FEATURE


cybersecurityeurope PAGE 32 MACHINE LEARNING FRAUD PREVENTION


TACTICAL DATA


THREAT DATA FEEDS BROWSER EXTENSION,


THREAT INTELLIGENCE (TI) HAS IN RECENT YEARS DEVELOPED FROM the application of impromptu tasks in isolation across an organisation, to highly co-ordinated cyber-defensive programmes. These programmes are often driven by an array of dedicated expert teams, tools and processes that support entire enterprises and their cyber security strategies. Notwithstanding this TI evolution,


there is still no true industry-standard defi nition of TI; nor is there a standard methodology for the gathering and the analysis of insightful information about cyber threats and the likely


BRIEF DEFINITION OF REQUIREMENTS BECOMES INCLUSIVE


Defi ning foundational requirements are often used to drive TI ambits. Requirements in the TI context identify the specifi c questions or concerns a TI programme must focus on. The SANS survey


found that the number of respondent organisations that reported a formal process for gathering requirements has increased 13% from 2019 to almost 44%.


Threat Intelligence brings focus and context to cyber defensive strategies – senior execs should be directly involved in the intelligence-gathering process.


KNOWING THY ENEMIES


execution of off ensive actions. Some TI is focused on specifi c threat types, and how to calibrate technological defences to counteract them. Other applications of TI focus on fi nding out about the motivation and purposes of online adversaries. TI is increasingly inclusive. The wider its sources of threat information, the more


TI provides a thought intersection that can combine together tech considerations with facts about cyber threats to be faced.


eff ective TI is likely to be. For example, supply chain partners should be connected into the data gathering loop. As highlighted in Cyber Security Europe’s Autumn 2019 feature ‘Threats That Think’, senior executives should also be integral the Threat Intelligence lifecycle. Even conversational catch-ups between executives


B


OPERATIONAL MANAGE


STRATEG


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