Security Models Organizations Must Pay Attention To

Security Models Organizations
Security Models Organizations

Security Models Organizations Must Pay Attention To: Many organizations focus on security efforts by executing “best practices” for current issues. This results in distrust between business leaders and the security organizations, proving low efficiency for the businesses as the security efforts are relatively expensive. 

The foremost priority of security organizations is to identify the risks, promote the appropriate trade-off decisions, suggest responses to the risk, and provide a string of sights for the performance and execution of these risk responses. 

A security model encourages this approach and utilizes a risk-based system for identifying and prioritizing risk-relieving efforts. The core of a security model is a collaborative and continuous improvement process organized to sustain the controls which endure the business.

A security operating model includes the following segments. 

The security leadership delivers a clear and precise vision of desired security abilities and blending of people, process and technology enablers through the security operating model.

1. Control Framework 

A security policy based on a control framework delivers guidance and structure for applying the best practices and targeting gaps in potential security coverage. This ensures that the business is thinking gravely about its security performance. Alignment and partnership are the two keys that deliver continuous and efficient operations.

Benefits of Security Control Framework.

  • It grows and develops employees 
  • It builds diverse leadership 
  • It ensures that the firm’s operations and processes are unbiased 
  • It creates leadership that is responsible for building and maintaining an inclusive environment 

2. Risk-based Business plan. 

The risk-based business plan functionalizes your security strategies by translating business security strategies and concepts into practical actions. The business plan aligns with the overall business model and combines with stakeholders’ objectives and goals. The four essential building blocks of the business plan are:

  1. Security risk assessment and treatment plan: It allows a business to comprehend the residual security risk the company is acknowledging for the implementation of the security control framework, core function performances and control compliance metrics 
  2. Capability maturity: It utilizes an industry-based maturity model inspection, which helps identify the maturity level of cybersecurity and physical security that defines target achievement status.

III. Performance gaps: It operates performance metrics to provide security organizations and their stakeholders with an adequate understanding of their control performance for supporting individual strategic objectives.

  1. Scope Control: It uses risk to determine required changes. Additionally, the control scope is developing by applying a more significant subset of assets like infrastructure control systems or the cloud.

3. Critical Security Functions

Critical security functions organize ownership and responsibility and mention the decisions on how the organization will commence its business. Management then uses them for the company’s improvement, innovation and performance. When properly established, security functions possess the power of:

  • Driving security change and improvements 
  • Streamlining, standardizing, and securing the process, and 
  • Navigating performance, innovation and improvement 

4. Tiered Security Metrics 

Security metrics are difficult to understand the fitness of the function and give a clear picture of the security organization. The key to considering performance is measuring something impactful and then continuously improving and challenging it. 

A tiered security metrics program is organized from the top down to support security objectives and goals. Broader operational metrics are the foundational routine metrics that can be aggregated at the strategic and functional levels to help the business security risk-reducing goals. Security goals must be limited, meaningful, specific and have context.

5. Oversight & Management Controls 

Oversight and management control ensure that performance meets expectations. Management oversight ensures that everything is tied together and is limited under the continuous improvement spiral. At last, the results will deliver a clear view of the adoption of the controls framework, challenging the scope, informing the governance structure and leading to the gap and risk of the announced initiatives for including it into the business plan. 

Key Factors 

  • Performance Metrics / Goals- 

Implementing, monitoring and developing an extensive set of core performance metrics will enable core function expectations to identify gaps and navigate directions or adverse trends.

  • Self-Assessments- 

A self-assessment plan is advanced and reviewed at the start of each year and is determined based on present performance, knowledge gaps between current and desired performance and redefining the strength and deficiencies.

  • Management Review Meetings 

Management meetings are scheduled regularly to deliver management oversight of organizational performance, supporting continuous improvement and identifying learning opportunities.  

  • Corrective Action Program 

CAP is a common approach for the resolution, which delivers a list of risk-based issues, an instrument for tracking all corrective actions and investigating and resolving problems. 

  • Peer Groups 

Peer groups communicate repeatedly and meet regularly to analyze core performance metrics, identify gaps, and propel continuous advancement in core function and support.


A security operating model balances risks involved in the organization by the expectations and navigates the decisions about where to invest the security resources. 

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