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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Avaya CEO Alan Masarek: ‘I’m Not Sure There’s Anyone’s Balance Sheet I Would Trade Places With’

Avaya is putting its bankruptcy behind it as the UC giant uses its strengthened balance sheet and capital structure to ‘go on offense,’ CEO Alan Maserek tells CRN ahead of Avaya ENGAGE 2023.


Avaya Holdings Corp. wants partners and customers to know that it’s back and here to stay, the company’s CEO Alan Masarek told CRN.

The unified communications giant in February filed for Chapter 11 bankruptcy protection in federal court in Texas following months of speculation of a bankruptcy declaration following Avaya’s 2022 cloud subscription accounting problems that led to substantial earnings and revenue target misses. Avaya emerged from bankruptcy in May and went from financial weakness to “genuine financial strength,” Masarek said.

“It’s to the point that I’m not sure there’s anybody’s balance sheet I would trade places with,” he said. “Think about it this way: they now have a balance sheet and capital structure that gives us strength and enables us to go on offense.”

[Related: Revamped Avaya Roadmap Orbits Around Cloud, Experience Platform]

Avaya is kicking off its annual event, Avaya ENGAGE, this week by putting its financial issues in the rear-view mirror. Alongside its financial restructuring, the firm has been carrying out a business restructure at the same time related to product strategy and go-to-market as it continues to place its bets on its omnichannel Avaya Experience Platform (AXP), the “North Star” of its cloud strategy.

AXP both addresses demand for all-in-one for contact center as-a-service (CCaaS) solutions, while balancing the needs of its massive install base of customers that includes both cloud-based and on-premises communications, Masarek said. “We’re the largest in the world in contact center and contact center is sort of the heart, lung and liver of customer experience, so that puts us in a very favorable position — one out of every three [contact center] agents on the planet uses Avaya,” he added.

Avaya is still the largest premise-based UC provider on the market, which lets channel partners transition or even partially transition customers to the cloud based on their requirements, no rip and replace necessary, according to the company.

It’s important because some of the largest enterprises and government agencies — of which Avaya counts many recognizable brands as customers, including the likes of Barclays, UPS, and the U.S. Social Security Administration — need to keep at least part of their communications on-premises, Masarek said.

“The smaller companies might be going directly to the public cloud. But for the biggest companies, healthcare institutions and governmental agencies in the world, the cloud journey is much more slow and gradual and typically deliberate because of the risk of ripping out that very mature plumbing that’s bespoke throughout their environment — they don’t want to do that,” he said.

But at the same time, these same organizations are growing increasingly more interested in the chat and social features that the experience platform can offer, paired with premise-based voice. It’s what Masarek calls “innovation without disruption.”

“You can stay on-prem, you can move all the way to multitenancy cloud, or you can take the baby steps in between where you keep the prem[ise]-based infrastructure, then you add maybe one channel at a time. It’s up to you, choose your journey,” he said.

Bloomington, Minn.-based solution provider ConvergeOne is helping its mid-market and large enterprise clients “thoughtfully” modernize and migrate to the cloud. Some of its clients are a little bit further ahead in their cloud journeys, while others have started to dabble, said Kathy Sobus, senior director of go-to-market strategy for Avaya partner ConvergeOne.

“Making sure that you can transform in that thoughtful way minimizes the levels of disruption. And that’s one of the things that Avaya has been able to do with its technology,” she said.

AI-based features, such as chatbots, as well as moving one piece of their environments, like their workforce management, are some of the ways that some clients are starting to move into the cloud, she added.

“That’s where they see this kind of hybrid approach with multiple clouds, especially in a customer experience environment,” Sobus said.

With AXP set as the company’s guiding principle, Avaya’s engineering team has been more focused and is “burning roadmap quickly,” Masarek said. At the same time, the company has brought on more “born in the cloud” sales employees to educate from within as channel partners increase their focus on cloud selling.

About 70 percent of Avaya’s sales globally goes through third-party distribution.

“The reason investors and lenders gave us over $4 billion through debt forgiveness, or $650 million in new capital, is because they believe in the business. They believe in the opportunity that they sort of sit in a pole position to do very well on this enormous [total addressable market] TAM called customer experience,” he said.

Avaya Appoints New Worldwide Channel Leader 'Committed To Driving' Partner Program and Channel Support

Avaya has named Walter Denk as its new worldwide channel leader with plans to enhance partner programs and channel support following the company's filing for Chapter 11 bankruptcy last month.

Denk is a five-year Avaya vet previously serving as vice president of Avaya's Germany Small and Medium Business Group. He will be responsible for creating and executing Avaya's partner strategy, architecture and policy management of its Avaya Edge Partner Program.

Denk said he would lead Avaya's channel charge which is comprised of more than 7,000 solution providers worldwide.

[Related: 10 Innovative New Networking Products That Are Turning Heads]

"With the launch of the Avaya Edge Channel Program and a number of exciting innovations announced over the past few months, partners are well positioned for success with Avaya," said Denk, in a statement. "Our partners play a critical role in Avaya's future, and as the global head of channel sales, I'm committed to driving the programs and support that partners need to excel in serving their customers, delivering world-class customer satisfaction scores, and increasing revenue."

Before joining Avaya in 2012, Denk held positions in sales and marketing at Deutsche Telekom, IBM and PricewaterhouseCoopers.

Longtime Avaya veteran Gary Levy was promoted to head of U.S. channel sales. Levy has been with the vendor for more than two decades in various account manager roles. In 2010, he was promoted to director of east channel sales.

Over his Avaya career, Levy established a number of programs that built tighter relationships between Avaya and its channel, according to a release.

On Jan. 19, the Santa Clara, Calif.-based company confirmed it has filed for Chapter 11 bankruptcy in a move its CEO Kevin Kennedy called "the best path forward." Partners said the filing was a solid first step to getting the company back on track.

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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 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.


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:


  • 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


  • 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