide Dokumente Herausforderungen dar, denen in betroffenen Unternehmen angemessen, transparent und wohldokumentiert begegnet werden muss. Und da diese nur Verfeinerungen sind, sind diese per sofort gültig, weil die ursprünglich zu verfeinernden, zugrunde liegenden Regelungen ja auch schon gültig sind.
Doch nicht nur die externen Anforderungen verändern sich, auch in den Unternehmen ist verstanden, dass IT heute eine zentrale Komponente des Kerngeschäftes darstellt - oder IT ist das Kerngeschäft. Backup, Contingency Management, Security, Audit und Governance werden damit auch zunehmend Anforderungen, die von einer wachsenden Anzahl interner Stakeholdern zur Wahrung und Verbesserung der Geschäftsgrundlage eingefordert werden. IT Risiko Management führt dazu, dass aussagefähige Kennzahlen wie „Key Risk Indicators“ zu klaren Vorgaben an mögliche Ausfall- und Wiederanlaufzeiten, aber auch zu Aussagen zu SoD, Privilege Management, Rechtevergabe und Access Governance führen
Klar ist darüber hinaus auch, dass Banken mit der um weniges früheren Publikation der BAIT einen gewissen zeitlichen Vorsprung in der Umsetzung wirksamer Maßnahmen haben können. Im Umkehrschluss kann es für Unternehmen der Versicherungsbranche in hohem Maße sinnvoll sein, direkt oder über konsolidierte Best Practices von den Erfahrungen der doch verwandten Branchen zu profitieren.
Proaktive Unternehmen, die nachweislich eine Vielzahl an Anforderungen (extern wie intern) durch Policies, Controls , Dokumentation und Reporting erfüllen müssen, werden die VAIT im Rahmen einer effizienten „Control once, comply to many“-Strategie abdecken wollen. Und mit den deutlich spezifischeren (aber immer noch interpretationsfähigen) Vorgaben der VAIT werden einige Versicherungen konkreten Handlungsbedarf, sei es bei der Analyse eines verlässlichen Status Quo oder der Identifikation und Durchführung konkreter Umsetzungsprojekte.
Als Herausforderung formuliert: Die VAIT stehen für jeden im Internet publiziert zur Verfügung stehen. Wirklich proaktive CISOs in Unternehmen jenseits der Finanzbranche werden sich diese als Ausgangsbasis und als Herausforderung an die Qualität der eigenen,angemessene Security und Compliance annehmen. Jenseits konkreter regulatorischer Anforderungen, aber zur Absicherung des eigenen Unternehmens.
There can be many reasons why a company takes an initiative to improve its information security. However, there is one specific reason that repeats itself time and again: "Because the auditors say that, we have to..."
The reality and the resulting logic have so far often been as follows: The enforcement of regulatory or legal requirements includes sanctions for non-compliance. These had to be avoided. This led to a check-list approach for regulatory compliance. If this was done with the absolute minimum possible cost and effort in order to avoid non-compliance and thus the fine, the "most advantageous" approach for the company was found. This could not and cannot be regarded as a well-thought-out strategic view of governance and compliance.
But over time the requirements change, they become more and more specific. The latest example from the insurance industry is the document "Versicherungsaufsichtliche Anforderungen an die IT" (VAIT), which was finalised in July 2018 and published by BaFin (Bundesanstalt für Finanzdienstleistungsaufsicht - German Federal Financial Supervisory Authority), providing insurance companies with more tangible requirements for the implementation of their business processes using IT.
The similarity of the names to BAIT and thus to the banking supervisory requirements for IT is by no means a coincidence: both documents originate from BaFin and also have strong parallels in terms of content. Thus, both documents represent challenges that must be met appropriately, transparently and well-documented by the affected companies. And since these are only refinements, they are valid immediately, because the underlying regulations originally to be refined are already valid.
However, it is not only external requirements that are changing. Companies also understand that IT today is a central component of their core business - or IT is their core business. Backup, contingency management, security, audit and governance are therefore increasingly becoming requirements demanded by a growing number of internal stakeholders to maintain and improve the business basis. IT risk management leads to meaningful key figures such as "key risk indicators" leading to clear guidelines on possible downtimes and restart times, but also to statements on SoD, privilege management, assignment of rights and access governance.
It is also clear that with BAIT's publication, which was a little earlier, banks can have a certain head start in implementing effective measures. Conversely, it can be very useful for insurance companies to benefit directly or through consolidated best practices from the experience of related industries.
Proactively acting companies that demonstrably have to meet a large number of requirements (both external and internal) through policies, controls, documentation and reporting will want to cover VAIT as part of an efficient "Control once, comply to many" strategy. And with the much more specific (but still interpretable) requirements of VAIT, some insurance companies will have a concrete need for action, be it the analysis of a reliable status quo or the identification and implementation of concrete implementation projects.
Put as a challenge: The VAIT are openly available to everyone and are published on the Internet, with an English version soon to be expected. Truly proactive CISOs in companies beyond the financial sector will take these as a starting point and challenge to the quality of their own, appropriate security and compliance. Beyond concrete regulatory requirements, but to secure their own company.
Traditional endpoint and infrastructure security approaches are tackling changes to OS, application and communication by monitoring these through dedicated solutions installed as agents onto the actual system. Often these solutions search for specific violations and act upon predefined white listed applications / processes or blacklisted identified threats.
Due to their architecture, virtualization platforms and cloud infrastructures have completely different access to security-relevant information. When intelligently executed, real-time data and current threats can be correlated. But much more is possible from the central and unique perspective these virtualized architectures allow. Observing the behavior of components in the software-defined network, comparing this with their expected behavior and identifying unexpected deviations allows the detection and treatment of previously unknown threats up to zero-day attacks.
Manufacturers such as Citrix and VMware are working at full speed to provide high-performance, integrated security infrastructures as part of their platform. These may be delivered, for example, not only as a component of hypervisor, but also as a component of a hybrid security architecture between cloud, virtualization and bare metal.
By going beyond traditional “known good” and “known bad” approaches through black-listing and whitelisting, such solutions provide an intelligent approach for infrastructure security. The approach of capturing the actual runtime behavior of existing software systems to learn expected and appropriate behavior while applying algorithmic control and monitoring in later phases has the potential to be able to cover a vast number of systems, including homegrown and enterprise-critical systems. Earlier this year, KuppingerCole published an Executive View research document on VMware AppDefense as a representative of this innovative security approach. And just this week VMware announced the availability of AppDefense in EMEA as well as extended capabilities to protect containerized workloads.
If legal laypersons (as I am) read legal texts and regulations, they often miss clear and obligatory guidelines on how to implement them in practice. This is not least due to the fact that laws are generally designed to last and are not directly geared to concrete measures. This type of texts and provisions regularly contain references to the respective "state of the art".
For example, it is obvious that detailed requirements on how companies should implement the protection of the privacy of customers and employees cannot necessarily be found in the EU General Data Protection Regulation (GDPR). The appropriate implementation of such requirements is a considerable challenge and offers substantial scope for interpretation, not least when having to decide between "commercially sensible" and "necessary".
While many organizations currently focus on the implementation of the GDPR, the BAFIN (the German Federal Financial Supervisory Authority "Bundesanstalt für Finanzdienstleistungsaufsicht), published a revised version of its "Minimum requirements for risk management"("Mindestanforderungen an das Risikomanagement", MaRisk). Often unknown outside of the financial sector, this regulatory document provides a core framework for the overall implementation of financial business in Germany and subsequently worldwide. MaRisk concretize § 25a Paragraph 1 of the German Banking Act („Kreditwirtschaftsgesetz“, KWG) and are therefore its legally binding interpretation.
The new version of MaRisk has been extended to include a requirements document that deals with its concrete implementation in banking IT, so to speak as a concretisation of MaRisk itself. This gives financial institutions clear and binding guidelines that become valid without a long-term implementation period. This document, entitled "Supervisory Requirements for IT in Financial Institutions" covers a large number of important topics in the implementation of measures to meet the IT security requirements for banks.
It does this by describing (and calling for) an appropriate technical and organizational design of IT systems for financial services. Particular attention has to be paid to information security requirements. It aims at improving IT service continuity management and information risk management and defines how new media should be handled appropriately. Beyond pure technology, a variety of measures are designed to create an enterprise risk culture and to increase employee awareness for IT security and risk management. And it includes specific requirements for modernizing and optimizing the bank's own IT infrastructure, but gives clear advice also with regard to the aspect of outsourcing IT (think: cloud).
Financial institutions must define and implement an information security organization, in particular by appointing an information security officer. Adequate resource planning to support the defined information security must ensure that this agreed security level can actually be achieved.
For national and international banks, meeting these requirements is a essential challenge, in particular due to their immediate applicability. But should you be interested in these requirements if you are not active in Germany or maybe you are not a bank at all?
From my point of view: Yes! Because it is not easy to find such clear and practice-oriented guidelines for an appropriate handling of IT security within the framework of regulatory requirements. And it is to be expected that similar requirements will become increasingly relevant in other regions and sectors in the future.
KuppingerCole will continue to monitor this topic in the future and integrate the criteria of the BAIT as a relevant module for requirements definitions in the area of enterprise IT security.
In May 2017, my fellow KuppingerCole analyst Mike Small published the Executive Brief research document entitled “Six Key Actions to Prepare for GDPR” (then and now free to download). This was published almost exactly one year before the GDPR takes full effect and outlines six simple steps needed to adequately prepare for this regulation. “Simple” here means “simple to describe”, but not necessarily “simple to implement”. However, while time has passed since then, and further regulations and laws are gradually gaining additional importance, properly ensure consumers’ privacy remains a key challenge today.
An even briefer summary of the recommendations provided by Mike is: (1) Find personal data in your organization, (2) control access to it, (3) store and process it legally and fairly, e.g. by obtaining and managing consent. Do (4) all this accordingly in the cloud as well. Prevent a data breach but (5) be properly prepared for what to do should one occur. And finally (6) implement privacy engineering so that IT systems are designed and built from ground up to ensure data privacy.
While tools-support for these steps was not overwhelming back then, things have changed in the meantime. Vendors inside and outside the EU have understood the key role they can play in supporting and guiding their customers on their path to compliance by providing built-in and additional controls in their systems and platforms. Compliance and governance are no longer just ex-post reports and dashboards (although these are still essential for providing adequate evidence). Applications and platforms in daily use now provide actionable tools and services to support privacy, data classification, access control, consent management, and data leakage prevention.
One example: Microsoft’s Office and software platforms continue to be an essential set of applications for almost all organizations, especially in their highly collaborative and cloud-based incarnations with the suffix 365. Just recently, Microsoft announced the availability of a set of additional tools to help organizations implement an information protection strategy with a focus on regulatory and legal requirements (including EU GDPR, ISO 27001, ISO 27018, NIST 800- 53, NIST 800-171, and HIPAA) across the Microsoft 365 platforms.
For data, processes and applications running within their ecosystems, these tools support the implementation of many of the steps described above. By automatically or semi-automatically detecting and classifying personal data relevant to GDPR the process of identifying the storage and processing of this kind of data can be simplified. Data protection across established client platforms as well as on-premises is supported through labeling and access control. This labeling mechanism, together with Azure Information Protection and Microsoft Cloud App Security extends the reach of stronger data protection into the cloud.
An important component on an enterprise level is Compliance Manager, which is available for Azure, Dynamics 365, as well as Office 365 Business and Enterprise customers in public clouds. It enables continuous risk assessment processes across these platforms, deriving individual and specific compliance scores from weighted risk scores and implemented controls and measures.
In your organization’s ongoing journey to achieve and maintain compliance to GDPR as well as for other regulations you need your suppliers to become your partners. In this respect, other vendors have announced the provision of tools and strategies for several other applications, as well as virtualization and infrastructure platforms, ranging from VMware to Oracle and from SAP to Amazon. Leveraging their efforts and tools can greatly improve your strategy towards implementing continuous controls for privacy and security.
So, if you are using platforms that provide such tools and services, you should evaluate their use and benefit to you and your organization. Where appropriate, embed them into your processes and workflows as fundamental building blocks as part of your individual strategy for compliance. There is not a single day to waste, as the clock is ticking.
You have heard it all before: May 25th, 2018, enormous fines, "you have to act now", the "right to be forgotten", DPO and breach notification. Every manufacturer whose marketing database contains your data will send you information, whitepapers, webinars, product information and reminders about GDPR. And they of course can “help” you in getting towards compliance. So you have set up a filter in your mail client that sorts GDPR messages directly into spam and #gdpr is muted in your Twitter client.
Because you have started your journey towards compliance to GDPR early? Compliance activities have long been established and your employees are informed? Consent management is not just theory? Data Leakage is prevented, monitored, detected and if it does occur, communicated appropriately?
But there might be still a good reason to read on: Unlike other regulations, there is no regular inspection of compliance with the requirements. Rather, individuals (including customers, employees or other relevant data subjects) and the competent supervisory authorities are able to make enquiries if alleged or actual omissions or offences are to be investigated. However, as yet there is no proof of GDPR compliance as a regular and permanent seal of quality.
It is difficult to identify sufficient indicators for good preparation. Yes, vendors and integrators provide some basic questionnaires… But you still might be in need of a neutral set of criteria determining the maturity level of your organization's readiness in the areas of compliance with regulatory or industry-specific regulations or frameworks. To support such reviews, KuppingerCole provides Maturity Level Matrixes that are specifically targeted to distinct areas of the IT market, in this case, GDPR readiness.
Assessing the quality and maturity of the controls, systems and processes implemented by your organization is essential. Given the level of agility required from business and market requirements this assessment needs to be executed on a regular basis. Continuous improvements are essential to achieve an adequate level of compliance in all key areas of the GDPR.
To achieve the highest level 5 of GDPR maturity it is essential to continuously measure GDPR readiness to enable an organization to understand their status quo, document it and, if possible, realize the potential benefits of investing in improving data protection. Then you might happily ignore further GDPR-related blogposts.
The KuppingerCole Maturity Level Matrix for GDPR readiness provides neutral criteria exactly for that purpose. Find it here for download.
And get in touch with us if you feel that an independent assessment (along the lines of exactly the same maturity levels) might be even more meaningful.
Today, companies are increasingly operating on the basis of IT systems and are thus dependant on them. Cyber risks must therefore be understood as business risks. The detection and prevention of cyber security threats and appropriate responses to them are among the most important activities to protect the core business from risks.
But in practice, however, many challenges arise here. The requirement to arrive at a uniform and thus informed view of all types of business risks often fails due to a multitude of organisational, technical and communication challenges:
Technical risk monitoring systems in the enterprise (e. g. systems for monitoring compliance with SoD rules or systems for monitoring network threats at the outer edge of an enterprise network) are often extremely powerful in their specific area of application. Interoperability across these system boundaries usually fails due to a lack of common language (protocols) or the semantics of information to be exchanged (uniform risk concepts and metrics).
The same thing is happening in the organization of large organizations: although it is only a few years in which we have observed this trend, this leads to independently operating IT operations teams, IT security teams and (cyber) governance teams that focus on individual tasks and their solutions with which they deal with individual, but very similar problems. They typically act without adequate integration into a corporate security strategy or a consolidated communication approach for the joint, coordinated management of risks. They do this without correlating the results to determine a comprehensive IT security maturity and thus without identifying the overall risk situation of a company.
Management boards and executives must act and react on the basis of incomplete and mostly very technical data, which can only lead to inadequate and incomplete results. The implicit link between cyber risks and business risks is lost when only individual aspects of cyber security are considered. Management decisions made on the basis of this information are usually far from adequate and efficient.
The only way to solve this problem is to move from tactical to strategic approaches. Recently the term “Cyber Risk Governance” has been coined to describe holistic solutions to this problem, covering organization, processes and technologies. More and more companies and organizations are realizing that cyber risk governance is a challenge that needs to be addressed at management level. Cyber security and regulatory compliance are strong drivers for rethinking and redesigning a mature approach to improve cyber resilience.
This requires an adequate strategic approach instead of tactical, more or less unplanned ad hoc measures. A strong risk governance organisation, a strategic framework for a comprehensive cyber risk governance process and related technological components must underpin it. This can only be achieved by bundling corporate expertise, taking a holistic view of the overall risk situation and understanding the sum of all risk mitigation measures implemented.
If the situation described above sounds familiar, read more about “Cyber Risk Governance” as a strategic architecture and management topic in the free KuppingerCole "White Paper: TechDemocracy: Moving towards a holistic Cyber Risk Governance approach".
The trouble with hypes is that they have an expiration date. From that date on they either need to be made real for some very good purposes within a reasonable timeframe, or they go bad. There have been quite a few hype topics around recently. But there have not been many single topics that have been covered by media at a frequency and from many different angles and with as many different focal areas as the Blockchain (or distributed ledgers in general). And most probably none of those articles failed to include the adjective "disruptive".
There have been books, conferences, articles, reference implementations, hackathons, webinars and lots more indicators proving that the blockchain is somehow the prototype of a hype topic.
But apart from the bitcoin currency as one regularly cited (and initial) usage of this technology, there have not been too many clearly visible use cases of the blockchain for the everyday user. Actually, it could be doubted that even bitcoin really is something for the everyday user. Other than every now and then needing one of those for paying ransom to get your encrypted files back...
Many great ideas have been developed and implemented in PoC (Proof of Concept) scenarios, but the truth is that the technology still is not very visible in general (which is quite normal for infrastructure concepts) and that there are no commonly known outstanding blockchain use cases in the wild, at least any that everybody knows. The main challenge is the identification of an adequate use case that can be implemented with blockchain technology and that is immediately offering benefits for the end user and the provider of the service.
This might change with the announcements a major insurance company, namely Axa, has made recently. The geeky name "fizzy" stands for an Ethereum-based implementation of a modern insurance concept that allows user-travelers to be covered by an "automatic" insurance policy, in case of a booked (and insured) flight being delayed for more than two hours. Blockchain technology provides adequate security. Automation, smart contracts and parameterization make it adaptable and available.
By doing this, “fizzy” provides smart, real-life benefit while leveraging the advantages of the blockchain technology. This is exactly what we should expect manifestations of this technology to look like. Instead of aiming at disrupting complete business models, organizations across industries should look into implementing smart and adequate solutions that provide real benefit to the end-user. Until this has proven successful at a convincing scale we might want to postpone the task of "reinventing and disrupting complete industries" into the next project phase.
It seems almost ironical, but the currently and constantly growing number of legal and regulatory requirements might be the important (and first actually working) catalyst for changing the attitude of organizations towards privacy. While the true rationale behind it are most probably the substantial fines that come with several of these regulations, first and foremost the GDPR.
The value of customer data, from basic account data to detailed behavioural profiles is undisputed. And whether information is really the new oil in the digitalized economy or if comparisons are misleading anyway: Customer identity and access management (CIAM) is already a core discipline for almost any organization and will be even more so.
Changing the attitude towards consumer and employee privacy does not necessarily mean that all those promising new business models building upon data analytics are prevented by design. But it surely means that all the data can be used for these extended purposes if and only if the data subject (consumer, employee, social user, prospective customer, etc.) gives permission. This user consent is something that will need to be more and more deserved by companies relying on user data.
The problem with trust is that it needs to be strategically grown over long periods of time, but as it is highly fragile it can be destroyed within a very short period of time. This might be through a data breach, which surely is one worst case scenario. But the mere assumption, maybe just a gut feeling or even hearsay that data might be reused or transferred inappropriately or inspected by (foreign) state authorities can immediately destroy trust and make users turn away and turn towards a competitor.
The real question is why many organizationa have not yet started actively building this trusted relationship with their users/customers/consumers/employees. The awareness is rising, so that security and privacy are moving increasingly into the focus of not only tech-savvy users, but also that of everyday customers.
Building up trust truly must be the foundation of any business strategy. Designing businesses to be privacy-aware from ground up is the first and only starting point. This involves both well-thought business processes and appropriate technologies. Trustworthy storage and processing of personal data needs to be well-designed and well-executed and adequate evidence needs to be presented to many stakeholders including the individual Data Processing Authorities and the users themselves.
Being more trusted and more trustworthy than your competitors will be a key differentiator for many customer decisions today and in the future. And trusting users will be more readily willing to share relevant business information with an organization as a data steward. But this must be based on well-executed consent management lifecycles, especially when it turns out to be to the benefit of all involved parties.
KuppingerCole will embark on the Customer Identity World Tour 2017 with 3 major events in Seattle, Paris and Singapore. Trusted and privacy-aware management of customer data will be a main topic for all events. If you want to see your organization as a leader in customer trust, you might want to benefit from the thought leadership and best practices presented there, so join the discussion.
Register now for KuppingerCole Select and get your free 30-day access to a great selection of KuppingerCole research materials and to live trainings.
Companies continue spending millions of dollars on their cybersecurity. With an increasing complexity and variety of cyber-attacks, it is important for CISOs to set correct defense priorities and be aware of state-of-the-art cybersecurity mechanisms. [...]