Obstacles You May Face While Building Identity Governance Plan

Organizations deploy various systems to address ever-changing business needs, with little thought given to how each system interacts.

FREMONT, CA: For most firms, identity governance is a source of frustration. Organizations deploy various systems to address ever-changing business needs, with little thought given to how each system interacts. IT teams frequently focus on one-off integrations and workarounds in the pursuit of convenience and efficiency. It has apparent ramifications for governance and compliance initiatives. It's practically hard to assess who has access to what, whether those privileges should get withdrawn, and how much access poses a risk to users and the company.

Let's look at some of the most pressing issues that businesses must address when they establish a governance strategy in the digital age.

Cost and Complexity

Identity governance solutions have traditionally been large, sophisticated on-premises applications that require a large army of specialist personnel to implement and run, making it difficult to demonstrate the effectiveness of IGA programs effectively.

The Existence of Silos

Hundreds of business applications are useful by most businesses. Certain end users require escalated answers, and not all assets require the same level of security. When business solutions – including the IGA tool – are unconnected, managing these details in a conventional Help Desk setting is practically difficult. Governance teams lack real-time visibility into identity and data access across crucial tools, making it impossible to manage identity, certification, and privilege properly.

Too Many Manual Processes

As business systems get more sophisticated and specialized, they generate increasingly valuable data collections that help businesses make better decisions or meet regulatory reporting needs. However, because systems are rarely connected, frameworks for retrieving and effectively utilizing data are lacking.

It has a slew of negative consequences. Many data grabs get carried out by hand. As a result, analysis and reporting take longer than necessary and are more susceptible to human mistakes.

Poorly Executed Provisioning and De-provisioning

Provisioning has become easier because of automation, but that doesn't mean it's better. For example, if existing users have too many privileges and new users' access is predicated on existing users' rights, new users will also have too many requests. As a result, managers get asked to approve permits without understanding the overarching governance rules in place, leaving the ordinary user with far greater access than is required.

De-provisioning has its own set of difficulties. It's easier for administrators to leave accounts open if they don't have up-to-date information about them, even if an employee has gone or a contract with an external consultant has finished. Because accessing a non-privileged account is the essential entry point for any hacker to access highly privileged accounts, this opens the door to fraudulent usage of funds with excessive privilege.

No Culture of Compliance

For far too many firms, identity governance and compliance have become an afterthought due to all of these issues. Instead, these essential areas should be ingrained in daily best practices and the corporate culture, with buy-in from executive leadership down to management and end-users.

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