Quantify the value of Netskope One SSE – Get the 2024 Forrester Total Economic Impact™ study

fechar
fechar
  • Por que Netskope divisa

    Mudando a forma como a rede e a segurança trabalham juntas.

  • Nossos clientes divisa

    A Netskope atende a mais de 3.400 clientes em todo o mundo, incluindo mais de 30 das empresas da Fortune 100

  • Nossos parceiros divisa

    Fazemos parceria com líderes de segurança para ajudá-lo a proteger sua jornada para a nuvem.

Líder em SSE. Agora é líder em SASE de fornecedor único.

Descubra por que a Netskope estreou como líder no Quadrante Mágico™ do Gartner® para Single-Vendor SASE

Obtenha o Relatório
Destaques de clientes visionários

Leia como os clientes inovadores estão navegando com sucesso no cenário atual de mudanças na rede & segurança por meio da plataforma Netskope One.

Baixe o eBook
Destaques de clientes visionários
A estratégia de comercialização da Netskope, focada em Parcerias, permite que nossos Parceiros maximizem seu crescimento e lucratividade enquanto transformam a segurança corporativa.

Saiba mais sobre os parceiros da Netskope
Grupo de diversos jovens profissionais sorrindo
Sua Rede do Amanhã

Planeje seu caminho rumo a uma rede mais rápida, segura e resiliente projetada para os aplicativos e usuários aos quais você oferece suporte.

Receba o whitepaper
Sua Rede do Amanhã
Netskope Cloud Exchange

O Cloud Exchange (CE) da Netskope oferece aos clientes ferramentas de integração poderosas para tirar proveito dos investimentos em estratégias de segurança.

Saiba mais sobre o Cloud Exchange
Vista aérea de uma cidade
  • Security Service Edge divisa

    Proteger-se contra ameaças avançadas e com nuvens e salvaguardar os dados em todos os vetores.

  • SD-WAN divisa

    Confidentemente, proporcionar acesso seguro e de alto desempenho a cada usuário remoto, dispositivo, site, e nuvem.

  • Secure Access Service Edge divisa

    O Netskope One SASE oferece uma solução SASE nativa da nuvem, totalmente convergente e de fornecedor único.

A plataforma do futuro é a Netskope

Security Service Edge (SSE), Cloud Access Security Broker (CASB), Cloud Firewall, Next Generation Secure Web Gateway (SWG), and Private Access for ZTNA built natively into a single solution to help every business on its journey to Secure Access Service Edge (SASE) architecture.

Vá para a plataforma
Vídeo da Netskope
Next Gen SASE Branch é híbrida — conectada, segura e automatizada

Netskope Next Gen SASE Branch converge o Context-Aware SASE Fabric, Zero-Trust Hybrid Security e SkopeAI-Powered Cloud Orchestrator em uma oferta de nuvem unificada, inaugurando uma experiência de filial totalmente modernizada para empresas sem fronteiras.

Saiba mais sobre Next Gen SASE Branch
Pessoas no escritório de espaço aberto
SASE Architecture For Dummies

Obtenha sua cópia gratuita do único guia de planejamento SASE que você realmente precisará.

Baixe o eBook
Livro eletrônico SASE Architecture For Dummies (Arquitetura SASE para leigos)
Mude para serviços de segurança na nuvem líderes de mercado com latência mínima e alta confiabilidade.

Conheça a NewEdge
Rodovia iluminada através de ziguezagues na encosta da montanha
Permita com segurança o uso de aplicativos generativos de IA com controle de acesso a aplicativos, treinamento de usuários em tempo real e a melhor proteção de dados da categoria.

Saiba como protegemos o uso de IA generativa
Ative com segurança o ChatGPT e a IA generativa
Soluções de zero trust para a implementação de SSE e SASE

Conheça o Zero Trust
Passeio de barco em mar aberto
Netskope obtém alta autorização do FedRAMP

Escolha o Netskope GovCloud para acelerar a transformação de sua agência.

Saiba mais sobre o Netskope GovCloud
Netskope GovCloud
  • Recursos divisa

    Saiba mais sobre como a Netskope pode ajudá-lo a proteger sua jornada para a nuvem.

  • Blog divisa

    Saiba como a Netskope permite a transformação da segurança e da rede por meio do serviço de acesso seguro de borda (SASE)

  • Eventos e workshops divisa

    Esteja atualizado sobre as últimas tendências de segurança e conecte-se com seus pares.

  • Security Defined divisa

    Tudo o que você precisa saber em nossa enciclopédia de segurança cibernética.

Podcast Security Visionaries

O futuro da segurança: mudança quântica, inteligência artificial e macropolítica
Emily Wearmouth e Max Havey conversam com o CEO da Netskope, Sanjay Beri, e o CTO Krishna Narayanaswamy sobre o futuro da segurança.

Reproduzir o podcast Navegue por todos os podcasts
O futuro da segurança: mudança quântica, inteligência artificial e macropolítica
Últimos blogs

Leia como a Netskope pode viabilizar a jornada Zero Trust e SASE por meio de recursos de borda de serviço de acesso seguro (SASE).

Leia o Blog
Nascer do sol e céu nublado
SASE Week 2024 On-Demand

Aprenda a navegar pelos últimos avanços em SASE e confiança zero e explore como essas estruturas estão se adaptando para enfrentar os desafios de segurança cibernética e infraestrutura

Explorar sessões
SASE Week 2024
O que é SASE?

Saiba mais sobre a futura convergência de ferramentas de redes e segurança no modelo predominante e atual de negócios na nuvem.

Saiba mais sobre a SASE
  • Empresa divisa

    Ajudamos você a antecipar os desafios da nuvem, dos dados e da segurança da rede.

  • Carreira divisa

    Join Netskope's 3,000+ amazing team members building the industry’s leading cloud-native security platform.

  • Customer Solutions divisa

    Estamos aqui junto com você a cada passo da sua trajetória, assegurando seu sucesso com a Netskope.

  • Treinamento e credenciamentos divisa

    Os treinamentos da Netskope vão ajudar você a ser um especialista em segurança na nuvem.

Apoiando a sustentabilidade por meio da segurança de dados

A Netskope tem o orgulho de participar da Visão 2045: uma iniciativa destinada a aumentar a conscientização sobre o papel da indústria privada na sustentabilidade.

Saiba mais
Apoiando a sustentabilidade por meio da segurança de dados
Ajude a moldar o futuro da segurança na nuvem

Na Netskope, os fundadores e líderes trabalham lado a lado com seus colegas, até mesmo os especialistas mais renomados deixam seus egos na porta, e as melhores ideias vencem.

Faça parte da equipe
Vagas na Netskope
Netskope dedicated service and support professionals will ensure you successful deploy and experience the full value of our platform.

Ir para Soluções para Clientes
Netskope Professional Services
Proteja sua jornada de transformação digital e aproveite ao máximo seus aplicativos de nuvem, web e privados com o treinamento da Netskope.

Saiba mais sobre Treinamentos e Certificações
Grupo de jovens profissionais trabalhando

A Return to the Scene of the Crime: The Messy Role of ROI in Security Technology

Mar 04 2020

“Why would I approve this kind of investment if you cannot articulate some kind of cost reduction, an opportunity for business enablement, or return associated with more efficiently managing my existing risk exposure?”

How many times, as practitioners, have we had these conversations? Whether it is a discussion about the inherent risk of certain business practices, or the associated investment costs in people, process, and technology aimed at managing said risk, practitioners are consistently challenged with providing some measurable way to communicate the intrinsic value of those investments. 

Our colleagues in business talk ROI, return on investment, frequently, as they have been long conditioned with the need to be able to demonstrate some kind of value or return on programs, investments, initiatives, and the like. Having an approach to clearly communicate “value” in the security and risk business is absolutely critical as well. It may often be overlooked, but the functions we run are businesses within the business. We ultimately provide services to our customers that enable our businesses to function within certain tolerances for established processes, while allowing them to transform and take more risk as they build new business models. 

So what is the problem? Essentially, we are struggling with the challenge of not being able to communicate in the same language. For example, there are simple and established ways for a CEO to determine a “return on investment” for something like a new office building. Predictive measures of the value of real estate investments and the capacity increases from more efficient equipment or a new facility are relatively straightforward and are ingrained into the fabric of business. 

In our business within the business, we really are only able to manage three things associated with our investments: the effectiveness of the investment in terms of managing or reducing risk, the total cost of ownership of a given investment, and the ability to advise on the transfer of said risk in some way (i.e. insurance, etc). The challenge most of us have encountered with these three factors is that we haven’t been really good at collecting the required data and doing the calculations needed to effectively make sense of them. This is evidenced by so many programs who have effectively taken broad brush approaches to apply controls where gaps or problems exist, resulting in many cases where a $500 risk has a $100,000,000 control applied to it. This creates friction with the consumers of our services, thus creating longer-term challenges for the justification of future investments. 

Total Cost of Ownership as a Starting Point?

One area in which we can actually put some solid empirical data around is the total cost of ownership (TCO) for the processes and supporting technologies that underpin the services we provide our customers. Most of us have spent a lot of time developing metrics around all of the activities we do in support of our businesses. This metric data, along with other publicly available information, can be used to drive us towards relatively accurate ownership costs for the services and technologies we invest in. 

Take, for example, the case for determining the people costs associated with the daily analysis of incident investigations. If I know that on average my response team is spending 20% of their day on investigation activities, that I have two dedicated resources on that team, and that the fully loaded resources cost $75 per hour, I can determine that this process, from a human capital perspective, consumes a little more than 800 man-hours per year to execute and costs our business around $60,000. If I then understand the inventory of all of the technology tools needed to run these processes, I can factor in the annual cost of the supporting technology and have a pretty accurate depiction of the cost of that service. Does this, however, get me to a place where I can communicate an actual ROI? Not quite. 

The Cost of Risk?

Bruce Schneier wrote a great article on this same topic for CSO back in September 2008 that has aged very well. As it pertains to the traditional approach of putting a dollar value on risk, he posits, “The classic methodology is called annualized loss expectancy (ALE), and it’s straightforward. Calculate the cost of a security incident in both tangibles like time and money and intangibles like reputation and competitive advantage. Multiply that by the chance the incident will occur in a year. That tells you how much you should spend to mitigate the risk.” 

This “probability x impact” approach has been the method we have all tried to implement in one way, shape, or form to get some semblance of a financial indicator of the cost of the risks that we have identified and are attempting to manage. The problem, as Bruce also points out, is that the resulting data outputs from these calculations essentially work against us when talking to business leadership, and are clouded by the lack of good data we have as inputs. 

For example, If the calculated cost of a given risk is $40,000 annually and the total cost of ownership of the people, process, and technology intent on better managing or reducing that risk is the $65,000 annually, imagine what the CFO is going to want to know. How accurate is our data on the factors that go into measuring impact (actual loss, reputation, etc.) and how accurate is our data in determining the actual probability? And, even if we all agree on those numbers, how the CFO interprets and chooses to ultimately enable you to invest can obviously be influenced by these, and many other factors. In speaking to many in the industry, as well as from my own experience as a practitioner, it is often the challenge of bridging the gap in understanding. If you do not understand your organization’s true risk tolerance levels financially, you could really be fighting an uphill battle. Imagine asking for an investment to reduce what you have calculated as $10M worth of risk due to a business process with lacking controls, but the CFO considers $110M as a rounding error? Do you think you are going to get the investment you need? 

Considerations for Better Outcomes

  • Make a concerted effort to inventory and organize all the services your business within a business delivers to its customers. Spend time calculating the total cost of ownership of all of those services to transparently communicate the labor and technology costs to the business. This will enable you to begin communicating with business leadership on terms they understand and will also enable you to prioritize the future evaluation of different technologies with the aim of either providing the same service at a lower cost or providing that service in a more effective manner from the perspective of reducing or managing risk. The ability to project these TCO calculations across a 3-5 year plan in the context of “cost of risk” and “cost of control” can be a game-changer for future program investment. 
  • Get the data. Spend time getting the data associated with the problems, risks, costs, or control deficiencies you are trying to solve for. Challenge your assertions and the data you are collecting. Do we truly have real and accurate data points that enable any relevant calculation of the cost of risk? Do we have better sources of data for understanding if our evaluation of probability is accurate? Have these conversations with your business partners and gain their insights to drive towards a more holistic and business-centric outcome. (We could spend all day on this topic alone!) 
  • Spend time understanding the organizational view on risk tolerance and where those financial thresholds exist to understand those limits and how they are managed. It will likely be very eye-opening to gain that insight and will allow you to better position the things you can accurately calculate or otherwise have better data on. This will help you avoid going to the CFO’s office with the wrong message or wrong analysis, enabling more informed decision making as you analyze priority. Is there more value in reducing the cost of an expensive control where the risk is low than just adding a new control? And does it make sense to just fund the new control with the savings from the other?
  • Avoid the “pie in the sky” vendor-calculated data analysis around ROI. They are even less prepared than you when it comes to understanding the context of your organization, the probability of a given event, or your operating costs. A true “partner” should be willing to sit down and understand your TCO, understand the services that you provide today, and be able to help you articulate the following:
    • How can the proposed technology investment reduce the operating cost of an existing process or service that I deliver? (i.e. like for like but cheaper / requiring less labor, etc.)
    • How can the proposed technology investment improve the effectiveness of an existing process or servi