The Official (ISC)2 CISSP CBK Reference. Aaron Kraus

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СКАЧАТЬ absorbing its entire IT infrastructure — good or bad. This means that you are acquiring systems that are likely managed differently from your own, and there may be significant differences in the security controls and processes in place. In addition, the acquired company may use homegrown or highly customized applications that will need to be securely integrated into your existing environment. Further, the acquired or absorbed company may use a different approach to threat modeling and vulnerability management (if they do these at all). Differences in security processes may result in operational challenges and inconsistent procedures during and after integration of the two businesses.

       Creating new attack vectors: By adding in new systems and platforms, you are potentially creating new routes for your company to be attacked. For example, if your organization uses Windows and macOS and you acquire a company that has a fleet of Linux systems, you now have a third operating system to manage and secure.

       Impacting resources: Mergers and acquisitions are challenging for everyone involved. Your IT teams may be stretched thin as they try to come up to speed on the newly acquired infrastructure while also keeping the existing systems running securely.

       Disgruntled employees: In addition to the burnout that employees may feel, corporate M&A can cause severe dissatisfaction in employees who were completely happy in their previously standalone company. Insider threat is commonly considered a top security concern, and acquiring disgruntled employees poses a severe threat to an organization.

      A company's security function should play a key role during any M&A conversations and should help identify potential issues related to the target organization's security posture, operations, or policy. If the two organizations have greatly different security postures, it's usually best to reconsider the deal or, at the least, consider fixing key security gaps before connecting the two company's networks and systems. Considering the risks from the previous list, an acquiring company (or both companies in a merger) should perform the following activities prior to completing an M&A deal:

       Review the company's information security policies and procedures to determine how thorough they are. Take note of any missing security policies/procedures that may indicate a low level of security maturity.

       Review the company's data assets and determine any applicable regulatory or compliance requirements (e.g., PCI, HIPAA, GDPR, etc.). Take particular note of any regulations that may present new requirements for your organization.

       Review the organization's personnel security policies to identify potential issues or concerns. For example, your company may have compliance requirements to conduct a specific type of background check, and the target company may not be compliant.

       Identify any proprietary or custom applications managed by the company and request static and dynamic application security tests be run against them to demonstrate their security posture. (SAST and DAST are covered in Chapter 8, “Software Development and Security.”)

       Request results from a recent penetration test (pentest) that includes network, operating system, application, and database testing. Any critical or high findings should have a plan for remediation or mitigation.

       Review the organization's use of third-party and open-source software to ensure that the software is safe and appropriately licensed.

      The previous list is not intended to be comprehensive, but rather a starting point for things to consider prior to any mergers and acquisitions. Your security team needs to be an integral part of the M&A process from the initial talks through integration.

      Divestitures

      A divestiture is the act of selling off or disposing of a subset of business interests or assets. An organization may pursue a divestiture for a number of reasons: political, social, or strictly financial. Divestitures often occur when management decides that a certain part of the business no longer aligns with the company's business strategy or mission. Divestitures also frequently happen after a merger or acquisition, in cases where the merger or acquisition creates redundancies within the combined organization.

      Information usually accompanies the physical assets and interests that a company divests, which presents a major concern for information security. The biggest security concern in a divestiture involves maintaining confidentiality as the company gets rid of assets that may contain sensitive or proprietary information. As a CISSP, you should ensure that your organization takes the following actions prior to completing a divestiture:

       Identify and categorize all assets that are involved in the divestiture; this includes hardware, software, and information assets. Creating a complete inventory of all impacted assets is a critical first step to ensuring a secure divestiture.

       Decouple impacted systems from your remaining infrastructure. Your company likely uses common human resources (HR), accounting, and technology systems (such as a virtual private network, email, etc.) to support the entire company. The assets being divested must be removed from this common infrastructure and spun out for the new organization to own and manage.

       Review all access permissions. You must identify who has access to the impacted assets and determine whether they need to maintain that access. People are sometimes part of a divestiture, and a subset of the employee base may leave with other divested assets. If that is the case in your divestiture, you must appropriately revoke unnecessary permissions while leaving required permissions intact.

       Consult your legal and compliance teams to ensure that you follow all required regulatory and compliance requirements around data retention, deletion, etc.

      During a divestiture, both companies (i.e., the divesting and the divested company) must consider how the business transaction impacts their respective security program. Each company must ensure that their security controls, operations, policies and procedures, and governance structure continue to support the newly restructured companies. If the divested company was sold to another company (i.e., as part of an acquisition), then the purchasing company must update its security program to accommodate for its newly acquired assets. In cases where a divested company leads to the formation of a completely new entity, the new company must create an all-new security function (and the supporting policies, procedures, and governance structure) to appropriately manage information security.

Much like mergers and acquisitions, divestitures can present a number of security challenges for organizations. Similarly, the key to a successful divestiture is active involvement by your security team from the early planning phases all the way through completion of the divestiture.

      Organizational Roles and Responsibilities

      People who don't work in security often look at security professionals as the only employees responsible for keeping systems and information secure. Of course, as information security professionals, we know that it is really everyone's job to keep the organization's assets and information secure — that means from the chief executive officer (CEO) down to the most junior clerk in the mailroom, and everyone in between. As a CISSP, one of your jobs is to evangelize security throughout your company, while helping to define security roles and responsibilities throughout the organization.

      Your organization should define security roles and responsibilities within your information security policy, and it should align with roles and responsibilities defined in other organizational policies. It's important that roles and responsibilities are defined for and understood by employees of every level СКАЧАТЬ