The Biden administration today issued its vision for beefing up the nation’s collective cybersecurity posture, including calls for legislation establishing liability for software products and services that are sold with little regard for security. The White House’s new national cybersecurity strategy also envisions a more active role by cloud providers and the U.S. military in disrupting cybercriminal infrastructure, and it names China as the single biggest cyber threat to U.S. interests.
The strategy says the White House will work with Congress and the private sector to develop legislation that would prevent companies from disavowing responsibility for the security of their software products or services.
Coupled with this stick would be a carrot: An as-yet-undefined “safe harbor framework” that would lay out what these companies could do to demonstrate that they are making cybersecurity a central concern of their design and operations.
“Any such legislation should prevent manufacturers and software publishers with market power from fully disclaiming liability by contract, and establish higher standards of care for software in specific high-risk scenarios,” the strategy explains. “To begin to shape standards of care for secure software development, the Administration will drive the development of an adaptable safe harbor framework to shield from liability companies that securely develop and maintain their software products and services.”
Brian Fox, chief technology officer and founder of the software supply chain security firm Sonatype, called the software liability push a landmark moment for the industry.
“Market forces are leading to a race to the bottom in certain industries, while contract law allows software vendors of all kinds to shield themselves from liability,” Fox said. “Regulations for other industries went through a similar transformation, and we saw a positive result — there’s now an expectation of appropriate due care, and accountability for those who fail to comply. Establishing the concept of safe harbors allows the industry to mature incrementally, leveling up security best practices in order to retain a liability shield, versus calling for sweeping reform and unrealistic outcomes as previous regulatory attempts have.”
In 2012 (approximately three national cyber strategies ago), then director of the U.S. National Security Agency (NSA) Keith Alexander made headlines when he remarked that years of successful cyber espionage campaigns from Chinese state-sponsored hackers represented “the greatest transfer of wealth in history.”
The document released today says the People’s Republic of China (PRC) “now presents the broadest, most active, and most persistent threat to both government and private sector networks,” and says China is “the only country with both the intent to reshape the international order and, increasingly, the economic, diplomatic, military, and technological power to do so.”
Many of the U.S. government’s efforts to restrain China’s technology prowess involve ongoing initiatives like the CHIPS Act, a new law signed by President Biden last year that sets aside more than $50 billion to expand U.S.-based semiconductor manufacturing and research and to make the U.S. less dependent on foreign suppliers; the National Artificial Intelligence Initiative; and the National Strategy to Secure 5G.
As the maker of most consumer gizmos with a computer chip inside, China is also the source of an incredible number of low-cost Internet of Things (IoT) devices that are not only poorly secured, but are probably more accurately described as insecure by design.
The Biden administration said it would continue its previously announced plans to develop a system of labeling that could be applied to various IoT products and give consumers some idea of how secure the products may be. But it remains unclear how those labels might apply to products made by companies outside of the United States.
One could convincingly make the case that the world has witnessed yet another historic transfer of wealth and trade secrets over the past decade — in the form of ransomware and data ransom attacks by Russia-based cybercriminal syndicates, as well as Russian intelligence agency operations like the U.S. government-wide Solar Winds compromise.
On the ransomware front, the White House strategy seems to focus heavily on building the capability to disrupt the digital infrastructure used by adversaries that are threatening vital U.S. cyber interests. The document points to the 2021 takedown of the Emotet botnet — a cybercrime machine that was heavily used by multiple Russian ransomware groups — as a model for this activity, but says those disruptive operations need to happen faster and more often.
To that end, the Biden administration says it will expand the capacity of the National Cyber Investigative Joint Task Force (NCIJTF), the primary federal agency for coordinating cyber threat investigations across law enforcement agencies, the intelligence community, and the Department of Defense.
“To increase the volume and speed of these integrated disruption campaigns, the Federal Government must further develop technological and organizational platforms that enable continuous, coordinated operations,” the strategy observes. “The NCIJTF will expand its capacity to coordinate takedown and disruption campaigns with greater speed, scale, and frequency. Similarly, DoD and the Intelligence Community are committed to bringing to bear their full range of complementary authorities to disruption campaigns.”
The strategy anticipates the U.S. government working more closely with cloud and other Internet infrastructure providers to quickly identify malicious use of U.S.-based infrastructure, share reports of malicious use with the government, and make it easier for victims to report abuse of these systems.
“Given the interest of the cybersecurity community and digital infrastructure owners and operators in continuing this approach, we must sustain and expand upon this model so that collaborative disruption operations can be carried out on a continuous basis,” the strategy argues. “Threat specific collaboration should take the form of nimble, temporary cells, comprised of a small number of trusted operators, hosted and supported by a relevant hub. Using virtual collaboration platforms, members of the cell would share information bidirectionally and work rapidly to disrupt adversaries.”
But here, again, there is a carrot-and-stick approach: The administration said it is taking steps to implement Executive Order (EO) 13984 –issued by the Trump administration in January 2021 — which requires cloud providers to verify the identity of foreign persons using their services.
“All service providers must make reasonable attempts to secure the use of their infrastructure against abuse or other criminal behavior,” the strategy states. “The Administration will prioritize adoption and enforcement of a risk-based approach to cybersecurity across Infrastructure-as-a-Service providers that addresses known methods and indicators of malicious activity including through implementation of EO 13984.”
Ted Schlein, founding partner of the cybersecurity venture capital firm Ballistic Ventures, said how this gets implemented will determine whether it can be effective.
“Adversaries know the NSA, which is the elite portion of the nation’s cyber defense, cannot monitor U.S.-based infrastructure, so they just use U.S.-based cloud infrastructure to perpetrate their attacks,” Schlein said. “We have to fix this. I believe some of this section is a bit pollyannaish, as it assumes a bad actor with a desire to do a bad thing will self-identify themselves, as the major recommendation here is around KYC (‘know your customer’).”
One brief but interesting section of the strategy titled “Explore a Federal Cyber Insurance Backdrop” contemplates the government’s liability and response to a too-big-to-fail scenario or “catastrophic cyber incident.”
“We will explore how the government can stabilize insurance markets against catastrophic risk to drive better cybersecurity practices and to provide market certainty when catastrophic events do occur,” the strategy reads.
When the Bush administration released the first U.S. national cybersecurity strategy 20 years ago after the 9/11 attacks, the popular term for that same scenario was a “digital Pearl Harbor,” and there was a great deal of talk then about how the cyber insurance market would soon help companies shore up their cybersecurity practices.
In the wake of countless ransomware intrusions, many companies now hold cybersecurity insurance to help cover the considerable costs of responding to such intrusions. Leaving aside the question of whether insurance coverage has helped companies improve security, what happens if every one of these companies has to make a claim at the same time?
The notion of a Digital Pearl Harbor incident struck many experts at the time as a hyperbolic justification for expanding the government’s digital surveillance capabilities, and an overstatement of the capabilities of our adversaries. But back in 2003, most of the world’s companies didn’t host their entire business in the cloud.
Today, nobody questions the capabilities, goals and outcomes of dozens of nation-state level cyber adversaries. And these days, a catastrophic cyber incident could be little more than an extended, simultaneous outage at multiple cloud providers.
The full national cybersecurity strategy is available from the White House website (PDF).
For Cisco engineers working on Duo, having a remote-first workplace has helped them reach life goals, connect with colleagues around the world, and be intentional communicators. We understand that working remotely can be an adjustment — that’s why we’ve compiled the 10 parts of remote work that surprised our team members most and their advice for navigating the nuances. If you’re interested in being part of a remote-first workplace, check out our open positions.
Senior Engineering Leader David Rines has worked remotely for the past seven years. He’s found that Cisco’s approach to distributed teams has “enabled us to pick up the right talent, and not necessarily local talent. We are moving towards a global, follow the sun environment,” he said.
One of the aspects Rines appreciates most of this structure is getting “a widely varied set of perspectives and experiences that help build a more reliable, more robust product, which is why we’re here.”
Another benefit to having colleagues across the globe is the sharing of recipes, a perk Senior Site Reliability Engineer Bernard Ting particularly enjoys. Proactively communicating with colleagues virtually “helps you to form bonds with people from other teams. You can always learn something new about cultures elsewhere. I talk to people about food and so I’m always gathering recipes from people from all over the world,” Ting shared.
While some may fear that working remotely could lead to feelings of isolation and loneliness, a different camaraderie can flourish in the structure of our distributed teams. With colleagues across time zones, “there’s always someone there who you can reach out to help solve your problem,” Rines said.
Collaboration hours are another way Site Reliability Engineering Manager Jaya Sistla has cultivated virtual community and problem-solving. These hours are blocked off for team members to talk about what they’re working on. “The main thing is being able to ask for help so you don’t go into the rabbit hole debugging things,” Sistla said.
Ting points out that working in a distributed model allows you to really engage in virtual events and conversations. Given that the team mainly communicates through online chat, Ting has found that “forces you to see everyone as equally approachable, which has made me more comfortable reaching out to people from anywhere in the world.”
For folks sharing an office, collaboration can happen through casual chats over coffee. When facing a challenge, you can ask your neighbor for support. While ideally virtual communication could have a similar cadence and spontaneity, the logistics of remote and distributed work require intentionality and being proactive in connecting with colleagues as people and as co-workers.
When Ting first started working remotely, he felt that every meeting needed to be formal and have a business objective. By sharing his feelings with his manager, he was reassured that “socializing is a very important part of teamwork, because if you don’t have a good relationship with your colleagues you’re not going to be able to have healthy discussions, healthy conflict or be able to critique each other when the situation arises.”
Since that conversation, Ting has been more proactive about catching up with colleagues, which can include sharing a coffee over video chat. Duo’s “coffee roulette” formalizes the process as every month, employees who opt in can be randomly paired up for a quick half-hour chat focused exclusively on socializing. Ting has found being proactive about socializing virtually helpful. “It’s made me more intentional with my time and really treasure the social experience you can get,” he said.
Some folks may be concerned that without a manager observing their efforts and work ethic day in and day out, it may be harder to recognize accomplishments and challenges. Ting found that within his team “when you work on projects and in your one-on-ones with your managers, they’re always very intentional about learning what you’ve been doing and seeing what your progress is like on certain projects. I’ve been asked, ‘How do you think you can improve? What are some of the things you’ve been doing outside of the team work?’”
To cultivate cross-team collaboration and education, there are thoughtfully planned virtual lunch and learns. “We schedule training sessions and common meetings at times that are flexible for everyone. If it has to be repeated, we do it so people can comfortably attend rather than stretching themselves and attending at odd hours,” Sistla said.
For Software Engineer Nick Aspinall, an important and fun part of working remotely is keeping in touch with virtual messaging. One unique perk has been getting to create and customize emojis with team members including a few of himself in “various ridiculous states,” he said.
Connecting with colleagues on themed channels focused on personal and professional interests from coffee to pets “makes it really cool because you can meet people across different teams and still get some of the feeling of rubbing elbows that you get when you’re in the office,” Aspinall said. Participating in these virtual conversations boosts morale while also providing an endless supply of cute animal pics.
Given the multi-faceted nature of our work and the importance of consistent information sharing, having different communication channels and formats to communicate data with varying degrees of complexity is vital. Having information readily accessible, accurate and updated is particularly necessary in a field like cybersecurity.
Senior Software Engineer Mario Lopez finds that the variety of information sources contributes to an easeful remote working experience. For instance, for complex architecture decisions or detailing, Duo’s Wiki is the best source.
Software Engineer Hanna Fernandez has benefited from chat channels dedicated to design and engineering topics to “see what everyone’s up to and what thoughts people have,” she said. Sista pointed out these are great places to ask questions and open up dialogue to solve problems.
Our culture is “video-on,” meaning that it is preferred that during video meetings, as much as possible, attendees have their cameras on. Lopez loves this because “you get a bit of that personal human element.”
“We’re all people behind these screens. You definitely get some of people’s personality through text, but you get it more when you actually see them. It’s infectious when you see someone smiling. You’ve got to smile back,” he shared (while we both smiled).
When Fernandez started at Cisco, she was advised to schedule individual meetings with everyone she would be working with on every team that she joined. That suggestion is one she’s applied even virtually.
“It’s a great strategy because I already know that my team is super talented and very smart, but this way I also get to know them as humans beyond their roles,” Fernandez said. Fernandez also finds it important to check in with co-workers and ask how they’re feeling and how their time off was. “I know a lot of people hate small talk, but it’s not just small talk. I’m genuinely interested in how my co-workers are doing.”
One of Ting’s biggest goals was buying his first house in the countryside outside of London. By working remotely, Ting has flexibility in his location which allowed him to achieve his goal of buying a house and settling down with his partner, while giving their dogs the space they need to be dogs.
When transitioning from fully remote to hybrid, it’s important to recognize that there will be some shifts to get accustomed to. As the structures of remote, distributed and hybrid work evolve, it’s important to stay flexible and notice what’s possible through multiple modalities of team building. Many teams have enjoyed in-person gatherings and connecting through virtual lunches and team games when remote.
Fernandez has had multiple roles with multiple structures at Cisco. As an intern, she was fully in person and shared desk space with other interns who collaborated on full stack engineering. While working in finance IT, Fernandez was hybrid and many of her colleagues were distributed among multiple offices. The pandemic began while she was in a DevOps role, forcing her to maintain boundaries around her work time while working fully remotely. In her current role working on Duo, Fernandez is completely remote but advocates for in-person events if possible, because “humans are social creatures who want to see each other’s faces in real life once in a while.”
For Aspinall, “when we did come back to the office, there was a bit of an adjustment period where you were overstimulated from the office.” He also wanted to ensure team members who were 100% remote were fully included. Now he sees that while half his team is fully remote and the other half is hybrid, “that doesn’t stop anyone from doing anything. All of our meetings feel the same. They’re all seamless.”
If you’re interested in joining our team from wherever you are in the world, check out our open roles.
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