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PCBB Banc Investment Daily August 12, 2015
Banc Investment Daily
August 12, 2015

The Demise Of HitchBOT

We read with sadness last week about the little hitchhiking robot named hitchBOT. It had successfully traveled through Germany, the Netherlands and 3,700 miles across Canada, but then met its demise in Philadelphia where someone destroyed it. The child-sized robot wearing yellow Wellington boots would sit by the side of the road with its destination clearly displayed (San Francisco or Bust!) and rely on people across the world to pick it up and carry it in their cars, on their bicycles (in Holland) or by any other means to assist it on its way. This was a social experiment by Canadian researchers and along the way, the little bot talked to the people who transported it, sent pictures home via a 3G connection and carried a GPS tracking device. HitchBOT had more than 100K followers on Facebook and won the hearts of many who took selfies with it and generally took pride in assisting it on its journey. That is, until someone felt compelled to destroy it.
Bankers may sometimes feel like their efforts at managing cyber security are as vulnerable as a little robot sitting by the side of the road. To help in this regard, FFIEC recently issued a document entitled "Cybersecurity Assessment Tool and User's Guide" to assist institutions in identifying their risks and assessing preparedness. Almost every bank has cyber security policies and procedures in place already and most have come to the conclusion that it's more a matter of when than if a data breach will occur. Therefore most are focusing on what happens once a security breach occurs. The FFIEC guide attempts to quantify and standardize this and gives banks the backup evidence that they took all the right steps, or could also show that a bank didn't take appropriate steps to mitigate risk.
So what does the guide add to the assessment process? Like BSA/AML, there are two levels of assessment - identify potential risk and then assess the specific controls and practices that are in place to mitigate that risk. The Guide calls the latter part the "Cybersecurity Maturity Level".
There are five categories that make up the identification of an institution's risk profile: (1) Technologies and Connection Types - wired vs. wireless, outsourced vs. internally hosted, cloud services etc, (2) Delivery Channels - online, mobile versus in-branch, (3) Online/Mobile Products and Technology Services - cards, P2P, fiduciary services, merchant services and global remittances, (4) Organizational Characteristics - number of employees, locations and IT considerations, and finally (5) External Threats - phishing and external attacks.
Once the risks in these areas are identified, then the institution should look at its Cybersecurity Maturity Level for 5 areas: (1) Cyber Risk Management and Oversight - the development and oversight of the enterprise-wide cybersecurity program including employee training efforts, (2) Threat Intelligence and Collaboration - identify, monitor and communicate threats to employees and vendors, (3) Cybersecurity Controls - preventative actions, (4) External Dependency Management - this is a big one for community banks in that typically there is high dependency on outside providers - oversee and manage all third parties with due diligence, ongoing monitoring and written agreements, and finally (5) Cyber Incident Management and Resilience - business continuity and disaster recovery plans - their planning, testing and implementation.
As with any risk mitigation program, the process should be ongoing and should change with the addition of new products or services, new technology and the identification of new risks. The guide can be found here.
Perhaps it was na?ve of the researchers to believe that a friendly little robot could travel unmolested everywhere. If the scientists had placed a bit more risk mitigation effort into the planning, like a stinging laser in the case of hostile attack, then perhaps hitchBOT would still be making its way around the country. For bankers at least, the regulatory community clearly feels banks must improve planning, so they have stepped up efforts to clarify expectations.