How can you create a robust incident response plan for network security?

First before going into the plan, we need to identify what is our Network Security Level. Always, as organization we need to quote out of 100. By doing regular Network Security Assessments or Penetration Testing we could identify the what is our Network Security Score. Once, we are done with Assessment and Score, now we can assign and confirm the Who on what that are going to works, if any incident Occurs. Most of the organization are very good in planning but there is some flaw on workflow aspect. Once incident occurs there should be proper workflow on incident team to make the incident to be resolved!

The above suggests an organization's critical assets are defined by the risks. By extension, as the risks change so do the critical assets change. This makes no sense. Starting by identifying potential risks to the network is, unfortunately, a typical IT perspective. All risk assessments should start with understanding the organization's vision, strategy, and critical operational assets. Now you start making informed decisions on identifying the organization's critical assets. These are not limited to IT systems and software. You may have manufacturing technology that is considered critical to revenue resilience.

Creating a robust incident response plan for network security involves thorough preparation and coordination. Start by identifying potential threats and vulnerabilities, then establish clear protocols for detection and containment. Regularly test and update the plan to ensure its effectiveness. Remember to involve key stakeholders and communicate effectively during an incident.

Again, this is a faulty approach. It is another typical IT approach. SIR teams must include senior leaders, directors, operations managers, strategic communicators, and key operations people as a start.

Defining procedures has to start with the organization's leadership. They should be included in the strategic framework and model of a security incident response plan. Starting with IT is a faulty idea. Leadership, not IT, should be prepared to make the critical calls that impact the organization. IT builds their SIR plan around leadership's organizational priorities.

Good ideas of the needed elements. However, a strategic communicator (SC) can take most of these tasks. This includes creating and delivering messaging to internal and external stakehoders. Leadership and IT can inform the SC on what she or he needs to know.

All good and true. Senior operational leadership must be included in updating the plan with the latest changes to organizational priorities. IT likely does not have the bandwidth of knowledge and understanding of the business perspective that leadership has to offer the team.

-🛡 Set up regular, scheduled simulations that mimic a variety of potential security incidents. These should range from common threats to complex, multi-vector attacks to ensure your team is prepared for diverse scenarios. - 📋 Involve all relevant stakeholders in these simulations is crucial. This includes not just your IT and security teams, but also communication, management, and any operational personnel who would be involved in responding to a real incident. - 🔄 Conduct a thorough debriefing session after each simulation. Here, gather all participants to discuss what went well and what didn’t. - It’s also effective to document 📝 every test outcome and adjustment made to the plan.