WEBVTT

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A threat is a potential source of danger that could exploit a vulnerability, flaw or misconfiguration

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within our system and causes adverse consequences within our organizations, assets, operations or

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objectives.

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Within the slide here, you can see likelihood versus impact, where likelihood is how often or what

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is the chance of this occurring.

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We could have an impact that is high, i.e. our server crashes or impact that is very low, where,

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you know, we get a paper cut when we're looking at likelihood versus impact, we need to take into

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account that I could have a very high impact with a very low likelihood.

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And while that is still precarious within our system, we may only rate that as a medium flaw or a medium

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risk within our system.

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Risk versus likelihood or impact versus likelihood is the model that most organizations use to understand

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what level of risk I'm willing to undertake based on my system or in my organization, we often do a

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risk analysis.

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A risk analysis usually encompasses different steps, as you can see here.

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But I really want to talk about risk analysis on an everyday basis.

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Believe it or not, you as a human being, you do a risk analysis every single day, whether you believe

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it or not.

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When you get out of bed first thing in the morning, you unconsciously make a risk assessment.

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You realize that, hey, I need to pull the blankets out from underneath me.

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Very low impact.

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If something were to go wrong, very low likelihood that something could go wrong leads to a very low

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risk.

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When I step out of bed and it's on my own master bedroom, I have a very low likelihood of stepping

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on something that I shouldn't.

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I also have a very low impact that if I were to step on something, that it could hurt me.

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Now let's go back into my kids bedroom.

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They have Legos all over the place.

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There are literally Barbie dolls lining the floor waiting to jump out of me and kill my feet.

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If I were to accidentally fall asleep in my son or daughter's bed at night because we had company come

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over, or something else, then the likelihood of me stepping on something is incredibly high.

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The impact is probably medium, although I would consider Legos to be in that critical nature.

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Personal abuse aside.

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So when we look at the risk matrix for likelihood versus impact, we can see that risk analysis taking

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place.

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We also do a risk analysis every day when we jump in our car.

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Do I plug in my seatbelt?

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Do I decide not to wear my seatbelt because I'm only going five miles away?

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While there is a legal requirement for me to put my seatbelt on or be ticketed, the fact is, is that

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I still have the option to do it or not to do it, and I can provide that mitigating circumstance against

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my risk analysis.

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When I decide to drive my car.

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If I drive my car to work every morning, I presumptively do a very quick risk analysis before I get

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behind the wheel.

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Have I been drinking?

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No I haven't.

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Did I put my seatbelt on?

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That's going to mitigate any causes that could be on the road for potential impact against my health.

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If I get into a car accident without my seatbelt on, chances of or likelihood of having a major accident

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or critical system failure within my internal organs is probably high.

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That would raise the impact of me having a hurtful incident if I put my seatbelt on.

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The likelihood of having a hurtful incident on my internal organs goes slightly down.

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So I've done compensating control or mitigating factor against that perceived threat.

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And you unconsciously do this every single day if it's been raining outside.

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I make a conscious effort.

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Do I want to be driving in this thunderstorm?

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Do I want to go out and go get that gallon of milk, or can it wait till tomorrow?

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We do risk analysis every single day and believe it or not, so do you.

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Whether you realize it or not, within each of our minds we have something called risk tolerance.

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And an organization is no different.

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If we take my driving the car, uh, scenario back into risk tolerance, you have to decide if it's

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storming outside and I don't have my seatbelt working properly.

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Am I willing to accept that level of risk as I go outside and drive my vehicle?

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Chances are yes or no, depending on how slick the roads are.

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What if it's a tornado?

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Probably not a good idea, but still, there's a risk tolerance level.

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There's still people that go out there and chase tornadoes.

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Their risk tolerance is probably higher than mine.

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What is my past training done?

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Has that eliminated the impact or likelihood of something occurring?

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What is the tolerance level that I'm willing to accept for my personal well-being as I'm going forward?

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Enterprises do the same thing.

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They could take a risk and decide, am I willing to accept this risk with your own IT department?

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Am I willing to take the risk of having telnet operational within my internal systems?

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It's unsecure, unencrypted, and open to the public.

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If I do telnet, there is a risk that something bad could occur within my systems.

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By leaving that port open, my risk tolerance level needs to accommodate that level of risk that I'm

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willing to accept.

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We also have what's called risk response.

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Within risk response, we naturally go through this order.

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Am I going to accept the risk?

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Let's take my car example once again.

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If I decide to go out in the rain wearing a seat belt to mitigate the risk with the training.

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I have to go get a gallon of milk in the middle of a thunderstorm with wet roads, and I decide to go

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to the store anyway.

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I'm accepting that risk.

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I'm accepting the risk that something bad could happen to me if I decide, you know what?

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It's not worth the risk.

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I'm going to go back inside.

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And you know what?

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The kids don't need milk for their cereal, or they can have something else.

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I'm avoiding the risk.

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I am not taking the car to the store.

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That's risk avoidance.

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I could also transfer the risk, not so much in our thunderstorm example, but let's say that every

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day I get in my vehicle, there is still a risk that an accident could occur.

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If that accident occurs and I don't have car insurance, then I get into the accident.

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I'm liable for the damages.

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I'm liable if something happens to my car and I hit a tree.

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I have to pay that fee.

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That is a risk that I have.

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I accepted, but if I have insurance, I've transferred that risk to the insurance company.

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Yes, there's a deductible, but the insurance companies that come in and pick up that cost, that's

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known as risk transference and an organization, we could do the same thing.

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We can take out cyber security or incident insurance, we can say, you know what, there is a likelihood

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that malware could take place and it could wipe my servers.

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I'm going to purchase risk transference or risk insurance against this happening.

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I've transferred the risk off of my organization onto the insurance company and paid them to do so.

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I can also do risk mitigation, which we believe I've already talked about.

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Right.

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We tug in our seatbelt.

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We're providing a mitigation of risk.

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I turn my headlights on because it's storming outside.

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I've mitigated a little bit of risk by allowing other drivers to see that, hey, I'm here, my headlights

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are on.

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Let's not get into a head on collision.

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This is risk mitigation.

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In our enterprise environment, we could do the same thing.

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We could go through and say, you know what, let's turn off that telnet port.

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We don't want to deal with that.

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We only want to have SSH.

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We do network hardening to mitigate as much of the risk as possible.

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We're going to put antivirus systems on our on our client computers.

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That's risk mitigation.

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Could the malware still get in.

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Yes it could.

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We're still accepting that risk.

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But we're mitigating it by providing some antivirus software within our client machines.
