Home > Disruptive Innovation > Security and Disruptive Innovation Part I: The Setup

Security and Disruptive Innovation Part I: The Setup

Embraceinnovation
As a follow-on to my post on security and innovation here, I’m going to do a series based upon my keynote from ISD titled "Why Security Should Embrace Disruptive Technology" with a brief narrative of each slide’s talking points

The setup for the the talk was summarized nicely:

IT departments have spent the last 10+ years enabling users by delivering revolutionary technology and
delegating ownership and control of intellectual property and information
in order to promote agility, innovation and competitive advantage on
behalf of the business. Meanwhile IT Security has traditionally
focused on reigning in the limits of this technology in a belated
compliance-driven game of tug-of-war to apply control over the same sets
of infrastructure, intellectual property and data that is utilized freely
by the business.
  Christofer Hoff, chief architect for Security Innovation at Unisys and
former Security 7 winner, will highlight several areas of emerging and
disruptive technologies and practices that should be embraced, addressed,
and integrated into the security portfolios and strategic dashboards of
all forward looking, business-aligned risk managers. Many of these topics
are contentious when discussing their impact on security:
          
      

  • Outsourcing of Security
  • Consumerization of IT
  • Software as a Service (SaaS)
  • Virtualization
  • De-perimeterization
  • Information Centricity
  • Next Generation Distributed Data Centers

Hoff will discuss what you ought to already have thought about and how to
map these examples to predict what is coming next and explore this
classical illustration of the cyclical patterns of how history, evolving
business requirements, technology and culture repeatedly intersect on a
never-ending continuum and how this convergence ought to be analyzed as
part of the strategic security program of any company.

I will be highlighting each of the seven examples above as a series on how we should embrace disruptive innovation and integrate it into our strategic planning process so we can manage it as opposed to the other way around.  First the setup of the presentation:

1. What is Innovation?

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Innovation can simply be defined as people implementing new ideas to
creatively solve problems and add value. 

How you choose to define
"value" really depends upon your goal and how you choose to measure the
impact on the business you
serve.

Within the context of this discussion while there is certainly technical innovation in the security field — how to make security "better," "faster," or "cheaper," rather than focus on the latest piece of kit, I’m interested in exploring how disruptive technologies and innovative drivers from the intersection of business, culture, and economics can profoundly impact how, what, why and when you do what you do.

We are going to discuss how Security can and should embrace disruptive technology and innovation in a formulaic and process-oriented way with the lovely side effect of becoming more innovative in the process.

2. What is Disruptive Technology/Innovation?

Isd2007008Clayton Christensen coined this term and is known for his series of work in this realm.  He is perhaps best known for his books: The Innovator’s Solution and The Innovator’s Dilemma.

Christensen defined disruptive technology/innovation as "a technology, product or service
that ultimately overturns the dominant market leader, technology or
product."

This sort of event can happen quickly or gradually and can be
evolutionary or revolutionary in execution.  In many cases, the
technology itself is not the disruptive catalyst, but rather the
strategy, business model or marketing/messaging creates the disruptive
impact.  It can also be radical or evolutionary in nature.

3. Examples of Disruptive Technology

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Here are some examples from a general technology perspective that highlights disruptive technologies/innovation.

Mainframe computing was disrupted by mini computers and ultimately client-server desktop computing.  Long distance telephony was been broadly impacted by Internet telephony such as Skype and Vonage.  Apple’s iTunes has dramatically impacted the way music is purchased and enjoyed.  The list goes on.

The key takeaway here is that the dominant technologies and industries on the left often times didn’t see the forces on the right coming and when they did, it was already too late.   What’s really important is that we find a framework and a process by which we can understand how disruptive technology/innovation emerges.  This will allow us to try and tame the impact and harness disruption positively by managing it and our response to it.

4. Technology Evolution: The Theory of Punctuated Equilibrium

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I’m a really visual person, so I like to model things by analogy that spark non-linear connections for me to reinforce a point.  When I was searching for an analogy that described the evolution of technology and innovation, it became clear to me that this process was not linear at all.

Bob Warfield over at the SmoothSpan blog gave me this idea for an evolution analogy called the Theory of Punctuated Equilibrium that describes how development and evolution of reproducing species actually happens in big bursts followed by periods of little change rather than constant, gradual transformation.

This is really important because innovation happens in spurts and is then absorbed and assimilated, but forecasting the timing of these events is really important.

5.  Mobius Strips and the Cyclic Security Continuum (aka the Hamster Wheel of Pain)

Isd2007012 If we look at innovation within the Information Security space as an example, we see evidence of this punctuated equilibrium distributed across what appears to be a never ending continuum.  Some might suggest that it’s like a never-ending Mobius strip.

Security innovation (mostly in technology) has manifested itself over time by offering a diverse set of solutions for a particular problem which ultimately settles down over time with solution conformity and functional democratization.  A classic example is NAC or DLP; lots of vendors spool up in a frenzy and ultimately thin down when the problem becomes defined and solution diversity thins.

Warfield described this as a classic damped oscillation where big swings in thinking ultimately settle down until everything looks and sounds the same…until the next "big thing" occurs.

What is problematic, however, is when we have overlays of timing curves of technology, economics, business requirements and culture.  Take for example the (cyclic) evolution of compute models: we started with the mainframe which were displaced my minis, desktops and mobile endpoints.  This changed the models of computing and how data was produced, consumed, stored and managed.

Interestingly as data has become more and more distributed, we’re now trending back to centralizing the computing experience with big honking centralied virtualized servers, storage and desktops.  The applications and protocols remain somewhere in between…

So while one set of oscillations are dampening, another is peaking.  It’s no wonder why we find it difficult to arrive at a static model in a dynamic instance.

6. Using Projections/Studies/Surveys to Gain Clarified Guidance

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Trying to visualize this intersection of curves can be very taxing, so I like to use industry projections/surveys/studies to help clear the fog. Some folks love these things, others hate them.  We all use them for budget, however ;)

I like Gartner’s thematic consistency of their presentations, so I’m going to use several of their example snippets to highlight a more business-focused logical presentation of how impending business requirements will drive innovation and disruptive technology right to your doorstop.

As security practitioners we can use this information to stay ahead of the curve and not get caught flat-footed when disruptive innovation shows up because you’ll be prepared for it.

7. What CIO’s see as the Top 10 Strategic Technologies for 2008-2011

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Gartner defines  a strategic technology as  "…one with the potential for significant impact on the enterprise in the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment, or the risk of being late to adopt."

Check out this list of technologies that your CIO has said are the technology categories that will provide significant impact to their enterprise.  How many of them can you  identify as being addressed in alignment to the business as part of your security strategy for the next three years?

Of the roughly 50 security professionals queried by me thus far, most can only honestly answer that they are doing their best to get in front of at most 1 to 2 of them…rot roh.

8. What those same CIO’s see as their Top 10 Priorities for 2007

Isd2007015 If we drill down a level and investigate what business-focused priorities CIO’s have for 2007, the lump in most security manager’s throats becomes bigger.

Of these top ten business priorities, almost all of those same 50 CISO’s I polled had real difficulty in demonstrating how their efforts were in alignment to these priorities, except as a menial "insurance purchase" acting as a grudge-based cost of business.

It becomes readily apparent to most that being a cost of business does not put one in the light of being strategic.  In fact, the bottom line impact caused by the never-ending profit draining by security is often in direct competition with some of these initiatives.  Security contributing to revenue growth, customer retention, controlling operating costs?

Whoops…

9. And here’s how those CIO’s are investing their Technology Dollars in 2007…

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So now the story gets even more interesting.  If we take the Top 10 Strategic Technologies and hold that up against the Top 10 CIO Priorities, what we should see is a business-focused alignment of how one supports the other.

This is exactly what we get when we take a look at the investments in technology that CIO’s are making in 2007.

By the way, last year, "Security" was number one.  Now it’s number six.  I bet that next year, it may not even make the top ten.

This means that security is being classified as being less and less strategically important and is being seen as a feature being included in these other purchase/cost centers.  That means that unless you start thinking differently about how and what you do, you run the risk of becoming obsolete from a stand-alone budget perspective.

That lump in your throat’s getting pretty big now, huh?

10.  How Do I Start to Think About What/How My Security Investment Maps to the Business?  Cajun Food, Of Course!

Isd2007017 This is my patented demonstration of how I classify my security investments into a taxonomy that is based upon Cajun food recipes.

It’s referred to as "Hoff’s Jumbalaya Model" by those who have been victimized by its demonstration.  Mock it if you must, but it recently helped secure $21MM in late-stage VC funding…

Almost all savory Cajun dishes are made up of three classes of ingredients which I call: Foundational, Commodities and Distinguished.

Foundational ingredients are mature, high-quality and time-tested items that are used as the base for a dish.  You can’t make a recipe without using them and your choice of ingredients, preparation and cooking precision matter very much. 

Commodity ingredients are needed because without them, a dish would be bland.  However, the source of these ingredients is less of a concern given the diversity of choice and availability.  Furthermore, salt is salt — sure, you could use Fleur de Sel or Morton’s Kosher, but there’s not a lot of difference here.  One supplier could vanish and you’d have an alternative without much thought.

Distinguished ingredients are really what set a dish off.  If you’ve got a fantastic foundation combined with the requisite seasoning of commodity spices, adding a specific distinguished ingredient to the mix will complete the effort.  Andouille sausage, Crawfish, Alligator, Tasso or (if you’re from the South) Squirrel are excellent examples.  Some of these ingredients are hard to find and for certain dishes, very specific ingredients are needed for that big bang.

Bear with me now…

11. So What the Hell Does Jambalaya Have to Do with Security Technology?

Isd2007018 Our recipes for deploying security technology are just like making a pot of Jambalaya, of course! 

Today when we think about how we organize our spending and our deployment methodologies for security solutions, we’re actually following a recipe…even if it’s not conscious.

I’m going to use two large markets in intersection to demonstrate this.  Let’s overlay the service provider/mobile operator/telco. market and their security needs with that of the common commercial enterprise.

As with the Cajun recipe example, the go-to foundational ingredients that we based our efforts around are the mature, end-to-end, time-tested firewall and intrusion detection/prevention suites.  These ingredients have benefited from decades of evolution and are stable, mature and well-understood.  Quality is important as is the source.

In the case of either market space, short of scaling requirements, the SP/MSSP/MO/Telco and Enterprise markets both utilize common approaches and choices to satisfy their requirements.

Both markets also have many common overlapping sets of requirements and solution choices for the commoditizing ingredients.  In this case, except separated by scale and performance, there’s little difference the AV, Anti-Spam, or URL filtering functionality offered by the many vendors in the pool who supply these functions.  Vendor A could go out of business tomorrow and for the most part, Vendor B’s product could be substituted with the same functionality without much fuss.

Now, when we look at distinguished "ingredients," this is where we witness a bit of a divergence.  In the SP/MSSP/MO/Telco space, they have very specific requirements for solutions that are unique beyond just scale and performance.  Session Border Controllers and DDoS tools are an example.  In the enterprise, XML gateways and web application firewalls are key.  The point here is that these solutions are quite unique and are often the source of innovation and disruption.

Properly classifying your solutions into these categories allows one to demonstrate an investment strategy inline with the value it brings.  Some of these solutions start off being distinguished and can either become commoditzied quickly or ultimately make their way as features into the more stable and mature foundational ingredient class.

Keep this model handy…

12.  Mapping the Solution Classes (Ingredients) to a Technology/Innovation Curve: The Hype Cycle!

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So, remember the Theory of Punctuated Equilibrium and it’s damped oscillation visual?  Check out Gartner’s Hype Cycle…it’s basically the same waveform.

I use the Hype Cycle slightly differently than Gartner does.  The G-Men use this to demonstrate how technology can appear and transform in terms of visibility and maturity over time.  Technology can appear almost anywhere along this curve; some are born commoditized and/or never make it.  Some take a long time to become recognized as a mature technology for adoption.

Ultimately, you’d like to see a new set of innovative or disruptive solutions/technologies appear on the left, get an uptake, mellow out over time and ultimately transform from diversity to conformity.  You can use the cute little names for the blips and bunkers if you like, but keep this motion across the curve top of mind.

Now, I map the classifications of Foundational, Commodities and Distinguished across this map and lo and behold, what we see is that most of the examples I gave (and that you can come up with) can be classified and qualified across this curve.  This allows a security manager/CISO to take technology hype cycle overlays and map them to an easily demonstrated/visualized class of solutions and investment strategies that also can speak to their lifecycle.

The things you really need to keep an eye on from an emerging innovation/disruption perspective are those distinguished solutions over on the left, climbing the "Technology Trigger" and aiming for the "Peak of Inflated Expectations" prior to sliding down to the "Trough of Disillusionment."  I think Gartner missed a perfect opportunity by not including the "Chasm of Eternal Despair" ;)

We’re going to talk more about this later, but you can essentially take your portfolio of technology solutions and start to map those business drivers/technologies prioritized by your CIO and see how you measure up.  When you need to talk budget, you can easily demonstrate how you’re keeping pulse with the dynamics of the industry, managing innovation and how that translates to your spend and depreciation cycles. 

You shore up your investment in Foundational components, manage the Commodities over time (they should get cheaper) and as business sees fit, put money into incubating emerging technologies and innovation.

Up Next…Some Really Interesting Examples of Disruptive Technology/Innovation and how they impact Security…

Categories: Disruptive Innovation Tags:
  1. November 8th, 2007 at 09:19 | #1

    BAM!!!
    Excellent posting and excellent analogy, Chris!

  2. November 8th, 2007 at 09:26 | #2

    ;)
    Thanks, Shrdlu. It's funny how many times I've done that pitch over the last couple of years and how it resonates. It seems everyone in Security is a Foodie…
    /Hoff

  3. November 8th, 2007 at 10:44 | #3

    Not only that, but everyone has a Best Practice Recipe that differs slightly from everyone else's, and they swear that theirs is the One True Recipe and it's just not as good unless they use it … ;-)

  4. November 8th, 2007 at 13:12 | #4

    Really nice. I think I'll go find a job selling business intelligence applications now.

  5. November 9th, 2007 at 09:00 | #5

    Great stuff. You are so right about the leash being dragged along with the dog.
    I would point out however that I think Schumpeter actually coined the phrase "Disruptive Innovation" but he called it "Creative Destruction"

  6. November 9th, 2007 at 09:46 | #6

    @Roger:
    I like that a lot actually and should have thought on how to include Schumpeter's notion of "destruction" and elements such as Kondratieff's long-wave cycle as they would have made for even more compelling visuals.
    Thanks very much for the inspiration, I think I'll use it!
    /Hoff

  7. November 11th, 2007 at 08:52 | #7

    Hi Hoff,
    Where's the data on slides 7-9 from? How do you know what my CIO is investing in?
    PS: no snarking on *my* CIO.

  8. November 11th, 2007 at 09:57 | #8

    @Adam:
    Why from the source of all infallible security knowledge, Adam…as the slide is clearly titled: Gartner ;) EXP2007, to be specific.
    Obviously I wasn't being literal; the slides are there to paint
    a picture, but given the number of folks I've spoken to, they're
    pretty darned close to reality…
    CIO? You have a CIO? ;)
    /Hoff

  9. November 11th, 2007 at 10:11 | #9

    Sorry, was that gartner's suggestion of what should be, or their survey of what is? (Or don't they distinguish?)

  10. November 12th, 2007 at 06:15 | #10

    Sampled Survey of 1400 CIO's: http://www.gartner.com/it/page.jsp?id=501189
    /Hoff

  11. February 12th, 2008 at 11:50 | #11

    Hey Chris,
    Is there any way to get an actual slide deck of this (e.g. in PDF)?

  12. February 12th, 2008 at 12:38 | #12

    @Anton:
    You bet: http://www.packetfilter.com/presentations/Hoff-IS
    I don't know why it came out so huge on the export, but it's ~14MB :(
    Enjoy.

  13. July 16th, 2008 at 12:31 | #13

    Wow! What an interesting way of explaining things.

  14. October 22nd, 2009 at 09:38 | #14

    I explained that the mechanisms for appeal did not include instructor whim. ,

  1. July 17th, 2010 at 10:25 | #1