A search for low hanging fruit.
https://thehackernews.com/2022/03/understanding-how-hackers-recon.html
Understanding How Hackers Recon
… When running recon on an organization, hackers – whether white or black hats - are "casing a joint." To plan their attack, they will try and uncover as much information as possible about:
Trust continues to exit.
https://www.theregister.com/2022/03/07/dxc_pwc_kpmg_accenture_quit_russia/
Global consultancies quit Russia
Four top global consultancies, all with big IT practices, have quit Russia.
PwC on Sunday decided that Russia's invasion of Ukraine means it "should not have a member firm in Russia and consequently PwC Russia will leave the network."
KPMG also chose Sunday for its announcement, which it argued was necessary because "We believe we have a responsibility, along with other global businesses, to respond to the Russian government's ongoing military attack on Ukraine."
… The two consultancies' decisions to quit Russia follow similar moves last week by Accenture (on March 3 ) and DXC (March 4th ).
The four firms collectively employed 14,500 people in Russia and Belarus.
Retaliation is always risky.
Section 230 Doesn’t Apply to Publication of Private Emails–Crowley v. Faison
Eric Goldman writes:
Faison runs the Sacramento chapter of Black Lives Matter (BLM). She received several racist and offensive emails from an email address purporting to be Karra Crowley. Faison posted the emails to BLM’s Facebook page and identified Karra as the sender.
Predictably, the blowback against Karra and her family/business was severe, including death threats. Months later, the sheriff apparently identified the actual sender, who wasn’t Karra. (Karra claims it’s a vengeful evicted tenant). Crowley sued Faison for defamation. Faison defended on Section 230 grounds. The court disagrees.
Read more at Technology & Marketing Law Blog.
Case citation: Crowley v. Faison, 2022 WL 624949 (E.D. Cal. March 3, 2022)
Perspective.
The Questions Leaders Should Ask in the New Era of Digital Transformation
… In previous articles, I’ve discussed ways in which companies and managers can benefit from rethinking assumptions about how employees work and the expectations of customers post-COVID-19. If those help to craft a new vision of the future, there is still the question of how to make that vision real. In this article, I’ll look at ways leaders can rethink assumptions about driving transformation to help their companies thrive in times of constant upheaval.
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