Daily Archives: March 3, 2016

APTs – Understanding the Ghost in the Machine

APT_Attacks
One of the biggest threats to all businesses is an APT attack. This means that the attacker has gathered enough sensitive information, weighed out all the possible outcomes, and is ready to attack at a moment’s notice. APT (Advanced Persistent Threat) is a form of cyber attack in which the attacker gains access to a network and finds a way to remain there hidden for a long time. Virtually undetected gathering information and waiting to attack. It is usually not an easy process to do, in a usual hack, the intruder will want to get in and get out as fast as possible with whatever data they can get. With an APT attack, the intruder wants to get in and stay in without being detected.
Once the attacker is in, there are many of things they can do to damage your internal network. Some of the most common ones are spear fishing attacks(sending false emails internally to try and wire money or get information) and social engineering attempts to get actual full network access. With this access, the attacker will try and set up a back door to come in and out when they please.

Now these APT attacks are hard to identify upfront and usually companies do not detect until the intruder is already on the inside. The most common way to detect an APT attack is to monitor the outgoing data with your IDS (intrusion detection system). This will catch the culprit if they are trying to send out any data prematurely. Below are some clear cut signs that you may be a victim of an APT attack.

  • Unexpected information flows inbound or outbound
  • Finding of backdoor Trojans
  • Increased activity with information movement or logins late at night
  • Detecting unexpected data packets or toolkits

There are several ways to limit the threat of an APT attack. As a security team you need to sit down with your manager and discuss which approach you would like to take.

  • Eliminate Low-hanging fruit vulnerabilities
  • Ensure end users do not have admin access to reduce social engineering attacks
  • Effective use web and email reporting to consistently scan the network for anomalies
  • Implement SIEM capabilities

Lastly one of the most important steps you can take is to understand that not all threats can be stopped, and the best way to prepare is to have a fast turnaround time as far as remediating the active threats once they do occur. Insuring that it is always aware of any threats, then have the ability to respond second is key. When you are reacting learn to make it as fast as possible to eliminate as much of the damage to you internal networks. Overall an APT prevention measure should be in your information security plan.

Rackspace Shifts 90 Employees Away from Public Cloud Department

This is a strategic move to get out of “Public” cloud offering and move to a Hybrid model.

GettyImages-492377798-e1450715277250Rackspace is in the process of re-assigning 90 of its employees who work in its public cloud department to faster growing areas of the company, like private and hybrid cloud.

According to a report by the San Antonio Business Journal on Tuesday, it is undetermined whether these employees will be laid off, but Rackspace said that the company regularly shuffles employees, which it calls Rackers, to “fast-growing areas” of its business “and may from time to time eliminate some roles in areas” it chooses to reduce investment. The company has more than 6,000 employees.

Rackspace said it is placing employees in public cloud marketing and engineering into private and hybrid cloud computing departments in preparation for a slow-down of new signups for its OpenStack public cloud service as more new public cloud workloads head towards AWS and Azure.

In an email to The WHIR, a Rackspace spokesperson said: “At Rackspace, we regularly align Rackers to fast-growing areas of our business and may from time to time eliminate some roles in areas where we choose to reduce our investment. We help Rackers, whose roles are eliminated, try and find new roles within the company and many do so. We anticipate that our 6,000-plus Racker workforce will continue to grow this year.”

The public cloud market has been unkind to companies that challenge AWS and Azure, with Verizon being the latest firm to duck out of the running by shuttering its public cloud service. In the last year, Rackspace has shifted its focus to partnerships, such as its recent partnership with Red Hat, which help it offer clients a hybrid cloud solution. In October, Rackspace began offering support for AWS, noting increased customer demand for such a service.

Rackspace CEO Taylor Rhodes told investors on a recent earnings call that its OpenStack private cloud is growing in the “high double digits.”

Despite the restructuring, Rackspace told investors that it expects its workforce to grow this year.

Why Consumerization of IT Demands a Change in our Work Culture

CoIT

Struggling with the increasing number of mobile devices within the enterprise? You’re not alone. I have spent many of hours thinking about this challenge – and concluded that it’s not so much a technology challenge as a cultural one.

A decade ago, when McKinsey & Company analyzed the effect of IT investment, it found that companies only became more productive when investments in technology were matched with new ways to work. It seems odd now, but at the time, academics were questioning whether computers had made us more productive at all: we had found some ways to make individual jobs more efficient, but we were not working less, or creating more as a group.

Collaborative working based on Internet communications helped to solve that problem. But it showed us that, often, we know the answer – we just have to be given the freedom to express it. During the Internet revolution we suddenly found that our computers at home were easier to use than the ones at work. While organizations struggled to communicate and share information, the world wide web created a global community for whom it was natural.

Now we have a new opportunity. Millions of us are showing the way from the bottom up, using the devices and applications we like best. In many cases, our employers treat this as a problem or a risk that needs to be stopped. But if we can absorb the positive parts of that change into work culture, the reward is that we can be more creative, produce higher quality work, and improve the working experience of employees.

The effects of consumer technology are already being felt: 70 percent of companies have changed at least one business process and 20 percent of companies have changed at least four or more business processes, change management specialist Avanade reports.

To look at how consumer IT can change the way we work, simply look out of the window. When your colleagues arrive for work, they’re checking their personal information, their social networks, arranging their day – on the move, in a few seconds, without thinking about it as a task. Often they are using security that’s hidden from them, accessing data without needing to know where it is stored, and linking to groups of friends or relatives to solve problems and make decisions. We don’t need instruction books for our devices any more. At its best, consumer technology is intuitive by design, in a way that workplace applications rarely are.

But how do we design work that is intuitive, opportunistic, creative, and doesn’t need a manual? That has, so far, been less successful. There’s also evidence that many companies are working harder, but not necessarily more efficiently. The US labor force survey shows that the impact of flexible working has mostly been that we do more overtime.

But maybe that’s to be expected. It took years to apply the benefits of the PC revolution to our office culture, and now we’re starting down a similar road with consumer technology.

Maybe the inhibitors are that we still measure the same things as we did when centralized IT departments were a novelty. We exercise control in silos, leading to inflexible security, and accidentally making it difficult to build cross-functional teamwork. Now that CoIT is a fact, we could potentially measure and incentivize other things – satisfaction with work, the ease of getting to the information we need, whether our processes are really as simple as they could be.

These measures are often foreign to an IT department, but are second nature to games or smartphone designers, where the need for consumers to understand intuitively, to want to complete the task, and to feel that their device is safe and secure without limiting their imagination, are the essential measures of success.

But this goes far beyond the IT department. It asks fundamental questions of management: how much do we trust our staff to organize their own work? What are teams for, and how do we make them work? Is efficiency doing the same thing a bit faster, or thinking of new ways to do things? What is the office for, and when should I be in it? The decisions we make, and way in which we communicate those decisions to our supposedly Empowered colleagues, will decide the success of consumerization. As with the PC revolution, it’s not about the device, it’s how we work together when those devices are put in our hands.