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Aspects of cybersecurity not to overlook when working from home
Just because your team has gone remote doesn't mean you need to be vulnerable to hacks, breaches, and scams.
- Prior to the COVID-19 outbreak, many enterprises had yet to contemplate a mass work-from-home scenario and were therefore unprepared to support it securely.
- There are practical steps you can take to safeguard confidentiality and cybersecurity with a WFH workforce.
- Applying best security practices to test for vulnerabilities, supervise access controls and password management, secure connections, and apply endpoint encryption can go a long way.
Due to the novel coronavirus situation, billions of people are currently working remotely, many for the first time in their lives. It could be out of personal fears of infection, in obedience of local social distancing regulations, or in accordance with company-wide policies, but the end result is an unexpected shift from the norm of working in the office to working from home (WFH).
Managing a workforce that has been suddenly transformed into a remote one is challenging on many levels, not least because of the need to maintain cybersecurity standards. Prior to the COVID-19 outbreak, many enterprises had yet to contemplate a mass work-from-home scenario, and they therefore lack the policies, devices, or processes to support it securely.
What's more, in recent weeks, companies have been scrambling to preserve their security profiles in the face of an uptick in malicious actors seizing the opportunity to hack corporate systems. That's the bad news. The good news is that you're not powerless. There are practical steps you can take to safeguard confidentiality and cybersecurity with a WFH workforce.
Here are a few of the basics.
1. Set up a VPN for your employees.
A VPN (Virtual Private Network) is the first and most obvious way to secure your organization when employees are logging in from home. When people work from home, they use public internet or weakly-secured WiFi connections to access confidential data in your central database. They also share sensitive files, offering a golden opportunity for hackers to intercept data mid-stream.
A VPN uses strong encryption to create a "tunnel" for any interactions between your employees, and between your employees and your secure corporate network.
Atlas VPN, one of the biggest VPN providers, reports that VPN use has surged in areas with high numbers of coronavirus cases, such as Italy and Spain.
2. Be proactive about testing.
Ignorance can be your biggest danger. If you're used to dealing with a secure internal network, you won't always know where your vulnerabilities and weaknesses lie when it comes to remote access.
This kind of blindness can lead quickly to data breaches that you might not even be aware of until months after the event.
To resolve this issue, use tools like Cymulate's breach and attack simulation platform, which runs simulated attacks across remote connections to assess your cybersecurity risk levels. This can help you determine the extent to which your settings, defenses, policies, and processes are effective, and where you need to make changes in order to maintain a secure organization.
3. Train (and retrain) to minimize human error.
Employees are vital to your success, but they can also cause your downfall. According to security experts at Kaspersky, 52 percent of businesses acknowledge that human error is their biggest security weakness. What's more, some 46 percent of cybersecurity incidents in 2019 were at least partially caused by careless employees.
Employees can cause data breaches in multiple ways, like failing to use a secure connection to download confidential data, forgetting to lock their screens when working in a public place, or falling for phishing emails that install malware on their devices. In addition, your employees might be the first to know about a security breach but choose to hide it out of fear of repercussions, making a bad situation worse.
It's vital to invest time and energy in employee training to ensure that everybody knows how to reduce the risk of successful hacking attacks and is not afraid to report security incidents as soon as they occur. Frequent reminders, online refresher courses, and pop-up prompts help employees take security seriously.
4. Be strict about access control.
Access controls are a vital layer of security around your network. Losing track of who can access which platforms, data and tools means losing control of your security, and that can be disastrous.
Even in "normal" times, 70 percent of enterprises overlook issues surrounding privileged user accounts, which form unseen entrances to your organization. As the WFH situation drags on, it's even more likely that access controls will lag, opening up holes in your perimeter.
In response, use role-based access control (RBAC) to allow access to specific users based on their responsibilities and authority levels in the organization. By monitoring and strategically restricting access controls, you can further reduce the risk that human error might undermine your careful cybersecurity arrangements.
5. Use endpoint encryption on devices and apps.
Because most companies were not yet set up for remote work when the COVID-19 crisis hit, the lion's share of devices used to connect from new home offices are not owned or configured by employers.
And with employees more likely to use their own computers when working from home, endpoint attacks become even more serious. SentinelOne, an endpoint security platform, reported a 433 percent rise in endpoint attacks from late February to mid-March.
Although it can seem difficult to secure endpoints when employees are working remotely, it is possible. SentryBay's endpoint application encryption solution takes a different approach, securing apps in their own "wrappers," as opposed to working on a device security level.
6. Apply multi-factor authentication and strong passwords.
Finally, weak passwords are a known gift for hackers. The problem only grows when employees work from home, as the contextual shift makes it easier for them to ignore reminders from your security team. They are also more likely to share or save credentials for faster remote access when it takes time to get a response from a newly remote security team.
If you don't already use a password manager to force employees to generate strong passwords and avoid sharing or saving credentials, now is the time to begin. CyberArk Enterprise Password Vault requires users to update passwords regularly, enforces multi-factor authentication (MFA) to reduce the chances of hackers entering your network through stolen passwords, and provides auditing and control features so you can track when someone uses or misuses an account.
WFH doesn’t have to undermine network security
With enterprises unprepared for mass remote working, industries worldwide could face a security nightmare. However, applying best security practices and using advanced tools to test for vulnerabilities, supervise access controls and password management, secure connections, and apply endpoint encryption can go a long way.
Make sure your employees know your security policies will help harden your attack surface, improve your cybersecurity posture, and prevent COVID-19 from causing a cybersecurity plague.
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Higher education faces challenges that are unlike any other industry. What path will ASU, and universities like ASU, take in a post-COVID world?
- Everywhere you turn, the idea that coronavirus has brought on a "new normal" is present and true. But for higher education, COVID-19 exposes a long list of pernicious old problems more than it presents new problems.
- It was widely known, yet ignored, that digital instruction must be embraced. When combined with traditional, in-person teaching, it can enhance student learning outcomes at scale.
- COVID-19 has forced institutions to understand that far too many higher education outcomes are determined by a student's family income, and in the context of COVID-19 this means that lower-income students, first-generation students and students of color will be disproportionately afflicted.
What conditions of the new normal were already appreciated widely?<p>First, we understand that higher education is unique among industries. Some industries are governed by markets. Others are run by governments. Most operate under the influence of both markets and governments. And then there's higher education. Higher education as an "industry" involves public, private, and for-profit universities operating at small, medium, large, and now massive scales. Some higher education industry actors are intense specialists; others are adept generalists. Some are fantastically wealthy; others are tragically poor. Some are embedded in large cities; others are carefully situated near farms and frontiers.</p> <p>These differences demonstrate just some of the complexities that shape higher education. Still, we understand that change in the industry is underway, and we must be active in directing it. Yet because of higher education's unique (and sometimes vexing) operational and structural conditions, many of the lessons from change management and the science of industrial transformation are only applicable in limited or highly modified ways. For evidence of this, one can look at various perspectives, including those that we have offered, on such topics as <a href="https://www.insidehighered.com/digital-learning/blogs/rethinking-higher-education/lessons-disruption" target="_blank">disruption</a>, <a href="https://www.nytimes.com/2020/02/20/education/learning/education-technology.html" target="_blank">technology management</a>, and so-called "<a href="https://www.insidehighered.com/sites/default/server_files/media/Excerpt_IHESpecialReport_Growing-Role-of-Mergers-in-Higher-Ed.pdf" target="_blank">mergers and acquisitions</a>" in higher education. In each of these spaces, the "market forces" and "market rules" for higher education are different than they are in business, or even in government. This has always been the case and it is made more obvious by COVID-19.</p> <p>Second, with so much excitement about innovation in higher education, we sometimes lose sight of the fact that students are—and should remain—the core cause for innovation. Higher education's capacity to absorb new ideas is strong. But the ideas that endure are those designed to benefit students, and therefore society. This is important to remember because not all innovations are designed with students in mind. The recent history of innovation in higher education includes several cautionary tales of what can happen when institutional interests—or worse, <a href="https://www.insidehighered.com/news/2016/02/09/apollos-new-owners-seek-fresh-start-beleaguered-company" target="_blank">shareholder</a> interests—are placed above student well-being.</p>
Photo: Getty Images<p>Third, it is abundantly apparent that universities must leverage technology to increase educational quality and access. The rapid shift to delivering an education that complies with social distancing guidelines speaks volumes about the adaptability of higher education institutions, but this transition has also posed unique difficulties for colleges and universities that had been slow to adopt digital education. The last decade has shown that online education, implemented effectively, can meet or even surpass the quality of in-person <a href="https://link-springer-com.ezproxy1.lib.asu.edu/article/10.1007/s10639-019-10027-z" target="_blank">instruction</a>.</p><p>Digital instruction, broadly defined, leverages online capabilities and integrates adaptive learning methodologies, predictive analytics, and innovations in instructional design to enable increased student engagement, personalized learning experiences, and improved learning outcomes. The ability of these technologies to transcend geographic barriers and to shrink the marginal cost of educating additional students makes them essential for delivering education at scale.</p><p>As a bonus, and it is no small thing given that they are the core cause for innovation, students embrace and enjoy digital instruction. It is their preference to learn in a format that leverages technology. This should not be a surprise; it is now how we live in all facets of life.</p><p>Still, we have only barely begun to conceive of the impact digital education will have. For example, emerging virtual and augmented reality technologies that facilitate interactive, hands-on learning will transform the way that learners acquire and apply new knowledge. Technology-enabled learning cannot replace the traditional college experience or ensure the survival of any specific college, but it can enhance student learning outcomes at scale. This has always been the case, and it is made more obvious by COVID-19.</p>
What conditions of the new normal were emerging suspicions?<p>Our collective thinking about the role of institutional or university-to-university collaboration and networking has benefitted from a new clarity in light of COVID-19. We now recognize more than ever that colleges and universities must work together to ensure that the American higher education system is resilient and sufficiently robust to meet the needs of students and their families.</p> <p>In recent weeks, various commentators have suggested that higher education will face a wave of institutional <a href="https://www.businessinsider.com/scott-galloway-predicts-colleges-will-close-due-to-pandemic-2020-5" target="_blank">closures</a> and consolidations and that large institutions with significant online instruction capacity will become dominant.</p> <p>While ASU is the largest public university in the United States by enrollment and among the most well-equipped in online education, we strongly oppose "let them fail" mindsets. The strength of American higher education relies on its institutional diversity, and on the ability of colleges and universities to meet the needs of their local communities and educate local students. The needs of learners are highly individualized, demanding a wide range of options to accommodate the aspirations and learning styles of every kind of student. Education will become less relevant and meaningful to students, and less responsive to local needs, if institutions of higher learning are allowed to fail. </p> <p>Preventing this outcome demands that colleges and universities work together to establish greater capacity for remote, distributed education. This will help institutions with fewer resources adapt to our new normal and continue to fulfill their mission of serving students, their families, and their communities. Many had suspected that collaboration and networking were preferable over letting vulnerable colleges fail. COVID-19's new normal seems to be confirming this.</p>
President Barack Obama delivers the commencement address during the Arizona State University graduation ceremony at Sun Devil Stadium May 13, 2009 in Tempe, Arizona. Over 65,000 people attended the graduation.
Photo by Joshua Lott/Getty Images<p>A second condition of the new normal that many had suspected to be true in recent years is the limited role that any one university or type of university can play as an exemplar to universities more broadly. For decades, the evolution of higher education has been shaped by the widespread imitation of a small number of elite universities. Most public research universities could benefit from replicating Berkeley or Michigan. Most small private colleges did well by replicating Williams or Swarthmore. And all universities paid close attention to Harvard, Princeton, MIT, Stanford, and Yale. It is not an exaggeration to say that the logic of replication has guided the evolution of higher education for centuries, both in the US and abroad.</p><p>Only recently have we been able to move beyond replication to new strategies of change, and COVID-19 has confirmed the legitimacy of doing so. For example, cases such as <a href="https://www.washingtonpost.com/education/2020/03/10/harvard-moves-classes-online-advises-students-stay-home-after-spring-break-response-covid-19/" target="_blank">Harvard's</a> eviction of students over the course of less than one week or <a href="https://www.nhregister.com/news/coronavirus/article/Mayor-New-Haven-asks-for-coronavirus-help-Yale-15162606.php" target="_blank">Yale's apparent reluctance</a> to work with the city of New Haven, highlight that even higher education's legacy gold standards have limits and weaknesses. We are hopeful that the new normal will include a more active and earnest recognition that we need many types of universities. We think the new normal invites us to rethink the very nature of "gold standards" for higher education.</p>
A graduate student protests MIT's rejection of some evacuation exemption requests.
Photo: Maddie Meyer/Getty Images<p>Finally, and perhaps most importantly, we had started to suspect and now understand that America's colleges and universities are among the many institutions of democracy and civil society that are, by their very design, incapable of being sufficiently responsive to the full spectrum of modern challenges and opportunities they face. Far too many higher education outcomes are determined by a student's family income, and in the context of COVID-19 this means that lower-income students, first-generation students and students of color will be disproportionately afflicted. And without new designs, we can expect postsecondary success for these same students to be as elusive in the new normal, as it was in the <a href="http://pellinstitute.org/indicators/reports_2019.shtml" target="_blank">old normal</a>. This is not just because some universities fail to sufficiently recognize and engage the promise of diversity, this is because few universities have been designed from the outset to effectively serve the unique needs of lower-income students, first-generation students and students of color.</p>
Where can the new normal take us?<p>As colleges and universities face the difficult realities of adapting to COVID-19, they also face an opportunity to rethink their operations and designs in order to respond to social needs with greater agility, adopt technology that enables education to be delivered at scale, and collaborate with each other in order to maintain the dynamism and resilience of the American higher education system.</p> <p>COVID-19 raises questions about the relevance, the quality, and the accessibility of higher education—and these are the same challenges higher education has been grappling with for years. </p> <p>ASU has been able to rapidly adapt to the present circumstances because we have spent nearly two decades not just anticipating but <em>driving</em> innovation in higher education. We have adopted a <a href="https://www.asu.edu/about/charter-mission-and-values" target="_blank">charter</a> that formalizes our definition of success in terms of "who we include and how they succeed" rather than "<a href="https://www.washingtonpost.com/opinions/2019/10/17/forget-varsity-blues-madness-lets-talk-about-students-who-cant-afford-college/" target="_blank">who we exclude</a>." We adopted an entrepreneurial <a href="https://president.asu.edu/read/higher-logic" target="_blank">operating model</a> that moves at the speed of technological and social change. We have launched initiatives such as <a href="https://www.instride.com/how-it-works/" target="_blank">InStride</a>, a platform for delivering continuing education to learners already in the workforce. We developed our own robust technological capabilities in ASU <a href="https://edplus.asu.edu/" target="_blank">EdPlus</a>, a hub for research and development in digital learning that, even before the current crisis, allowed us to serve more than 45,000 fully online students. We have also created partnerships with other forward-thinking institutions in order to mutually strengthen our capabilities for educational accessibility and quality; this includes our role in co-founding the <a href="https://theuia.org/" target="_blank">University Innovation Alliance</a>, a consortium of 11 public research universities that share data and resources to serve students at scale. </p> <p>For ASU, and universities like ASU, the "new normal" of a post-COVID world looks surprisingly like the world we already knew was necessary. Our record breaking summer 2020 <a href="https://asunow.asu.edu/20200519-sun-devil-life-summer-enrollment-sets-asu-record" target="_blank">enrollment</a> speaks to this. What COVID demonstrates is that we were already headed in the right direction and necessitates that we continue forward with new intensity and, we hope, with more partners. In fact, rather than "new normal" we might just say, it's "go time." </p>
Melting ice is turning up bodies on Mt. Everest. This isn't as shocking as you'd think.
- Mt. Everest is the final resting place of about 200 climbers who never made it down.
- Recent glacial melting, caused by climate change, has made many of the bodies previously hidden by ice and snow visible again.
- While many bodies are quite visible and well known, others are renowned for being lost for decades.
Why leave the bodies there at all? Why not bring people down as soon as they die?<p>It costs a lot of money to go get a body on the highest mountain in the world, up to $80,000 to be <a href="https://people.com/human-interest/dead-bodies-mount-everest-glaciers-melt/" target="_blank">precise</a>. Then there is the problem of actually doing it, since some attempts to retrieve bodies are forced by difficult conditions to abandon their efforts.</p><p>Some people, such as mountaineer <a href="http://www.alanarnette.com/" target="_blank">Alan Arnette</a>, argue that the bodies should be left there. He told the BBC, "Most climbers like to be left on the mountains if they died. So it would be deemed disrespectful to just remove them unless they need to be moved from the climbing route or their families want them."</p> This doesn't stop people from wanting the bodies taken down or dealt with in other ways. <a href="https://en.wikipedia.org/wiki/David_Sharp_(mountaineer)" target="_blank">David Sharp</a>'s body was moved out of sight in 2007. <a href="https://en.wikipedia.org/wiki/George_Mallory" target="_blank">George Mallory'</a>s body took 75 years to find and was given an Anglican burial in 1999. Over time, the elements often move bodies away from the main routes up the mountain to more isolated areas where they remain undisturbed.
Everest’s chilling landmarks<div class="rm-shortcode" data-media_id="V4Kz3Zfc" data-player_id="FvQKszTI" data-rm-shortcode-id="9959d7e5b2866ad9f61ab823a5b60cbf"> <div id="botr_V4Kz3Zfc_FvQKszTI_div" class="jwplayer-media" data-jwplayer-video-src="https://content.jwplatform.com/players/V4Kz3Zfc-FvQKszTI.js"> <img src="https://cdn.jwplayer.com/thumbs/V4Kz3Zfc-1920.jpg" class="jwplayer-media-preview" /> </div> <script src="https://content.jwplatform.com/players/V4Kz3Zfc-FvQKszTI.js"></script> </div> <p>The bodies that remain in view are often used as waypoints for the living. Some of them are well-known markers that have earned <a href="https://www.ranker.com/list/creepy-stories-about-deaths-and-dead-bodies-on-mount-everest/sabrina-ithal" target="_blank">nicknames</a>. </p><p> For instance, the image above is of "<a href="https://en.wikipedia.org/wiki/Green_Boots" target="_blank">Green Boots</a>," the unidentified corpse named for its neon footwear. Widely believed to be the body of Tsewang Paljor, the remains are well known as a guide point for passing mountaineers. Perhaps it is too well known, as the climber David Sharp died next to Green Boots while dozens of people walked past him — many presuming he was the famous corpse. </p><p>A large area below the summit has earned the discordant nickname "Rainbow Valley" for being filled with the bright and colorfully dressed corpses of maintainers who never made it back down. The sight of a frozen hand or foot sticking out of the snow is so common that Tshering Pandey Bhote, vice president of Nepal National Mountain Guides Association claimed: "Most climbers are mentally prepared to come across such a sight."</p><p>Other bodies are famous for not having been found yet. Andrew "Sandy" Irvine, the climbing partner of George Mallory, may have been one of the first two people to reach the summit of Everest a full 30 years before Edmund Hillary and Tenzing Norgay did it. Since they never made it back down, nobody knows just how close to the top they made it. </p><p>Mallory's frozen body was found by chance in the '90s without the Kodak cameras he brought up to record the climb with. It has been speculated that Irvine might have them and <a href="https://web.archive.org/web/20130303001517/http://www.velocitypress.com/Mallory__Irvine.html#A127_Film" target="_blank">Kodak </a>says they could still develop the film if the cameras turn up. Circumstantial evidence suggests that they died on the way back down from the summit, Mallory had his goggles off and a photo of his wife he said he'd put at the peak wasn't in his coat. If Irvine is found with that camera, history books might need rewriting. </p><p>As Everest's glaciers melt its morbid history comes into clearer view. Will the melting cause old bodies to become new landmarks? Will Sandy Irvine be found? Only time will tell. </p>
Human brains evolved for creativity. We just have to learn how to access it.
- An all-star cast of Big Thinkers—actors Rainn Wilson and Ethan Hawke; composer Anthony Brandt; neuroscientists David Eagleman, Wendy Suzuki, and Beau Lotto; and psychologist Scott Barry Kaufman—share how they define creativity and explain how our brains uniquely evolved for the phenomenon.
- According to Eagleman, during evolution there was an increase in space between our brain's input and output that allows information more time to percolate. We also grew a larger prefrontal cortex which "allows us to simulate what ifs, to separate ourselves from our location in space and time and think about possibilities."
- Scott Barry Kaufman details 3 brain networks involved in creative thinking, and Wendy Suzuki busts the famous left-brain, right-brain myth.
Manly Bands wanted to improve on mens' wedding bands. Mission accomplished.
- Manly Bands was founded in 2016 to provide better options and customer service in men's wedding bands.
- Unique materials include antler, dinosaur bones, meteorite, tungsten, and whiskey barrels.
- The company donates a portion of profits to charity every month.
The proposal calls for the American public to draft two candidates to lead the executive branch: one from the center-left, the other from the center-right.