Entries Tagged "war"
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This will complicate things:
To complicate matters, having cyber insurance might not cover everyone’s losses. Zurich American Insurance Company refused to pay out a $100 million claim from Mondelez, saying that since the U.S. and other governments labeled the NotPetya attack as an action by the Russian military their claim was excluded under the “hostile or warlike action in time of peace or war” exemption.
I get that $100 million is real money, but the insurance industry needs to figure out how to properly insure commercial networks against this sort of thing.
Really good article about the women who worked at Bletchley Park during World War II, breaking German Enigma-encrypted messages.
EDITED TO ADD (7/13): There’s also a book: The Debs of Blechley Park and Other Stories, by Michael Smith.
Last month at the RSA Conference, I saw a lot of companies selling security incident response automation. Their promise was to replace people with computers – sometimes with the addition of machine learning or other artificial intelligence techniques – and to respond to attacks at computer speeds.
While this is a laudable goal, there’s a fundamental problem with doing this in the short term. You can only automate what you’re certain about, and there is still an enormous amount of uncertainty in cybersecurity. Automation has its place in incident response, but the focus needs to be on making the people effective, not on replacing them security orchestration, not automation.
This isn’t just a choice of words – it’s a difference in philosophy. The US military went through this in the 1990s. What was called the Revolution in Military Affairs (RMA) was supposed to change how warfare was fought. Satellites, drones and battlefield sensors were supposed to give commanders unprecedented information about what was going on, while networked soldiers and weaponry would enable troops to coordinate to a degree never before possible. In short, the traditional fog of war would be replaced by perfect information, providing certainty instead of uncertainty. They, too, believed certainty would fuel automation and, in many circumstances, allow technology to replace people.
Of course, it didn’t work out that way. The US learned in Afghanistan and Iraq that there are a lot of holes in both its collection and coordination systems. Drones have their place, but they can’t replace ground troops. The advances from the RMA brought with them some enormous advantages, especially against militaries that didn’t have access to the same technologies, but never resulted in certainty. Uncertainty still rules the battlefield, and soldiers on the ground are still the only effective way to control a region of territory.
But along the way, we learned a lot about how the feeling of certainty affects military thinking. Last month, I attended a lecture on the topic by H.R. McMaster. This was before he became President Trump’s national security advisor-designate. Then, he was the director of the Army Capabilities Integration Center. His lecture touched on many topics, but at one point he talked about the failure of the RMA. He confirmed that military strategists mistakenly believed that data would give them certainty. But he took this change in thinking further, outlining the ways this belief in certainty had repercussions in how military strategists thought about modern conflict.
McMaster’s observations are directly relevant to Internet security incident response. We too have been led to believe that data will give us certainty, and we are making the same mistakes that the military did in the 1990s. In a world of uncertainty, there’s a premium on understanding, because commanders need to figure out what’s going on. In a world of certainty, knowing what’s going on becomes a simple matter of data collection.
I see this same fallacy in Internet security. Many companies exhibiting at the RSA Conference promised to collect and display more data and that the data will reveal everything. This simply isn’t true. Data does not equal information, and information does not equal understanding. We need data, but we also must prioritize understanding the data we have over collecting ever more data. Much like the problems with bulk surveillance, the “collect it all” approach provides minimal value over collecting the specific data that’s useful.
In a world of uncertainty, the focus is on execution. In a world of certainty, the focus is on planning. I see this manifesting in Internet security as well. My own Resilient Systems – now part of IBM Security – allows incident response teams to manage security incidents and intrusions. While the tool is useful for planning and testing, its real focus is always on execution.
Uncertainty demands initiative, while certainty demands synchronization. Here, again, we are heading too far down the wrong path. The purpose of all incident response tools should be to make the human responders more effective. They need both the ability and the capability to exercise it effectively.
When things are uncertain, you want your systems to be decentralized. When things are certain, centralization is more important. Good incident response teams know that decentralization goes hand in hand with initiative. And finally, a world of uncertainty prioritizes command, while a world of certainty prioritizes control. Again, effective incident response teams know this, and effective managers aren’t scared to release and delegate control.
Like the US military, we in the incident response field have shifted too much into the world of certainty. We have prioritized data collection, preplanning, synchronization, centralization and control. You can see it in the way people talk about the future of Internet security, and you can see it in the products and services offered on the show floor of the RSA Conference.
Automation, too, is fixed. Incident response needs to be dynamic and agile, because you are never certain and there is an adaptive, malicious adversary on the other end. You need a response system that has human controls and can modify itself on the fly. Automation just doesn’t allow a system to do that to the extent that’s needed in today’s environment. Just as the military shifted from trying to replace the soldier to making the best soldier possible, we need to do the same.
For some time, I have been talking about incident response in terms of OODA loops. This is a way of thinking about real-time adversarial relationships, originally developed for airplane dogfights, but much more broadly applicable. OODA stands for observe-orient-decide-act, and it’s what people responding to a cybersecurity incident do constantly, over and over again. We need tools that augment each of those four steps. These tools need to operate in a world of uncertainty, where there is never enough data to know everything that is going on. We need to prioritize understanding, execution, initiative, decentralization and command.
At the same time, we’re going to have to make all of this scale. If anything, the most seductive promise of a world of certainty and automation is that it allows defense to scale. The problem is that we’re not there yet. We can automate and scale parts of IT security, such as antivirus, automatic patching and firewall management, but we can’t yet scale incident response. We still need people. And we need to understand what can be automated and what can’t be.
The word I prefer is orchestration. Security orchestration represents the union of people, process and technology. It’s computer automation where it works, and human coordination where that’s necessary. It’s networked systems giving people understanding and capabilities for execution. It’s making those on the front lines of incident response the most effective they can be, instead of trying to replace them. It’s the best approach we have for cyberdefense.
Automation has its place. If you think about the product categories where it has worked, they’re all areas where we have pretty strong certainty. Automation works in antivirus, firewalls, patch management and authentication systems. None of them is perfect, but all those systems are right almost all the time, and we’ve developed ancillary systems to deal with it when they’re wrong.
Automation fails in incident response because there’s too much uncertainty. Actions can be automated once the people understand what’s going on, but people are still required. For example, IBM’s Watson for Cyber Security provides insights for incident response teams based on its ability to ingest and find patterns in an enormous amount of freeform data. It does not attempt a level of understanding necessary to take people out of the equation.
From within an orchestration model, automation can be incredibly powerful. But it’s the human-centric orchestration model – the dashboards, the reports, the collaboration – that makes automation work. Otherwise, you’re blindly trusting the machine. And when an uncertain process is automated, the results can be dangerous.
Technology continues to advance, and this is all a changing target. Eventually, computers will become intelligent enough to replace people at real-time incident response. My guess, though, is that computers are not going to get there by collecting enough data to be certain. More likely, they’ll develop the ability to exhibit understanding and operate in a world of uncertainty. That’s a much harder goal.
Yes, today, this is all science fiction. But it’s not stupid science fiction, and it might become reality during the lifetimes of our children. Until then, we need people in the loop. Orchestration is a way to achieve that.
This essay previously appeared on the Security Intelligence blog.
Rise of the Warrior Cop: The Militarization of America’s Police Forces, by Radley Balko, PublicAffairs, 2013, 400 pages.
War as a rhetorical concept is firmly embedded in American culture. Over the past several decades, federal and local law enforcement has been enlisted in a war on crime, a war on drugs and a war on terror. These wars are more than just metaphors designed to rally public support and secure budget appropriations. They change the way we think about what the police do. Wars mean shooting first and asking questions later. Wars require military tactics and weaponry. Wars mean civilian casualties.
Over the decades, the war metaphor has resulted in drastic changes in the way the police operate. At both federal and state levels, the formerly hard line between police and military has blurred. Police are increasingly using military weaponry, employing military tactics and framing their mission using military terminology. Right now, there is a Third Amendment case — that’s the one about quartering soldiers in private homes without consent — making its way through the courts. It involves someone who refused to allow the police to occupy his home in order to gain a “tactical advantage” against the house next-door. The police returned later, broke down his door, forced him to the floor and then arrested him for obstructing an officer. They also shot his dog with pepperball rounds. It’s hard to argue with the premise of this case; police officers are acting so much like soldiers that it can be hard to tell the difference.
In Rise of the Warrior Cop, Radley Balko chronicles the steady militarization of the police in the U.S. A detailed history of a dangerous trend, Mr. Balko’s book tracks police militarization over the past 50 years, a period that not coincidentally corresponds with the rise of SWAT teams. First established in response to the armed riots of the late 1960s, they were originally exclusive to big cities and deployed only against heavily armed and dangerous criminals. Today SWAT teams are nothing special. They’ve multiplied like mushrooms. Every city has a SWAT team; 80% of towns between 25,000 and 50,000 people do as well. These teams are busy; in 2005 there were between 50,000 and 60,000 SWAT raids in the U.S. The tactics are pretty much what you would expect — breaking down doors, rushing in with military weaponry, tear gas — but the targets aren’t. SWAT teams are routinely deployed against illegal poker games, businesses suspected of employing illegal immigrants and barbershops with unlicensed hair stylists.
In Prince George’s County, MD, alone, SWAT teams were deployed about once a day in 2009, overwhelmingly to serve search or arrest warrants, and half of those warrants were for “misdemeanors and nonserious felonies.” Much of Mr. Balko’s data is approximate, because police departments don’t publish data, and they uniformly oppose any attempts at transparency or oversight. But he has good Maryland data from 2009 on, because after the mayor of Berwyn Heights was mistakenly attacked and terrorized in his home by a SWAT team in 2008, the state passed a law requiring police to report quarterly on their use of SWAT teams: how many times, for what purposes and whether any shots were fired during the raids.
Besides documenting policy decisions at the federal and state levels, the author examines the influence of military contractors who have looked to expand into new markets. And he tells some pretty horrific stories of SWAT raids gone wrong. A lot of dogs get shot in the book. Most interesting are the changing attitudes of police. As the stories progress from the 1960s to the 2000s, we see police shift from being uncomfortable with military weapons and tactics — and deploying them only as the very last resort in the most extreme circumstances — to accepting and even embracing their routine use.
This development coincides with the rhetorical use of the word “war.” To the police, civilians are citizens to protect. To the military, we are a population to be subdued. Wars can temporarily override the Constitution. When the Justice Department walks into Congress with requests for money and new laws to fight a war, it is going to get a different response than if it came in with a story about fighting crime. Maybe the most chilling quotation in the book is from William French Smith, President Reagan’s first attorney general: “The Justice Department is not a domestic agency. It is the internal arm of national defense.” Today we see that attitude in the war on terror. Because it’s a war, we can arrest and imprison Americans indefinitely without charges. We can eavesdrop on the communications of all Americans without probable cause. We can assassinate American citizens without due process. We can have secret courts issuing secret rulings about secret laws. The militarization of the police is just one aspect of an increasing militarization of government.
Mr. Balko saves his prescriptions for reform until the last chapter. Two of his fixes, transparency and accountability, are good remedies for all governmental overreach. Specific to police departments, he also recommends halting mission creep, changing police culture and embracing community policing. These are far easier said than done. His final fix is ending the war on drugs, the source of much police violence. To this I would add ending the war on terror, another rhetorical war that costs us hundreds of billions of dollars, gives law enforcement powers directly prohibited by the Constitution and leaves us no safer.
This essay originally appeared in the Wall Street Journal.
Rare common sense:
But Gen Richards told the BBC it was not possible to defeat the Taliban or al-Qaeda militarily.
“You can’t. We’ve all said this. David Petraeus has said it, I’ve said it.
“The trick is the balance of things that you’re doing and I say that the military are just about, you know, there.
“The biggest problem’s been ensuring that the governance and all the development side can keep up with it within a time frame and these things take generations sometimes within a time frame that is acceptable to domestic, public and political opinion,” he said.
Shadow defence secretary Jim Murphy told the BBC Gen Richards was “right” that there was no purely military solution and said there would be “no white flag surrender moment”.
“This is a complicated issue. It will be for the long haul. It’s got to do with history.
“But I think he’s right to talk about the different ways that this has got to be taken on – militarily yes but diplomatically and in a peaceful sense of nation building in Afghanistan is also important,” he said.
Sidebar photo of Bruce Schneier by Joe MacInnis.