CITI State of Telecom 2019 Bio Booklet January 25 2019
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Jason Healey Robert Jervis the Escalation Inversion and Other Oddities of Situational Cyber Stability
The Scholar Texas National Security Review: Volume 3, Issue 4 (Fall 2020) Print: ISSN 2576-1021 Online: ISSN 2576-1153 The Escalation Inversion and Other Oddities of Situational Cyber Stability Jason Healey Robert Jervis The Escalation Inversion and Other Oddities of Situational Cyber Stability As the United States shifts to a new military strategy of defending forward against adversaries in cyberspace, research into the role of cyber capabilities in crisis stability is especially relevant. This paper introduces the concept of situational cyber stability, suggesting the key question is not “whether” cyber capabilities are escalatory but rather how they are escalatory under certain geopolitical conditions. We identify four key mechanisms: Pressure Release, Spark, Pull Out the Big Guns, and the Escalation Inversion. Optimists (believing that “No, cyber conflict is not escalatory”) and pessimists (“Oh, yes it is”) have each touched on parts of these mechanisms. This paper integrates research from both views to better understand crisis stability in cyberspace across the range of geopolitical contexts, from relative peace to impending war. We examine the role of surprise in cyber conflict and introduce policy recommendations to reduce the chances of crises escalating. t is one of the most important and debat- companies (Iran’s attacks on U.S. banks or the ed questions for policymakers and schol- North Korean dismembering of Sony)2; disrupted ars of cyber conflict: Are cyber capabilities national healthcare systems (North Korea’s Wan- escalatory? naCry, which disrupted the U.K. National Health IThe pessimists, in whose camp we normally re- Service),3 electrical grids in wintertime (Russia’s side, observe a two-decade trend of increasing cy- takedown of the Ukrainian grid),4 and national elec- ber aggression acting like a ratchet, not a pendulum. -
2013 Year in Review
Cyber Statecraft Initiative 2013 Year in Review: Saving Cyberspace During 2013, the Atlantic Council’s Cyber Statecraft Initiative cemented its position as the most forward-leaning think tank on cyber policy issues in Washington, DC and perhaps the world. The goal of the program is “saving cyberspace” as this most transformative technology since Gutenberg is under threat, putting at risk the national security of the United States and the economic security of the world. Our program also became very well known for taking a strong position against overly aggressive spying by the National Security Agency and related cyber covert attacks, like Stuxnet. On this and other important issues, we held more than sixty events, from private dinners with senior international policymakers to large conferences like the Cyber 9/12 project with hundreds of people attending in person or online. The highlight of the Initiative’s publications was the release of A Fierce Domain, Conflict in Cyberspace, 1986 to 2012, which as the first military history of cyberspace received widespread praise, including in the Economist magazine. Led by an ideas-driven approach on these issues, this year experts had twenty broadcast interviews and the Cyber Statecraft Initiative has been mentioned in major national news outlets including National Public Radio, the Washington Post, the New York Times, the Wall Street Journal, Foreign Policy, Bloomberg News, Newsweek, CNN, the Atlantic, the Financial Times, the Economist, Deutsche Welle, and more. Director Jason Healey is a regular op-ed contributor to US News & World Report’s “World Report” section and Foreign Policy’s online “National Security” blog. -
Testimony of Jason Healey Before the United States House Of
Testimony of Jason Healey Before the United States House of Representatives Committee on Financial Services, Subcommittee on Financial Institutions and Consumer Credit Hearing on “Protecting Critical Infrastructure: How the Financial Sector Addresses Cyber Threats” 19 May 2015 Chairman Neugebauer, Ranking Member Clay, and distinguished Members of the Committee, thank you for the honor of testifying before you on the finance sector’s response to cyber threats. Over the past nearly twenty years, I have been involved in cyber operations and policy in the military and Intelligence Community, the White House, and finance sector. I created the first cyber incident response capability at Goldman Sachs and was an early Vice Chairman of the Financial Services Information Sharing and Analysis Center. Now as an academic, serving both as a Senior Research Scholar at Columbia University’s School of International and Public Affairs and as Senior Fellow at the Atlantic Council, I may be less involved in the day-to-day cyber tumult than my colleagues here today, but with a bit more freedom to analyze where we have come from and what might be next. Regarding the cyber threat, it is surprising how little has changed. We've been concerned about the same basic threats – nation-states’ warriors and spies, hactivists, terrorists, insiders, and criminals -- for twenty, thirty, even forty years. It has been clear that banks are in the crosshairs since at least 1994 when Vladimir Levin took Citibank for over $10 million. But of course the massive expansion of those threats, and the myriad way come at the sector, is astounding. -
B8217-001 Tools and Principles for Managing in the Information
B8217-001 Tools and Principles for Managing in the Information Economy and Media Sector Prof. Eli Noam Course Syllabus Spring Semester 2019 Wednesdays 2:15pm-5:30pm Uris TBA I. Overview This course covers a subject that is important in the present and crucial for management success in the future: how to manage in the emerging Information Economy? And what are the differences to more traditional approaches in industry and finance? The course does so by focusing on and projecting the lessons from the sector furthest along in its transformation, that of digital media, information, and communications -- where activities are based on bit-based intangibles and knowledge assets, and are globally internetworked. The course takes an innovative approach, bringing together many of the strands of the entire MBA program and applying them to the digital sector. In doing so, it is also an integrative “capstone course” for the business curriculum and thus useful for future entrepreneurs, investors, creators, marketers, and advertisers, even if they do not aim for a career in this sector. The course covers a digital company's major functions (and, by extension, of most companies): 1. The Producing function, including financing, HRM, technology management, and production management. 2. The Harvesting function, including demand analysis, marketing, distribution, pricing, and intellectual asset management. 3. The Control function, including accounting, law and strategy. For each of these functions we assemble: 1 A set of MBA tools and analyses for producers, -
25222 SIPA Working Paper Series [Cont PPG #]-WEB
SIPA’s Entrepreneurship & Policy Initiative Working Paper Series Foreword This working paper series represents original research and case studies undertaken as part of the Entrepreneurship and Policy Initiative at Columbia University’s School of International and Public Afairs (SIPA). Launched in 2016 with funding from the Nasdaq Educational Foundation, the Entrepreneurship and Policy Initiative engages scholars, entrepreneurs, and leaders from the public and private sectors to advance the study of innovation, digital technol- ogy, and public policy. It is also part of SIPA’s broader Tech & Policy Initiative, which explores the intersection of digital technology, data, and public policy, with a particular focus on research, training, and convening in the areas of cybersecurity, internet governance, and the digital economy. From the SIPA Dean’s Challenge Grant for graduate student ventures to new academic research and major con- vening, SIPA is a thriving place for entrepreneurship and the study of digital technology. The Entrepreneurship & Policy Initiative has supported research in three areas: Cities & Innovation; Digital Innovation & Entrepreneurial Solutions; and Emerging Global Digital Policy. This Initiative draws on faculty leadership from SIPA, Columbia Business School, and the University-wide Columbia Entrepreneurship program. SIPA has also hosted high-level events, discussions, and expert workshops on issues such as the future of entrepre- neurship in heartland America (featuring Steve Case, CEO of Revolution); the implication of Amazon’s proposed headquarters in New York City; how cities spur civic technology (co-hosted with Sidewalk Labs), and more. We have convened workshops on civic technology in urban governance and a co-hosted a workshop with McKinsey & Company that examined the evolving policy frameworks around The Internet of Things (IoT) in Brazil and China. -
America's Cyber Future Security and Prosperity in the Information
America’s Cyber Future JUNE 2011 Security and Prosperity in the Information Age VOLUME II Edited by Kristin M. Lord and Travis Sharp Contributors: Robert E. Kahn, Mike McConnell, Joseph S. Nye, Jr. and Peter Schwartz (co-chairs); Nova J. Daly, Nathaniel Fick, Martha Finnemore, Richard Fontaine, Daniel E. Geer Jr., David A. Gross, Jason Healey, James A. Lewis, Kristin M. Lord, M. Ethan Lucarelli, Thomas G. Mahnken, Gary McGraw, Roger H. Miksad, Gregory J. Rattray, Will Rogers, Christopher M. Schroeder and Travis Sharp Acknowledgments The authors would like to thank the more than 200 people who generously contributed their time and expertise to this proj- ect. We are especially indebted to our co-chairs Bob Kahn, Mike McConnell, Joe Nye and Peter Schwartz for their tremendous support and guidance over the past year. We also thank our contributing authors for producing such insightful essays. We are particularly grateful to the many people who reviewed drafts of the papers included in this volume, including Irv Lachow, James Mulvenon, Charles Dunlap, Eric Rosenbach, Jeff Lord, Tom Gjelten, Greg Rattray, David Asher, Jeff Pryce, Andrew Lewman, Daniel Calingeart, David Gross, Nova Daly and several anonymous reviewers. In addition, we wish to thank the dozens of dedicated professionals in the U.S. government, armed services and private sector who candidly shared their perspectives. We also thank Global Business Network for hosting a workshop in San Francisco in February 2011, as well as the many technologists and other experts who attended. Peter Schwartz, David Babington and Audrey Plonk deserve special recognition for making the workshop a success. -
Success of Persistent Engagement in Cyberspace
STRATEGIC STUDIES QUARTERLY - POLICY FORUM Success of Persistent Engagement in Cyberspace he US Department of Defense’s 2018 cyber strategy is the most important development in this arena in the past 20 years.1 It rec- ognizes that states are continuously engaged in cyber operations Tand prescribes an imperative to “persistently contest” adversaries “in day- to- day competition” by, among other things, “defending forward to inter- cept and halt cyber threats.”2 Persistent engagement is straightforward yet subtle. Countering malicious cyber activity below the level of armed conflict requires daily interaction and competition to “expose adversaries’ weaknesses, learn their intentions and capabilities, and counter attacks close to their origins.”3 US Cyber Command (USCYBERCOM) must consistently conduct operations to impose just enough friction on adver- saries to moderate their behavior but not such disruption as to induce further attacks. Academics and policy makers have debated the merits of persistent engagement, and perhaps it is indeed the correct strategy to deal with cyber conflict. However, as with the introduction of any new strategy, de- veloping it is trivial compared to implementing it effectively against a competent adversary. At a minimum, persistent engagement requires (1) strong and sustained military and civilian leadership that embraces the strategy; (2) an organized, trained, and equipped force; (3) clear signaling to adversaries; (4) the trust of international and domestic partners; and (5) a robust interagency process. While the DOD might have the leader- ship and forces required to succeed, it is far from clear that the interagency process, the trust of partners, and signaling are or will be in place soon given the current political climate. -
1 June 18, 2015 Eli Michael Noam Office
June 18, 2015 Eli Michael Noam Office Columbia Institute for Tele-Information Address: Graduate School of Business 1A Uris Hall Columbia University New York, NY 10027 (212) 854-4222 Email: [email protected] Fax: (212) 854-1471 Home Address: Riverside Drive, Apt 51 New York, NY 10027 (212) 851-1846 346 Kent Road New Milford, CT 06776 (845) 354-6626; F (860) 354-3026 Current Positions: Director, Columbia Institute for Tele-Information, 1983-1987 (Founder); 1990- present. (CITI was the Sloan Foundation’s national center for telecommunications and information industry studies) Professor of Finance and Economics, 1976 - present, incl. Assistant and Associate Professor, Graduate School of Business, Columbia University, 1976-present. Taught also at Columbia Law School, and on faculty of Columbia School of Public and International Affairs Princeton University, Department of Economics and Woodrow Wilson School, Visiting Asst. Professor, 1975-1976. Virtual Visiting Professor, University of St. Gallen, Switzerland, 1998- 2002 Other Positions: Commissioner, New York State Public Service Commission 1987-1990. 1 Honors: Honorary Doctorate, Université de la Mediterranée, (University of Marseille, University of Aix-le-Provence), 2008 Honorary Doctorate, Ludwig-Maximilian University, Munich, 2004 (Recognized by German government as one of Germany’s top 3 universities). Distinguished Member Award, American Economic Association, Transportation and Public Utilities Group, 2006 Senior Fellow Award, DeSantis Center for Film Studies, 2009 Distinguished Service Award. Public Utilities Center (University of Florida) 2009. Best Book in Media Economics 2010, Association for Education in Journalism and Mass Communication Education: Ph.D., 1975, Harvard University, Department of Economics. Dissertation Advisors: Martin Feldstein, Thomas Schelling J.D., 1975, Harvard Law School. -
Cyber Operations As Imperfect Tools of Escalation
STRATEGIC STUDIES QUARTERLY – PERSPECTIVES Cyber Operations as Imperfect Tools of Escalation ERICA D. BORGHARD SHAWN W. LONERGAN* Abstract here are important empirical reasons to suspect that the risks of cyber escalation may be exaggerated. If cyberspace is in fact an environment that generates severe escalation risks, why has cyber Tescalation not yet occurred? We posit that cyber escalation has not oc- curred because cyber operations are poor tools of escalation. In particular, we argue that this stems from key characteristics of offensive cyber capa- bilities that limit escalation through four mechanisms. First, retaliatory offensive cyber operations may not exist at the desired time of employ- ment. Second, even under conditions where they may exist, their effects are uncertain and often relatively limited. Third, several attributes of of- fensive cyber operations generate important tradeoffs for decision-makers that may make them hesitant to employ capabilities in some circumstances. Finally, the alternative of cross-do main escalation—responding to a cyber incident with noncyber, kinetic instruments—is unlikely to be chosen ex- cept under rare circumstances, given the limited cost-generation potential of offensive cyber operations. ***** There is a widespread view among practitioners and scholars that cyber- space is defined by an inherent potential for dangerous escalation dynamics between rivals.1 On the practitioner side, for example, senior US intelligence and military leaders expressed concerns about first-strike incentives leading to escalation in a 2017 joint statement to Congress, testifying that “adversaries equipped with [offensive cyber capabilities] could be prone to preemptive attack and rapid escalation in a future crisis, because both sides would *The views of the authors are personal and do not reflect the policy or position of the Army Cyber Institute, United States Military Academy, 75th Innovation Command, Army Futures Command, Department of the Army, Department of Defense, or US government. -
Rough-And-Ready: a Policy Framework to Determine If Cyber Deterrence Is Working Or Failing
2019 11th International Conference on Cyber Conflict: Permission to make digital or hard copies of this publication for internal use within NATO and for personal or educational use when for non-profit or Silent Battle non-commercial purposes is granted providing that copies bear this notice T. Minárik, S. Alatalu, S. Biondi, and a full citation on the first page. Any other reproduction or transmission M. Signoretti, I. Tolga, G. Visky (Eds.) requires prior written permission by NATO CCD COE. 2019 © NATO CCD COE Publications, Tallinn Rough-and-Ready: A Policy Framework to Determine if Cyber Deterrence is Working or Failing Jason Healey Neil Jenkins Senior Research Scholar Chief Analytic Officer Columbia University, SIPA Cyber Threat Alliance New York, NY USA Arlington, VA USA [email protected] [email protected] Abstract: This paper addresses the recent shift in the United States’ policy that emphasizes forward defense and deterrence and to “intercept and halt” adversary cyber operations. Supporters believe these actions should significantly reduce attacks against the United States, while critics worry that they may incite more adversary activity. As there is no standard methodology to measure which is the case, this paper introduces a transparent framework to better assess whether the new U.S. policy and actions are suppressing or encouraging attacks.1 Determining correlation and causation will be difficult due to the hidden nature of cyber attacks, the veiled motivations of differing actors, and other factors. However even if causation may never be clear, changes in the direction and magnitude of cyber attacks can be suggestive of the success or failure of these new policies, especially as their proponents suggest they should be especially effective. -
Strategic Culture and Cyberwarfare Strategies: Four Case Studies Sipa Capstone Workshop
MAY 7, 2018 STRATEGIC CULTURE AND CYBERWARFARE STRATEGIES: FOUR CASE STUDIES SIPA CAPSTONE WORKSHOP CLIENT ORGANIZATION: UNITED STATES CYBER COMMAND FACULTY ADVISOR: PROF. GREGORY RATTRAY ABDULRAHMAN YAAQOB AL-HAMADI; DANIEL NICHOLAS BOCCIO; ERIK KORN; RASHIDE ASSAD ATALA; SCOTT SCHER; AND STEVEN JUN SIC PARK Disclaimer: This report was prepared by graduate students for a SIPA Capstone Workshop. The insights and opinions expressed are their own and do not reflect the view of the United States Cyber Command. ACKNOWLEDGMENTS The Strategic Cultures and Cyberwarfare Strategies team would like to express its deepest gratitude to Prof. Gregory Rattray, Dr. Emily O. Goldman and Dr. Michael Warner for their dedicated knowledge-based support for the project. We are also deeply thankful to Erica Borghard, Jenny Jun, Jack Snyder, JD Work, Jason Healey, Sean Kanuck, Adam Segal, and Nadiya Kostyuk for their time and invaluable insights. 1 ABSTRACT This report presents the U.S. Cyber Command with a cross-case study based on the examination of China’s, Russia’s, Iran’s, and the Democratic People’s Republic of Korea’s history, geography, politics, economy, religion, and philosophy in order to understand how each differing strategic culture guides the state’s motivations and behaviors. This includes each country’s employment of non-state actors and proxies, legal framework, and military-civilian relations. The strategic culture lens provides a deeper understanding of each state’s cyberwarfare strategies. By examining how current factors are shaping the most likely future trajectory and what the most dangerous trajectory could look like, we provide lessons that the U.S. -
Strategic Studies Quarterly, Spring 2020
SPRING 2020 Vol. 14, No. 1 Time for a Counter- AI Strategy M. A. Thomas Success of Persistent Engagement in Cyberspace Jason Healey Stuart Caudill FEATURE ARTICLE Artificial Intelligence: A Threat to Strategic Stability James S. Johnson Three- Way Power Dynamics in the Arctic Rebecca Pincus Strategic Choice and the Orbital Security Dilemma LTC Brad Townsend, USA Strategic Contours of China’s Arms Transfers Michael Raska Richard A. Bitzinger Strategy in the New Era of Tactical Nuclear Weapons COL Joseph D. Becker, USA Strategic Studies SSQ Quarterly Chief of Staff, US Air Force Gen David L. Goldfein, USAF Commander, Air Education and Training Command Lt Gen Marshall B. Webb, USAF Commander and President, Air University Lt Gen James B. Hecker, USAF Director, Academic Services Mehmed Ali, PhD Director, Air University Press Lt Col Darin Gregg, USAF Editor Col W. Michael Guillot, USAF, Retired Managing Editor Illustrator Jeanne K. Shamburger Daniel M. Armstrong Print Specialist Webmaster Megan N. Hoehn Kevin V. Frey Advisors Contributing Editors Gen Michael P. C. Carns, USAF, Retired David C. Benson, PhD James W. Forsyth, PhD Mark J. Conversino, PhD Christina Goulter, PhD Kelly A. Grieco, PhD Robert P. Haffa, PhD Michael R. Kraig, PhD Jay P. Kesan, PhD Col Kristi Lowenthal, USAF, PhD Charlotte Ku, PhD Dawn C. Murphy, PhD Benjamin S. Lambeth, PhD David D. Palkki, PhD Martin C. Libicki, PhD Nicholas M. Sambaluk, PhD Allan R. Millett, PhD https://www.af.mil/ https://www.aetc.af.mil/ https://www.airuniversity.af.edu/ Strategic Studies Quarterly An Air Force–Sponsored Strategic Forum on National and International Security SPRING 2020 VOL.