In one of my earlier blog posts I branded Information Security function (as part of IT) as an overhead of an overhead. It is utmost important for security manager to run the security function in a way that it enables the business.

The various components (sub functions) of security organization should align with the business objectives of the IT and the whole organization. There needs to be a cohesive security strategy in order to align the various comoponents. One good way of understanding the business objective is why is the business parting with money for deploying a specific security component. Why is business giving me money for Compliance? Why is business giving me money to implement IDP? Constitutive questions such as these will help you to understand the fundamental concerns for the business and based on these we can come up with a strategy suitably aligned with the business.

One good example is the area of compliance. Attempting to make each every units of your business complaint with certain standards/legal regulations and so on would be a tall order. First define the scope, draw a circle around the units that need to be compliant, then come up with a strategy to make it compliant by formulating your objective - derived from the business objective of why the business gave you money.

Any security implementation effort should have a well defined focus (scope), business objective and strategy to bind the various components cohesively that aligns with the ultimate business objective. By this business will view security organization with dignity else security organization will end up being a spoke in the wheel of business.

In the past, I was involved in discussion about the ROI of information security and security is insurance and so on. After eating the forbidden apple from the tree of paradise, I realize security has neither ROI nor akin to insurance. Information security is way of doing business with due care. Security is way of enhancing the trust of a business among customers and thus enhancing the identity (or brand image of the company). Few years down the line people won't even question why you do security, it will become a part of  your background conversation. Nobody questions why we buy hybrid vehicles anymore right?

If components of security function is not cohesively aligned with business objective it is spoke in the wheel of business else it is a brand enhancer of business.

This is a classic management term which does not need any introduction to many folks. The more money you pour into the security budget the more money will be spent in buying unneeded security products which can increase the complexity and reduce efficiency of your security operations. The start-up companies that I worked long ago had installed 5 layers of Firewall to prevent intruders. The security manager claimed to me that it is there to really protect the information assets, but sooner I realized these firewalls were not configured right and they were a set of  a fireholes than a set of firewalls. Moreover, the maintenance costs in this type of  complex security framework can be humongous. Imagine poor me debugging the firewall rules across these 5 layers of firewalls. But, one thing for sure the job security of security professional who implemented these complex security framework is guaranteed.  In reality,the guy who implemented these 5 layers of firewall worked as a consultant for this start-up in the off hours and weekend!

In reality I have seen well run security organizations, they are lean and mean. They not only provide continuous security thought leadership for the entire organization but also implement security in a simple and efficient way. The graph below gives a visual picture of what I mean by order of diminishing returns.

On a related note I have identified four different states of security organizations considering competence of employees and budget availability. Of course there are in-between states. I have considered only the extremes: