Anyone who has seen the impressive frame of Stonehenge against the morning’s sunrise cannot help but be struck by its resilience, how it has withstood time and the unpredictable impact of nature and humans. And partly because of this, a recent conversation I had with the CIO of a large healthcare technology company made me realize that it was a fitting metaphor for cybersecurity.

As our conversation wove through familiar topics — the challenges and breakthroughs in enterprise IT architecture — we recognised and discussed a recurring pattern throughout most EMEA and multinational enterprises. Those organisations have gradually but surely evolved into a mosaic of vendor fragmentation, ‘micro-platforms’ across vendor-specific technologies, and rapidly developing data silos that no single IT architecture can solve on its own. 

The increased heterogeneity of hardware, operating systems, and cloud architectures now comes with a dizzying mix of cybersecurity tools and services, often optimised for Vendor X’s platform. This has led to the situation that a large organisation typically has more than 30 cybersecurity point solutions in place to protect their digital assets. And now that we have thrown AI into that mix, designing the right cybersecurity solution is as confusing as it is imperative.

That’s when I was reminded of Stonehenge. Its lintel-and-joinery design is strikingly simple and elegant, and it stands as a brilliant monument to long-term resilience. Just as Stonehenge has endured against natural and human threats, so organisations must build a cybersecurity architecture that endures a revolutionary rate of change and threat diversity, including geopolitical turbulence and AI entering the value chain. 

For CISOs, CIOs, board members, C-suite executives and line-of-business leaders concerned with operational resilience, cybersecurity architecture matters—deeply. 

And we should not forget that cybersecurity is a data problem. The more telemetry data you have, the more effectively you can execute security algorithms and protect your digital essentials across all your enterprise IT pillars, i.e., IT, OT, Clouds, Networks, Workplace, Endpoints, etc. We at Palo Alto Networks are able to combine relevant telemetry data from networks, firewalls, clouds, browsers, endpoints and the internet. 

Stonehenge was built from massive, self-reinforcing pillars and platforms of stone. The lintels and joinery help hold together the overall structure as a cohesive unit, and they have striking similarities to how IT architects are now thinking about cybersecurity. In today’s technology architecture, Stonehenge’s vertical pillars are an IT organisation’s specialised, vendor-specific IT domains—sometimes with its own security tools and capabilities rather than as a strategically integrated zero-trust cybersecurity framework across your enterprise IT pillars.

Now, Stonehenge’s with its unique resilience, can also serve in its own construction as a model for modern cybersecurity architecture. Like our evolution towards modular platformisation evolved deliberately and assuredly over time and it spans all key domains of cybersecurity, ie network, cloud, AI,  identity security and all key building blocks for an AI-driven SOC, the last line of defense that has to be real-time. In other words, it is the linchpin of our strategy for enterprise security built upon such key areas as Identity, the Autonomous SOC, and Network Security. 

Stonehenge’s lintel is analogous to cybersecurity platformization, a growing trend rapidly replacing the now-outdated best-of-breed point solution mindset. This employs a modular approach that gives flexibility and control to the security architect looking to add security domain capabilities as needs evolve. The mortise-and-tenon joinery of Stonehenge works because the parts fit together rather than being stacked as an afterthought, in much the same way modern cybersecurity frameworks are built upon the concept of embedded functionality rather than being bolted on. 

An important example here is Palo Alto Networks’ decision to power the cybersecurity platform core with Precision AI, rather than its technology being added as a separate tool. This approach enables Precision AI to power data, analytics, and workflows, making it an omnipresent resource for smarter and faster prevention, detection and response.

Another important element of any enduring architecture is its ability to provide stability to the overall framework. In cybersecurity architecture, this is the all-important cyber data layer across an integrated zero trust framework. As organisations continue to struggle with data silos across networks, cloud environments, security operations centres, and edge systems, the cybersecurity data lake takes on a heightened role of importance for the resilience of the entire cyber framework. Again, let’s not forget, cybersecurity is a data problem, a domain in its own right across all vertical IT pillars.

Now, Stonehenge with its unique resilience, can also serve in its own construction as a model for modern cybersecurity architecture. Like our evolution towards modular platformization evolved deliberately and assuredly over time and it spans all key domains of cybersecurity, i.e.  network, cloud, AI, endpoints, identity security and all key building blocks for an AI-driven SOC, the last line of defense that has to be real-time. In other words, it is the linchpin of our strategy for enterprise security built upon such key areas as Identity, the Autonomous SOC, and Network Security/SASE. 

Another critical element of the cyber platform is something even Stonehenge hasn't had to face: securing AI itself, especially the opportunity and threat represented by agentic AI. AI security must become part of the platform design and implementation, as we have done with our Prisma AIRS (AI Runtime Security) platform for enabling an organisation's growing AI portfolio to remain a vital asset and not an inviting attack vector. Agents now are not just another non-human identity; they are an entirely new class of identity, with a striking mismatch in speed between agent decision-making and human governance. The inside-out attack paths taken by hackers' ill-intentioned agents represent a major threat to under-protected AI supply chains. The same pressure now also comes from geopolitics and from AI moving into the value chain itself, such as in the case of the Factory of the Future.

Similarly, our recent acquisition of CyberArk gives us what we believe is the industry’s strongest identity security platform, Idira, positioning it as yet another vertical pillar connected to the overall cybersecurity platform lintel. Cortex XSIAM and its security data lake are deliberately open — ingesting and correlating third-party telemetry alongside our own, over 17 petabytes of telemetry data each day — to form a secure data layer that is accessible to users based on policy management and credentials validation. Palo Alto Networks leverages this mountain of data, along with around-the-clock scanning of more than 5 billion daily security events, to feed Precision AI in order to detect and block potentially devastating attacks. Currently, we detect about 9,6m new attacks per day that have not been there the day before. The use of automated AI in attack vectors has been accelerating the time of exfiltration of data from the compromise of an organization. This delay was 9 days about 3 years ago, now data is exfiltrated in most cases in less than a day, sometimes already within less than one hour!

In this context, it's also important to highlight the importance of an Autonomous SOC pillar, particularly since compliance reporting windows are continuously contracting from days to mere hours calling for real-time, highly automated defence. Today, mean-time-to-detect and mean-time-to-respond are board-level imperatives commanding more conversation and attention at an organisation’s highest levels. The Autonomous SOC pillar is a vital element in helping enterprises achieve even faster detection and remediation, ideally down into single minutes. If it also integrates the historic enterprise SIEM you can further simplify your SOC operations and gain solid financial benefits by platformization of your security relevant data.

Finally, keep in mind the use of supply chains to build the actual platform. For Stonehenge, that was an impressive physical supply chain: The bluestones used in the structure were hauled about 250 kilometers from Wales without the benefit of air, rail, or truck transport. For Palo Alto Networks’ cybersecurity platform, the supply chain was no less impressive, but more virtual than physical, often faced with attacks on third-party interdependencies such as SaaS applications, APIs and in times of Frontier AI models, the Open Source components. 

Like the pyramids, the Great Wall of China, and the Roman road system, the most remarkable aspect to Stonehenge isn’t just its engineering elegance, but its ability to withstand changing conditions and threats over time. Whether you’re a CEO, board member, CIO, CISO or security engineer, the decisions you make about cybersecurity carry significant impact and implications. In order to achieve Stonehenge-like resiliency, technical and business leaders should commit to an architectural model designed not only for today’s needs, but for what those needs are likely to be over the long term. 

Therefore, cybersecurity should be architected as a horizontal, dedicated platform across all your IT domains and businesses. With this you are able to provide real-time and platformized cybersecurity for tomorrow. And tomorrow is going to be a more and more AI-driven business world. 

 

Helmut Reisinger is CEO for Europe, Middle East, and Africa at Palo Alto Networks.

The post Built to Last: What Stonehenge Teaches us About IT Architecture & Cyber Resilience appeared first on Palo Alto Networks Blog.

To implement effective cybersecurity programs and keep the security team deeply integrated into all business processes, the CISO needs to regularly demonstrate the value of this work to senior management. This requires speaking the language of business, but a dangerous trap awaits those who try.  Security professionals and executives often use the same words, but for entirely different things. Sometimes, a number of similar terms are used interchangeably. As a result, top management may not understand which threats the security team is trying to mitigate, what the company’s actual level of cyber-resilience is, or where budget and resources are being allocated. Therefore, before presenting sleek dashboards or calculating the ROI of security programs, it’s worth subtly clarifying these important terminological nuances.

By clarifying these terms and building a shared vocabulary, the CISO and the Board can significantly improve communication and, ultimately, strengthen the organization’s overall security posture.

Why cybersecurity vocabulary matters for management

Varying interpretations of terms are more than just an inconvenience; the consequences can be quite substantial. A lack of clarity regarding details can lead to:

• Misallocated investments. Management might approve the purchase of a zero trust solution without realizing it’s only one piece of a long-term, comprehensive program with a significantly larger budget. The money is spent, yet the results management expected are never achieved. Similarly, with regard to cloud migration, management may assume that moving to the cloud automatically transfers all security responsibility to the provider, and subsequently reject the cloud security budget.
• Blind acceptance of risk. Business unit leaders may accept cybersecurity risks without having a full understanding of the potential impact.
• Lack of governance. Without understanding the terminology, management can’t ask the right — tough — questions, or assign areas of responsibility effectively. When an incident occurs, it often turns out that business owners believed security was entirely within the CISO’s domain, while the CISO lacked the authority to influence business processes.

Cyber-risk vs. IT risk

Many executives believe that cybersecurity is a purely technical issue they can hand off to IT. Even though the importance of cybersecurity to business is indisputable, and cyber-incidents have long ranked as a top business risk, surveys show that many organizations still fail to engage non-technical leaders in cybersecurity discussions.

Information security risks are often lumped in with IT concerns like uptime and service availability.  In reality, cyberrisk is a strategic business risk linked to business continuity, financial loss, and reputational damage.

IT risks are generally operational in nature, affecting efficiency, reliability, and cost management. Responding to IT incidents is often handled entirely by IT staff. Major cybersecurity incidents, however, have a much broader scope; they require the engagement of nearly every department, and have a long-term impact on the organization in many ways — including as regards reputation, regulatory compliance, customer relationships, and overall financial health.

Compliance vs. security

Cybersecurity is integrated into regulatory requirements at every level — from international directives like NIS2 and GDPR, to cross-border industry guidelines like PCI DSS, plus specific departmental mandates. As a result, company management often views cybersecurity measures as compliance checkboxes, believing that once regulatory requirements are met, cybersecurity issues can be considered resolved. This mindset can stem from a conscious effort to minimize security spending (“we’re not doing more than what we’re required to”) or from a sincere misunderstanding (“we’ve passed an ISO 27001 audit, so we’re unhackable”).

In reality, compliance is meeting the minimum requirements of auditors and government regulators at a specific point in time. Unfortunately, the history of large-scale cyberattacks on major organizations proves that “minimum” requirements have that name for a reason. For real protection against modern cyberthreats, companies must continuously improve their security strategies and measures according to the specific needs of the given industry.

Threat, vulnerability, and risk

These three terms are often used synonymously, which leads to erroneous conclusions made by management: “There’s a critical vulnerability on our server? That means we have a critical risk!” To avoid panic or, conversely, inaction, it’s vital to use these terms precisely and understand how they relate to one another.

A vulnerability is a weakness — an “open door”. This could be a flaw in software code, a misconfigured server, an unlocked server room, or an employee who opens every email attachment.

A threat is a potential cause of an incident. This could be a malicious actor, malware, or even a natural disaster. A threat is what might “walk through that open door”.

Risk is the potential loss. It’s the cumulative assessment of the likelihood of a successful attack, and what the organization stands to lose as a result (the impact).

The connections among these elements are best explained with a simple formula:

Risk = (Threat × Vulnerability) × Impact

This can be illustrated as follows. Imagine a critical vulnerability with a maximum severity rating is discovered in an outdated system. However, this system is disconnected from all networks, sits in an isolated room, and is handled by only three vetted employees. The probability of an attacker reaching it is near zero. Meanwhile, the lack of two-factor authentication in the accounting systems creates a real, high risk, resulting from both a high probability of attack and significant potential damage.

Incident response, disaster recovery, and business continuity

Management’s perception of security crises is often oversimplified: “If we get hit by ransomware, we’ll just activate the IT Disaster Recovery plan and restore from backups”. However, conflating these concepts — and processes — is extremely dangerous.

Incident Response (IR) is the responsibility of the security team or specialist contractors. Their job is to localize the threat, kick the attacker out of the network, and stop the attack from spreading.

Disaster Recovery (DR) is an IT engineering task. It’s the process of restoring servers and data from backups after the incident response has been completed.

Business Continuity (BC) is a strategic task for top management. It’s the plan for how the company continues to serve customers, ship goods, pay compensation, and talk to the press while its primary systems are still offline.

If management focuses solely on recovery, the company will lack an action plan for the most critical period of downtime.

Security awareness vs. security culture

Leaders at all levels sometimes assume that simply conducting security training guarantees results: “The employees have passed their annual test, so now they won’t click on a phishing link”. Unfortunately, relying solely on training organized by HR and IT won’t cut it. Effectiveness requires changing the team’s behavior, which is impossible without the engagement of business management.

Awareness is knowledge. An employee knows what phishing is and understands the importance of complex passwords.

Security culture refers to behavioral patterns. It’s what an employee does in a stressful situation or when no one’s watching. Culture isn’t shaped by tests, but by an environment where it’s safe to report mistakes and where it’s customary to identify and prevent potentially dangerous situations. If an employee fears punishment, they’ll hide an incident. In a healthy culture, they’ll report a suspicious email to the SOC, or nudge a colleague who forgets to lock their computer, thereby becoming an active link in the defense chain.

Detection vs. prevention

Business leaders often think in outdated “fortress wall” categories: “We bought expensive protection systems, so there should be no way to hack us. If an incident occurs, it means the CISO failed”. In practice, preventing 100% of attacks is technically impossible and economically prohibitive. Modern strategy is built on a balance between cybersecurity and business effectiveness. In a balanced system, components focused on threat detection and prevention work in tandem.

Prevention deflects automated, mass attacks.

Detection and Response help identify and neutralize more professional, targeted attacks that manage to bypass prevention tools or exploit vulnerabilities.

The key objective of the cybersecurity team today isn’t to guarantee total invulnerability, but to detect an attack at an early stage and minimize the impact on the business. To measure success here, the industry typically uses metrics like Mean Time to Detect (MTTD) and Mean Time to Respond (MTTR).

Zero-trust philosophy vs. zero-trust products

The zero trust concept — which implies “never trust, always verify” for all components of IT infrastructure — has long been recognized as relevant and effective in corporate security. It requires constant verification of identity (user accounts, devices, and services) and context for every access request based on the assumption that the network has already been compromised.

However, the presence of “zero trust” in the name of a security solution doesn’t mean an organization can adopt this approach overnight simply by purchasing the product.
Zero trust isn’t a product you can “turn on”; it’s an architectural strategy and a long-term transformation journey. Implementing zero trust requires restructuring access processes and refining IT systems to ensure continuous verification of identity and devices. Buying software without changing processes won’t have a significant effect.

Security of the cloud vs. security in the cloud

When migrating IT services to cloud infrastructure like AWS or Azure, there’s often an illusion of a total risk transfer: “We pay the provider, so security is now their headache”. This is a dangerous misconception, and a misinterpretation of what is known as the Shared Responsibility Model.

Security of the cloud is the provider’s responsibility. It protects the data centers, the physical servers, and the cabling.

Security in the cloud is the client’s responsibility.

Discussions regarding budgets for cloud projects and their security aspects should be accompanied by real life examples. The provider protects the database from unauthorized access according to the settings configured by the client’s employees. If employees leave a database open or use weak passwords, and if two-factor authentication isn’t enabled for the administrator panel, the provider can’t prevent unauthorized individuals from downloading the information — an all-too-common news story. Therefore, the budget for these projects must account for cloud security tools and configuration management on the company side.

Vulnerability scanning vs. penetration testing

Leaders often confuse automated checks, which fall under cyber-hygiene, with assessing IT assets for resilience against sophisticated attacks: “Why pay hackers for a pentest when we run the scanner every week?”

Vulnerability scanning checks a specific list of IT assets for known vulnerabilities. To put it simply, it’s like a security guard doing the rounds to check that the office windows and doors are locked.

Penetration testing (pentesting) is a manual assessment to evaluate the possibility of a real-world breach by exploiting vulnerabilities. To continue the analogy, it’s like hiring an expert burglar to actually try and break into the office.

One doesn’t replace the other; to understand its true security posture, a business needs both tools.

Managed assets vs. attack surface

A common and dangerous misconception concerns the scope of protection and the overall visibility held by IT and Security. A common refrain at meetings is, “We have an accurate inventory list of our hardware. We’re protecting everything we own”.

Managed IT assets are things the IT department has purchased, configured, and can see in their reports.

An attack surface is anything accessible to attackers: any potential entry point into the company. This includes Shadow IT (cloud services, personal messaging apps, test servers…), which is basically anything employees launch themselves in circumvention of official protocols to speed up or simplify their work. Often, it’s these “invisible” assets that become the entry point for an attack, as the security team can’t protect what it doesn’t know exists.