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September 11, 2012

Take Over, Bos'n!

Eleven years ago, Danny Lewin was murdered.

This is a story from before that -- and how Danny inspired me to change the web.

It starts about twelve years ago. Akamai had just launched EdgeSuite, our new, whole-site content delivery product. Instead of having to change the URLs on your objects to start with a7.g.akamai.net/v/7/13346/2d/, you could just CNAME your whole domain over, and we'd deliver everything - even the HTML. It was revolutionary, and would power our move to application delivery.

But Danny wasn't satisfied with that (Danny was rarely satisfied with anything, actually). I'd just become Akamai's Chief Security Architect - mostly focusing on protecting our own infrastructure - and Danny came to me and said, "What will it take to convince banks to use EdgeSuite?"

I'll be honest, I laughed at him at first. We argued for weeks about how paranoid bank security teams were, and why they'd never let their SSL keys be held by someone else. We debated what security model would scale (we even considered having 24x7 security guards outside our datacenter racks). We talked about the scalability of IP space for SSL. Through all of that, Danny was insistent that, if we built it, the market would accept it - even need it. I didn't really believe him at the time, but it was an exciting challenge. We were designing a distributed, lights-out security model in a world with no good guidance on how to do it. And we did.

But I still didn't believe - not the way Danny did. Then came the phone call. I'd been up until 4 am working an incident, and my phone rings at 9 am. It's Danny. "Andy, I'm here with [large credit card company], and they want to understand how our SSL network works. Can you explain it to them?"

I begged for thirty seconds to switch to a landline (and toss cold water on my face), and off we go. We didn't actually have a pitch, so I was making it up on the fly, standing next to the bed in my basement apartment, without notes. I talked about the security model we'd built - and how putting datacenter security into the rack was the wave of the future. I talked about our access control model, the software audits we were building, and our automated installation system. I talked for forty-five minutes, and when I was done, I was convinced - we had a product that would sell, and sell well (it just took a few years for that latter half to come true).

When I got off the phone, I went to my desk, and turned that improvisational pitch into the core of the security story I still tell to this day. More importantly, I truly believed that our SSL capability would be used by those financial services customers. Like Danny, I was wrong by about a decade - but in the meantime, we enabled e-commerce, e-government, and business-to-business applications to work better.

Danny, thanks for that early morning phone call.

"When you're bossman" he added, "in command and responsible for the rest, you- you sure get to see things different don't you?"

May 14, 2010

Skynet or The Calculor?

Technology-based companies can either be organized around silicon (computers), or carbon (people). Depending on which type of company you are, security practices are, by necessity, different. So why then do we delude ourselves into thinking that there is one perfect set of security practices?

In a silicon-based organization, business processes are predominantly driven by predefined rules, implemented in computing systems (think: call centers). Where humans serve a role, it is often as an advanced interactive voice recognition (IVR) system, or as an expert system to handle cases not yet planned for (and, potentially, to make your customers happier to talk to a human). Security systems in this type of a world can be designed to think adversarially about the employees -- after all, the employees are to be constrained to augment the computing systems which drive the bulk of the business.

In a carbon-based organization, business processes are organized around the human, and are typically more fluid (think: software engineering, marketing). The role of computers in a carbon-based organization is to augment the knowledge workers, not constrain them. The tasks and challenges of a security system are far different, and require greater flexibility -- after all, employees are to be supported when engaging in novel activities designed to grow the business.

Consider a specific problem: data leakage. In a silicon-based organization, this is a (relatively) simple problem. Users can be restricted in exporting data from their systems, consumer technology more advanced than pen and paper can be banned from the facility, and all work must be done in the facility. Layer on just-in-time access control (restricting a user to only access records that they have been assigned to), and you've limited the leakage ... to what a user can remember or write down. And that's still a problem: twenty years ago, I worked in a company that used social security numbers as the unique identifier for its employees. Two decades later, a handful of those numbers are still rattling around in my head, a deferred data leakage problem waiting to happen.

Now compare that simple scenario against a knowledge worker environment. People are very mobile, and need to access company data everywhere. Assignments show up by word of mouth, so users need quick access to sources of data they had not seen before. Users are on multiple platforms, even when performing the same job, so system and application management is a challenge. Interaction with customers and partners happens rapidly, with sensitive data flying across the wires. Trying to prevent data leakage in this world is a Herculean task. Likely, given the impossibility of the task, most security implementations here will reduce business flexibility, without
significantly reducing business risk.

But what can the enterprising security manager do? First, understand your business. If it's a silicon-based organization, you're in luck. Most security vendors, consultants, and best practices guides are looking to help you out (and take some of your money while doing so). If, on the other hand, you're in a carbon-based business, you've got a much harder task ahead of you. Most solutions wont help a lot out of the box, and risk acceptance may be so endemic to your organizational mindset that changing it may well feel impossible. You'll need to focus on understanding and communicating risk, and designing novel solutions to problems unique to your business. Sounds hard, but take heart: it's not like the silicon-based security team is going to get it right, either.

March 10, 2010

The Adaptive Persistent Threat

Much ado has been made of the "Advanced Persistent Threat". Unfortunately, pundits look at the ease of some of the attacks, and get hung up on the keyword, "Advanced." How do we know the adversary is so advanced, if he can succeed using such trivial attacks? The relative skill of the adversary is actually uninteresting; it is his persistence.

Many threat models focus on vulnerability and exposures. This creates an assumption of an ephemeral adversary; one who has a limited toolbox, and will attack at random until he finds an ill-defended target. This leads to planning to simply not be the easiest target ("Do you have to be faster than a bear to outrun it? No, you just need to be faster than the other guy. Or tie his shoelaces together").

Unfortunately, in a world of persistent threats, this may leave you open to other attacks. Consider the difference between protecting yourself against a random mugging and dealing with a stalker. Even if a stalker is relatively primitive, they will adapt to your defenses, and present a very real threat.

So let's drop the "Advanced" and replace it with "Adaptive": the "Adaptive Persistent Threat". In the face of this APT, unless you know yourself to be invulnerable (implausible), you should worry also about secondary targets. Once the APT has penetrated your first line of defenses, what can they do to you? How do you defend yourself?

June 1, 2006

Phishing

We're all so paranoid about phishing, but it seems like we only really care about banking. I wonder, if the banking industry ever gets its game on, if identity thieves will start going after other sites.

Like LinkedIn. I've been playing with it lately (more on my observations later), and it sends out HTML email to your new contacts inviting them to link to you. If you receive one, and it was sent to a different address than the ones you've already provided, it lets you log in and register that address.

It would be pretty trivial to phish that login. At the least, I bet most people don't have a unique password there, and it would certainly let you start to build up a network of relationships - and if you're trying to get people to read your fraudulent email, it's all about getting them to trust the putative sender of a piece of email.

It's a lot of work to go after something like LInkedIn, or Evite, and I wouldn't expect to see it happen any time soon. But I really thought about it when my father-in-law called me this morning to verify that I had, in fact, generated the LinkedIn email he hadn't yet opened. Maybe we all need to be a bit more paranoid.