Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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Riverbed CEO Rich McBee: 'We've Returned To Their Roots'

‘The company is stable and performing today. During the period of the restructuring, the company wasn't any of those things,’ says Riverbed CEO Rich McBee, who shared how the firm is now laser-focused on its core specialties.

ARTICLE TITLE HERE

No More ‘Bouncing Around’

Network and application performance vendor Riverbed has, by its own admission, bounced in and out of various networking businesses over the last few years, leaving customers and partners confused about the firm’s long-term strategy. But Riverbed CEO Rich McBee, who took over at the helm as the company's leader in October, has been working hard to trim the business down to its core WAN optimization, SD-WAN and application acceleration focus.

The San Francisco-based company earns nearly 90 percent of its revenue through the channel, so partners are “wildly important” to Riverbed, McBee said. With that in mind, the company unveiled its new sales strategy to the channel in-person in January during its annual sales kickoff, an event partners hadn’t been invited to for nearly five years.

And Riverbed’s reconfirmed commitment to the channel and streamlined, simple strategy is starting to pay off. McBee sat down with CRN to talk about the firm’s 2019 restructuring, how it’s going after the competition, and what partners can expect. What follows are excerpts from the conversation.

Riverbed has entered and exited several markets in recent years. What is your strategy for the company now that you're more than 100 days into the job as CEO?

A lot has happened over the last few years. I think part of that is we've returned to their roots as a company. One of the things I found when I got to Riverbed is that there were a lot of things going right. But I think it was a little bit fragmented in terms of focus. That's one thing that we've really worked on -- focusing back on their core network performance, application performance, and visibility into networks and applications. Over the last five years, I think that there's been a lot of forays into different things, but today, I can tell you today that Riverbed is a hyper-focused company, specifically on performance and visibility of networks and applications.

We have four pillars to their strategy. The first one is around WAN Optimization and it's an area where we've always been strong. We're going through a refresh now, which is a great opportunity for their channel partners. From their WAN optimization, we've moved to SaaS acceleration and they have a great new set of capabilities that we're introducing into the market around accelerating SaaS. One of the highlight applications and one they really do well, is Office 365, which is a big issue because people are running into speed and latency issues. The third pillar of their strategy is around network performance management. We've always been a leader in that space, and they continue to focus on that as a big piece of their revenue. It's a great product for their channel partners because it's very sticky for those that have managed services. The fourth piece of their strategy is around the software-defined WAN. They have a great partnership with Versa Networks and they take that product to market with their channel partners and also some of their largest service providers.

What did 2019’s restructure of the firm accomplish?

I think there’s a couple things. First, the company is stable and performing today. During the period of the restructuring, the company wasn't any of those things. They had high potential, but a lack of focus. The layoffs were because they were getting out of some businesses. They were doing a lot of things, but they weren't doing a few of those things really great.

Now we're in a growth mode. I think part of part of the challenge that riverbed had was there were a lot of extra resources focused on things that weren't core to the company. Those were taken out and now I think the company is really poised for the future. We're really focused on delivering profitable growth. We're seeing their sales organization is selling the four pillars and seeing good performance in their network performance management, SD-WAN, and SaaS acceleration. They expect WAN optimization to be in a slight decline.

We've got this really great company alignment which didn't exist before. And they did it pretty fast. I also took their customer support organization and put that all in one channel organization. I simplified all selling -- both pre-sales and post-sales support is in the same organization, so it gives us a lot more speed. What we've really done is try to destroy as many silos as they could. We're all focused on the same thing, and they are seeing the benefits of that.

Is Riverbed making any changes to its channel program as the company works on returning to its roots?

We have the Riverbed Rise program, which has been really well-received in the market. Every year, they take a [look at] what do they need to make sure that they modernize, so that the program is simple, flexible, and drives possibilities for their partners. For example, this year in 2020, they have a new set of dividends or credits for their channel partners around the refresh and trade-up deals. As I said, one of the pillars of their strategy is to refresh this large installed base. We've aligned credits for people that have [are doing] refreshes and incentivizing them and monetarily rewarding them for refreshing that base. That's one of the tweaks that they made this year in the program.

What trainings and certifications is Riverbed offering for partners today?

We have really good training for their own people, and I think their training for their channel partners has been kind of spotty. They have a large sales force to augment their channel partners. Partners are realizing that their customer base wants them to add more value, so one of the big changes they did in their sales kickoff this year is that they made a couple of commitments. First of all, that their channel was there. Second of all, that they were getting the same, transparent training that we're giving their account managers. Third was the commitment that they made that said; ‘Look, we're not going to train ourselves and then sometime after the future, train the channel. We're going to train simultaneously.’

What they need from the channel is to actively participate in this training. And I can say, since we've launched that in early January, the feedback has been very good, the participation has been excellent, and the interest has been very high. [We wanted to] make sure that we're giving the same training so that [partners] are credible in front of the customer base. I think part of what’s been very positive for their channel is over the past several years, Riverbed has been in and out of businesses -- kind of half in half out. I think their channel and their customers have had a hard time trying to say who Riverbed is this week. Now, they are rifle-shot focused on their strategy. And the nice part about it is I've heard a lot of people say, this strategy, the focus with four pillars, is not only exactly the right thing for the market, but it's the right thing for Riverbed.

How is Riverbed competing against the competition today?

The key thing when they think about the four pillars of their strategy is it all works on the same appliance. They have WAN optimization competitors and network performance management competitors, and they basically no competitors for SaaS acceleration. But nobody can run on the same appliance. That's the key differentiator for us.

For their channel partners, one of the things that we're working with them on is telling them; ‘Look, they have a massive install base – we’ve got over 300,000 Steelheads out there, the classic WAN opt appliance – and they have tens of thousands of customers. So, go back out, refresh those because they have a new generation of their WAN optimization product, and then start to sell them on SaaS acceleration and lastly, their SD-WAN capability, which has really resonated well with customers. We're really getting great traction around this very simplified strategy of returning to their roots around visibility of performance and network applications.

Is Riverbed thinking about making any acquisitions soon to round out its portfolio?

If you think about the four pillars, they own optimization, and we're great at SaaS acceleration, so they can run that play. I think in the network performance management market, there's a lot of players in there today -- the major players, such as us -- and I think that market is ripe for consolidation at some point. They just keep adding micro features that used to be a company specialty into their core solution, so that's why I think their growth is very strong in that segment. I think with SD-WAN, they want to see that play out for a while. It has about 65 players, and there is no defined standard at this time. I think that that one would be one that they would sit back and watch.

If you were to see us do anything, maybe a small technology bolt-on, or maybe network performance management, and we'll keep an eye on the other ones. Right now, I'm just totally focused on the company's performance and they don't have any technical deficit or holes in their portfolio. We’ll always have an ear to the market, but for 2020, not a major consolidation.

What’s your message to partners right now?

The channel has to modernize like we're modernizing. They have to have a plan to go from the traditional, on-premise [environment] to cloud. They have to have a plan to make that transition with their customers, because their customers are their customers, and the ones that are not making that transition are going to get left and that's going to put us at risk of getting left behind. Channels are a critical part of Riverbed’s go forward market strategy.


Riverbed Technology

About Riverbed Technology

Riverbed Technology, Inc. develops applications, websites, networks, data centers, the cloud, and remote offices. It offers visibility, intelligent optimization, and simplified control for all applications. The firm's solutions include application performance monitoring, network performance monitoring, end-to-end performance management, hyper-converge branch, wide area network optimization and hybrid wide area network. The company was founded by Jerry M. Kennelly and Steven McCanne in May 2002 and is headquartered in San Francisco, CA.

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Warum sind Cyberrisiken so schwer greifbar?

Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyber­attacken werden nur selten publiziert.

Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schaden­szenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

Nicht kriminelle Ursachen

Höhere Gewalt

Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

Menschliches Versagen/Fehlverhalten

Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

Technisches Versagen

Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

Kriminelle Ursachen

Hackerangriffe

Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

Physischer Angriff

Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hacker­angriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.

Erpressung

Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hacker­angriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:

Cyber-Kosten:

  • Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
  • Krisenkommunikation / PR-Maßnahmen
  • Systemverbesserungen nach einer Cyber-Attacke
  • Aufwendungen vor Eintritt des Versicherungsfalls

Cyber-Drittschäden (Haftpflicht):

  • Befriedigung oder Abwehr von Ansprüchen Dritter
  • Rechtswidrige elektronische Kommunikation
  • Ansprüche der E-Payment-Serviceprovider
  • Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
  • Vertragliche Schadenersatzansprüche
  • Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
  • Rechtsverteidigungskosten

Cyber-Eigenschäden:

  • Betriebsunterbrechung
  • Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
  • Mehrkosten
  • Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
  • Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
  • Cyber-Erpressung
  • Entschädigung mit Strafcharakter/Bußgeld
  • Ersatz-IT-Hardware
  • Cyber-Betrug