I do not think Mike’s and Rich’s points are at odds at all.

Mike’s post lays out what in my view is infosec’s Achilles heel: lack of strategic alignment with the business. There are very few things that basically everyone in infosec agrees on; but a near universal one is that you can, should, and will never show a Return on Security Investment. “The business” is just supposed to accept this, apparently, and keep increasing the budget year after year; the People’s Republic of Information Security shall remain unsullied by such things as profit and loss, and breeze merrily along.

Of course in the very next breath, after waving away the petty request for return on investment, infosec teams routinely complain that “the business” doesn’t get security. I humbly suggest that while that may be true, security doesn’t actually get “the business” either.

Rich’s approach to this issue is quite pragmatic: close collaboration. Business is already driven by externalities – infosec is not unique in this regard, although security does have different drivers (although they get more closely aligned every day). I like Rich’s approach, but I would take it one step farther. Andy Jaquith tweeted the other day on OWASP that ‘ITsec guys need to “embed” into existing OSS projects not make new ones’ – this applies to security teams in spades. Embed security in the business.

We are so used to trotting out things like breach statistics, but what is “the business” supposed to get from these meaningless out-of-context numbers? They look at the world in terms of transaction volume, throughput, customer retention, cash flows, ARPU, and other business relevant metrics. Every industry has its own key metrics – does your security team know yours?

When General David Petraeus took over US forces in Iraq, one of the first things he changed was how to measure success. The previous command used classic military metrics – how many American soldiers got killed and how many enemy combatants did we kill. Petraeus changed the measurement and thus the mindset. He used metrics like how many little old ladies can get safely to the market in Baghdad to buy oranges. This is a totally different way of looking at measuring success and failure.

There are precedents for this kind of mind shift in certain industry segments. Banks have sophisticated fraud detection teams and schemes. They are able to map events and compare fraud rates against total transactions and customer interactions. It is a simple way to communicate fraud control program effectiveness with “the business”, once you stop looking at security as something separate and see it as part of the whole.

The practical point here is to very clearly understand your business’ competitive advantage. There is no generic answer for this – business imperatives and competitive differentiators vary from one business to the next. That is a major reason there is no magic set of security metrics that broadly addresses the whole industry. You need to know what your moat is, and to organize metrics and processes around moats. If you are Walmart you care about anything that drives up cost because a big part of your moat is being the low-cost provider. If you are an ecommerce company then availability is a big moat. You can bet that Amazon can tell you very precisely what 5 minutes of downtime or an extra second to load a page costs in real dollars.

All communication with “the business” should be within this context – then we can map our own internal infosec issues such as attacker innovation and operational efficiency onto a framework that is much more trackable for productive collaboration with “the business.”

One more thing: there is no security. There is just “the business” – with everyone sharing the same mission and working together as best we can.