This is how you build bank security teams that thwart criminal behavior

Cyber ​​criminal are attracted exactly by the core elements of asset management institutions: concentrated access to individuals with high net assets and their assets.

Unfortunately, cybercrime has progressed so far that conventional security measures have no longer reduced them. Not even nearby. And the missions are high.

This is not a call to give up traditional security measures, but to follow a “yes and” approach. Bank security teams have to develop beyond reactive defense – they have to start, like the criminals who are aimed at their institutions.

This displacement of the way of thinking is particularly critical, since the employees quickly apply new productivity tools and AI applications in all banking and financial services without IT supervision. My interactions with financial institutions have repeatedly shown that even robust security systems are faltering if teams do not assume that attackers could take advantage of routine banking and customer interactions.

Consider a typical week at an asset management company: relationship managers treat sensitive customer data across several platforms, commercial switches carry out high-quality transactions, and back office teams process critical financial documentation. Each of these countless routine interactions offers a possibility of exploitation by highly developed threat actors who understand the unique pressure and workflows of banking experts.

Training for reality, not the theory

The nationwide construction company recently started an initiative in which security experts are encouraged to adopt criminal thinking patterns during the training. This approach is intensely right with what banking security teams actually need: practical experience with the determination of weaknesses from the perspective of an attacker. Thinking like an attacker means being better equipped to thwart attacks.

Traditional security training is common if you focus more on theoretical framework than on practical usage scenarios. However, our sector requires immersive experiences that reflect the actual situations: social engineering attempts that customer relationship managers aim, demanding attacks on asset management platforms and the exploitation of routine financial processes.

Understanding the criminal methodology

Successful banking security teams share a crucial feature – they understand exactly how criminals select and examine their goals. This means insight into:

• Place the threat player to financial institutions
• Common exploitation patterns in asset management environments
• Social engineering techniques that were specially developed for bank specialists
• Authentication bypass tests in financial systems

Technical defenses are only part of the equation

While technical skills are important, the security teams of bank security must record subtle psychology from both customers and attackers. People with a high network value often have unique requirements for access to their accounts and the execution of transactions. Criminals examine these patterns and are looking for ways to take advantage of legitimate business practices.

Security experts need practical experience with the detection of how standard bank accommodation – such as flexible authentication options for large customers or accelerated transaction processes – could create weaknesses. This requires teams that understand both security principles and the practical realities of asset management.

Creating dynamic security environments

Financial institutions that cause security training offer their teams with:

• Regular exposure to new exploitation techniques that are directed for financial services
• Practical practice to determine weaknesses in joint banking work processes
• Experience in relation to social engineering attempts that use the knowledge of the financial sector
• Functioning functioning training that bridges the requirements for technical security and customer services

Now for some practical implementation steps. Security managers in bank environments should concentrate on the development of teams that can:

• Analyze potential weaknesses in customer service processes without disturbing essential business functions
• Identify warning signs for sophisticated preparations for attack that aim at certain institutional practices
• Develop countermeasures that maintain both security and customer service quality
• Bridges gaps between technical security functions and practical implementation

Measure success

Effective safety training in bank environments provides clear results: Teams recognize potential security gaps before they are exploited, suspicious patterns in apparently routine inquiries identify and develop protective measures that do not hinder customer service.

How do I measure success? Security leaders should follow important indicators such as:

• Speed ​​of weakness identification in new banking processes
• Successful prevention of social engineering attempts
• Implementation rates of security measures in banking teams
• Integration of security considerations into new service offers

Build permanent capacities

Bank security teams face a unique challenge: protection of high -quality goals and at the same time smooth processes for demanding customers. Success requires security experts who understand both criminal methodology and the practical requirements of asset management.

This combination of skills – technical expertise, industry knowledge and attacker Insight – creates security teams that protect assets and at the same time support business growth. It can feel strange or even uncomfortable to prioritize the training in your team to think like attackers. And yet a team that can do so, while understanding the banking transactions also support the understanding of the banking business can support sustainable security skills that grow with the company.

David Shepherd is SVP EMEA at Ivanti