In short, though, this is yet more damage directly done by the NSA and the US's ridiculous attitude towards mass surveillance, without any concern at all to the economic costs that such mass surveillance creates for US companies. As the EFF notes in its response to the news, the US brought this on itself with its idiotic mass surveillance efforts. This end result is a mess that could lead to greater fragmentation of the internet, which won't do anything to better protect people's privacy (and, actually, might make it more exposed). The only logical way forward is to move away from mass surveillance and towards a more comprehensive view of privacy that takes into account the public's rights -- including the right to free expression.
The most central aspect of any business is data because data is the fuel for all business processes. The custodian of this data is the business owner. The technical aspects of cloud computing are only tools for the provisioning, manipulating and storing of data. Decisions on all aspects of any cloud computing deployment must therefore be purposely driven by business process owners. The IT Team acts as the trusted technology advisor to and the technology execution arm of the business process owners. On the flip side, the business process owner must act as the trusted business advisor to and business execution arm of the IT Team. This defines why collaboration is essential in the delivery of a cloud computing solution. It also explains why the object of this collaboration must be business data.
End-user and customers’ expectation levels have never been higher, and the demand for data shows no sign of slowing down. Data center managers must manage all of these elements while also remaining efficient and keeping costs under control. So where does the data center go from here? ... At the heart of the data center evolution is IT’s rapid rate of change. If you examine enterprise data centers, then you might observe the ways that cloud computing and hyperscale innovations are displacing traditional enterprise systems, with new paradigms pioneered by innovators like Amazon and Google. With new options being developed, enterprises now have to chart strategies for cloud computing, including public, private or hybrid cloud.
This shows a massive value gap between protecting against cybersecurity risks and the value lost in a cybersecurity breach. This also indicates that decision makers either don’t believe that the risk actually exists or they just don’t know how to control the risk. I believe that most decision makers would spend the money for protection if they believed it would control the risk. While this is a very immature space, some incredible technologies are now coming together that are capable of delivering a protection fabric instead of a bunch of security point products. In a majority of the key breaches that have happened, the affected organizations had substantial investments in security technology. Buying the right tools doesn’t necessarily protect you from a catastrophic security event.
People have to care, people have to retain, people have to recall and when they recall make (and keep making) a consciously secure choice – a choice that often feels awkward and frequently takes a little more effort than the insecure alternative … until it becomes a habit. I’m arguably stating the bleeding obvious there, unless you’re solely thinking about ‘lusers’: folk at the faraway coalface who just get told about good passwords, clearing desks, care they should take with links in mails and what has to happen when they inevitably lose their pass, smartphone or laptop. What about staff involved in change sign-off, procurement and strategic planning? Each of those have (or should have) a chunky security element, but how are those conversations and relationships at the moment?
Cloud brokering is happening elsewhere in healthcare, where CIOs are exercising the additional due diligence in embracing hosted software in the face of stringent regulations. Creative Solutions in Healthcare is running 100 percent of its infrastructure in a VMware public cloud, says Shawn Wiora, CIO and CISO of the Fort Worth, Texas, nursing home provider, which has 5,000 patients. ... For other healthcare CIOs, the business agility of cloud outweighs the risk of regulatory noncompliance. Partners in Health CIO Dave Mayo in 2013 began using Microsoft Azure and Office 365 to ensure that the nonprofit organization's 17,000 clinicians, which provide healthcare services in such impoverished countries as Rwanda, Haiti and Mexico, could reliably exchange information, including X-rays and other digital images. “Email is our supply chain,” Mayo says.
Why do cyberattacks involving virtualized environments cost twice as much? Kaspersky explained that the main reason is virtualized infrastructure gets used more often for mission-critical operations and for storing sensitive data. An attack on virtualized infrastructure, according to the survey, more frequently results in the loss of important data and the ability to operate essential services, and also in damage to the company's reputation. Next come the complexities and risks of virtualized environments. 56% of respondents feel fully prepared to tackle the complicated risks; Kaspersky argued that figure is inflated, calling it a "misguided impression." Just over half of firms surveyed (52%) believe that they understand those risks.
Uncertainty. Disruption. Innovation. Standing at the forefront of change, companies in the technology space are often the first to feel the impact of a shifting global economy - positive or negative. As part of KPMG’s 2015 Global CEO Outlook report, 102 technology c-suite executives were surveyed. They told us that despite the constantly evolving global business environment, they are feeling more confident in their growth prospects within the sector than they did last year. Indeed, growth has become an imperative for global technology CEOs and developing new growth strategies is the top strategic priority over the next 3 years. Eighty-four percent of technology CEOs have stated they have an aggressive growth strategy; so what are technology CEOs doing to make sure they are on pace for growth?
By any measure, S&P's warning to the financial services industry about the threats they face from online attackers is belated. Indeed, it comes three years after financial services firms began suffering significant disruptions to their websites from a wave of DDoS attacks, nearly two years after the Target breach that resulted in the compromise of 40 million payment card accounts and related fraud , and one year after JPMorgan Chase suffered a breach that compromised information on 83 million households and small businesses. Financial services security expert Avivah Litan, an analyst for the consultancy Gartner, says it's no surprise that S&P is behind the curve on cybersecurity.
"We need to get over the fact that the internet is no longer dominated by us," he told the LinuxCon Europe event in Dublin. Today a sizeable number of these algorithms are devoted to packaging us up as products, so our identities can be sold in online ad auctions that take place in the blink of an eye each time we load a web page. "These algorithms get together and they trade your identity, they trade your history, they trade and bid against each other for the right to show you information," he said, adding the trade generates multi-billion dollar revenues for purveyors such as Google and Facebook.
Quote for the day:
"There can be no courage unless you're scared." -- Eddie Rickenbacker