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GROpinion

[OPINION] Lame President and Presidency

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By Niyi Akinnaso

In Nigeria, the terms “the presidency”, “Aso Rock”, and “Abuja” are used in metonymic relationship to the executive branch of the federal government. In comparison to the United States on which our democracy is modelled, Aso Rock is like the White House, while Abuja is like Washington. However the presidency is not a direct equivalent of the administration in American political usage. Rather, it is a creation of President Buhari’s media team. What in the world does it mean?

Well, in Nigerian usage, it refers simultaneously to Aso Rock, Abuja, the Buhari administration, and even to the President himself. Whichever way you want to interpret the term, Buhari is top of mind, that is, he is the person that comes to mind whenever you hear or read about the presidency in Nigeria.

That is the case, however, only until you realize that, sometimes, the presidency is Garba Shehu, Buhari’s Senior Special Assistant on Media. At other times, it is Femi Adesina, the President’s Special Adviser on Media. At yet at other times, it is the opinion of the President’s men or cabal. This is believed to be the extended sense of the term.

It would appear that the goal of the usage is to provide a screen between President Buhari and the public, thereby shielding him from direct communication with the public, if not responsibility and accountability, forgetting that the buck stops on his desk. That’s why it is the presidency that speaks on major issues rather than the President.

In that regard, the brains behind “the presidency” have been very successful. Their success, however, is one of Buhari’s outstanding failures, because it allows two of his major foibles, taciturnity and tardiness, to come to the fore. Buhari neither talks nor acts as expected of a President. And when he does, it is always way too late or inadequate.

One example will suffice for now. This past Monday, August 2, 2021, the tenure of as many as 14 heads of major agencies in the Ministry of Education expired and they reportedly handed over to the most senior officer in their agencies. They were all appointed on August 1, 2016, and inaugurated into office the following day.

True, this has become common practice in the federal bureaucracy, but it has been taken to new heights by President Buhari. Ever since he was first inaugurated as President in 2015, he has never filled any vacancy on time. This is particularly true of vacancies in the Ministry of Education, a delay now playing out again before our eyes. This practice must stop, because it comes with numerous setbacks for accountability, continuity, and good governance.

First, the intervening period between end of tenure and the official appointment of a replacement is fraught with many dangers. How is full accountability guaranteed in the handing over process? How can collusion be averted between the official handing over and “the most senior official” who unceremoniously takes over? Recall that both officials would have worked together for possibly five years. How long will the acting official be in office and how can corruption be checked during the temporary tenure?

I raise these questions not to impugn the integrity of the officials, who handed over last Monday, and those who took over from them; but to point out the loopholes in the process. I also raise them because they could have been avoided altogether.

Buhari, who appointed these officials is still in government. Even if he was succeeded by another politician, there should be records of who took which office and when. In Buhari’s case, he had five full years to consider the extension of their term or replace them. Why wait until their term has ended and still no action?

This is a typical Buhari practice. Recall, for example, the long delay in appointing a Chief Justice after the retirement of Justice Mahmud Mohammed in 2016. Justice Walter Onnoghen, being the most senior Justice on the Supreme Court, was appointed in acting capacity. His appointment was confirmed nearly four months, only to be forced to resign prematurely about two years later under highly controversial circumstances.

Situations like this could easily be avoided. In this digital age, record keeping should no longer be a problem, no matter how large the bureaucracy is. All that is needed is a combination of appropriate computer hardware, software, and well trained ICT hands.

The last time I checked, the Ministry of Education and each of its agencies budgeted for ICT and computers. Save for the excellent job the Joint Admissions and Matriculation Board has done in this regard, you would wonder what the other agencies have done with this budget item. Even more importantly, you would wonder what effort the supervising Ministry of Education has put into keeping track of personnel matters in these agencies to avoid prolonged vacancies in key agencies and federal universities.

All that is needed is to record every appointment made, date by date, and the duration of tenure. Then get a person in the Personnel or Establishment Department to keep track of every appointment and notify the appropriate ministries six months to the end of tenure. Indeed, appropriate personnel management software exists that could be used to flag such information and bring it to the attention of the appropriate official.

In many states, it is the office of the Head of Service that keeps track of such matters. The example of Osun state is instructive. The current Head of Service, Dr. Olowogboyega Oyebade, a cerebral essayist and public intellectual in his own right, publishes a weekly newsletter that contains vital information about the activities of government and personnel matters, including who retires and when.

This brings me back to the president and the presidency. How is information within the government acted upon by the Head of Service, the Chief of Staff, and the Secretary to the Government of the Federation? Assuming that the president may not be able to keep track of everything, what is the presidency (in the extended sense) doing about collating information within the government and advising the President about same? Why do the president and presidency always wait to react, instead of being proactive?

Only a lame president and presidency will continue to act this way and expect effective governance and favourable results.

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GROpinion

Exposing the Malicious Sabotage of MoMo PSB Project in Enugu Ezike

By: Cyprian Nwodo

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MoMo Payment Service

The recent activities of some individuals with one Davids Iyida attempting to sabotage the MoMo Payment Service Bank project intended to benefit, especially  Enugu Ezike people, have raised significant concern and outrage within the community.

Davids Iyida
Davids Iyida

Such actions aimed at undermining a project with immense potential to uplift and empower the people of Enugu Ezike can only be described as malicious.

The MoMo PSB project is designed to bring financial services closer to the people of Enugu Ezike, facilitating easier access to banking and financial transactions.

This project is expected to create jobs, stimulate local businesses, and provide a much-needed boost to the local economy. In a region where such opportunities are rare, the MoMo PSB project represents a beacon of hope for many residents.

It is particularly baffling and disheartening to witness a member of the community collaborate with outsiders to hinder the progress of their own people.

The reasons behind such alliances remain unclear, but the impact of these actions is evident and deeply troubling. Working to obstruct the project is not only delaying progress but also actively working against the welfare and advancement of Enugu Ezike.

The efforts to destroy Kingsley Ifeanyi Adonu’s good intention, despite all the positive contributions he has made, are nothing short of wickedness.

Adonu, a visionary entrepreneur and the leading MTN Partner in the South East, has dedicated significant resources and efforts to bring the MoMo Payment Service Bank project to fruition.

His vision for the community includes economic growth, financial inclusion, and overall development. Attacking his vision is an attack on the progress and future of Enugu Ezike.

The question that lingers in the minds of many is: Why sabotaging our own benefits? In a time when unity and collective effort are paramount for the community’s advancement, such actions of sabotage are counterproductive and harmful. The community needs all hands on deck to drive development and improve the quality of life for its residents. Internal conflicts and malicious actions only serve to set back these efforts.

Despite the challenges and the malicious attempts to derail the project, it is important to reaffirm that S Mobile Group vision for establishing a MoMo Payment Service Bank in Enugu Ezike will prevail.

The community stands behind this vision, recognizing the immense benefits it promises to bring. Efforts to hinder progress will ultimately fail in the face of collective determination and support.

The actions of these ungrateful individuals, aimed at sabotaging the MoMo PSB project, are grave disservice to the community of Enugu Ezike.

In a time when progress and development are desperately needed, such malicious activities are deeply regrettable.

However, the vision and determination of Kingsley Ifeanyi Adonu and the community’s support ensure that the project will succeed, bringing much-needed growth and prosperity to Enugu Ezike.

Let it be known that no amount of sabotage can dim the light of progress and unity.

Nwodo, a public commentator writes from Enugu State

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Cybersecurity in 2024: Towards Ever Greater Sophistication of Tactics

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Chester Wisniewski, Director Global Field CTO

Writer: CHESTER WISNIEWSKI, Director Global Field CTO, Sophos

With 2024 fast approaching, what are the results for 2023 and what are the developments in the threat landscape for this new year?

The year 2023 was marked by persistence in the tactics of cybercriminals, with the predominance of ransomware, the exploitation of vulnerabilities, theft of credentials and even attacks targeting the supply chain. The common point in all his attacks is their formidable effectiveness.

It is therefore essential to ask what trends will persist in 2024 and what strategies businesses should adopt to deal with these future cyber threats.

Between persistent trends and evolving cybercrime tactics

In 2024, the threat landscape is not expected to change radically, particularly with regard to attack typologies and criminal tactics and procedures.

Criminal groups still primarily focus their attention on financial gains and ransomware remains their weapon of choice. These cybercriminals tend to take the easy way out by opportunistically attacking unpatched security vulnerabilities.

The recent Citrix Bleed attack demonstrated the agility of cybercriminals when it comes to quickly and effectively exploiting these new vulnerabilities.
However, once patches are applied to these vulnerabilities, cyberattackers tend to revert to more common strategies of stealing credentials or, failing that, cookies or session cookies, which, while slightly slower, constitute always a proven means that allows them to penetrate within a system.

In 2024, however, we should expect increased sophistication in defense evasion tactics, particularly due to the generalization of certain technologies such as multi-factor authentication. These attacks will combine malicious proxy servers, social engineering techniques and repeated authentication request attacks or “fatigue attacks”.

AI and regulations will continue to shape cybersecurity

In 2024, the development of AI will have a positive impact on the efficiency of IT teams and security teams by enabling them to strengthen defenses and work more efficiently, including through the processing of vast volumes of data in the aim of detecting anomalies. It should make it possible to respond more quickly in the event of an incident.

Indeed, analysis of attacks in 2023 showed a shortening of the time between network penetration and the triggering of a final attack – using malware or ransomware. The need for rapid detection and response tools to prevent costly incidents is therefore essential.

Finally, regulatory developments could have a major influence on measures taken against ransomware. The need to take more substantial measures could push some states to penalize the payment of ransoms, which would represent a brake on malicious actors and change the perspective of companies in the event of an attack.

Other stricter legislation, such as the implementation of the European NIS2 Directive, is also expected to force companies to take additional measures, particularly regarding their abilities to collect data sets.

To protect themselves against increasingly rapid, effective and costly attacks, companies will need to strengthen their defenses by equipping themselves with tools that allow them to detect and respond to incidents more quickly.

The worsening cybersecurity talent shortage does not appear to be as serious as some studies claim. On the contrary, companies have implemented more lax hiring criteria and more open-mindedness in the recruitment process.

From this perspective, to guarantee their survival in a constantly evolving threat landscape, companies have every interest in establishing partnerships with cybersecurity experts whose main mission is to make the hyperconnected world safer, to advise and assist them. in setting up effective defenses.

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GROpinion

The Internal Threat: The Hidden Face of Corporate Threats

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CHESTER WISNIEWSKI on Insider threat
By: CHESTER WISNIEWSKI, Field CTO – Applied research

Businesses today face many threats; but if those coming from outside are their main source of concern with a priority focus on ransomware, they too often forget to consider internal threats which can be just as devastating.

In fact, they take less time to assess the adaptability of their internal security measures in case a cyberattacker manages to break through their defenses from the inside and recover sensitive data that is easily accessible to him. So, what are the means to put in place to detect these threats and respond to them effectively?

The sources of these insider threats are diverse and very often undetected or detectable. They can thus be the result of negligence or even malice.

They can, for example, come from an implementation of relaxed security controls that do not apply to certain systems, or from a lack of logging and identification of these malicious activities.

Although, difficult to measure – since they are rarely the subject of dedicated reports – these internal attacks have already affected many companies.

What are the reasons for the appearance of these threats?

Intentionally or not, insider threats are legion. For example, when an employee carelessly forgets a USB key containing copies of critical information on the train, he then neglects to comply with all the rules in force.

This type of situation can be tragic for the company since there is therefore a risk of theft or public exposure of information that could lead to a violation of official regulations imposed by a governing body (usually GDPR, PCI and HIPPA) or by several regulatory bodies’ premises.

The company must then be extremely transparent by disclosing to its employees – and more broadly to the general public – that it has been the victim of a data breach within the organization, and it must also be held accountable. of all actions associated with this data breach.

But it can also be actions triggered intentionally for a wide variety of reasons. An employee may, for example, realize that he has the possibility of carrying out a malicious action in his workplace because of relaxed controls or because he has high visibility.

This type of situation can lead to the theft of confidential information belonging to the company. The employee then seizes this opportunity to harm the company with impunity.

Various flaws and patterns

Cybersecurity experts have identified three distinct insider threat motives which are revenge, greed, and inattention.

The first two reasons include, for example, intentional and accidental acts, and are more likely to occur following a dismissal or a resignation. However, these reasons vary according to the type of activity of the company.

In the case of the defense sector, it can be corruption or espionage, unlike the ICT sector, where commercial data theft is more widespread.

Employees in charge of selling products and solutions can thus save their customers’ contact details in files and programmers can steal the source code. Despite their media coverage, on the whole, cases of espionage or sabotage remain, fortunately, exceptions.

More generally, data leaks are often caused by insider threats, when sensitive information belonging to the company becomes “uncontained”, when it should be classified confidential according to the operational context.

This information then becomes “public” and people whose position has nothing to do with it can consult it. Very often, when businesses are faced with such accidental data loss or leakage, it is the result of carelessness, inadvertence or clumsiness – such as the loss of mobile devices, USB storage media or public exposure of repositories stored in the cloud.

The classic example of accidental data release comes from the use of the “To” and “CC” fields when sending an email to multiple external recipients, where personally identifiable information is exposed to all of these recipients; a situation that could have been avoided by using the “CCI” (blind copy) mode.

Finally, data destruction is also a typical action where the integrity and availability of data is taken away from the business.

This has the effect of preventing him from accessing critical information, which can directly impact the operational capacity of the company. While this activity is mostly associated with ransomware operators, it can also be attributed to insider threats.

It should be borne in mind that there are many reasons that could lead to such acts, but the main reason remains that the data is generally stored in a weak way, which allows too many people to access information that has nothing to do with the tasks entrusted to them.

These people can steal sensitive data for revenge, but also destroy it or remove it from the company or even try to extort its return.

How can we best respond to these threats?

The implementation of a strategy to prevent these internal threats remains difficult to implement, since once the attack has been launched, anticipation and control are already outdated. It is therefore extremely important to set up preparation sessions aimed at determining the impact of these attacks.

Thus, training employees in the correct use and understanding of internal company systems and processes can go a long way towards avoiding errors associated with accidental data leaks.

In addition, it can be useful to turn to several solutions and tools such as file and document management systems to better manage the critical data that the organization has in its possession. ZTNA limits access to only required tools/services/apps rather than everything on a company’s LAN.

It is also possible to employ Data Leakage Prevention (DLP) tools, capable of preventing accidental data leaks – except in the case of intentional theft. XDR systems and firewalls can also be very useful as part of the disaster prevention and recovery plan because they allow DLP to be implemented and log access and data movement at the same time.  Their actions facilitate forensic work, particularly in understanding failures and their consequences.

Finally, the implementation of technical controls capable of regulating access to data and systems that contain sensitive information, as well as the monitoring of the results of these controls and the responses to violations of the security policy contribute to the detection of ‘a malicious attack in progress.

To protect their company and their employees from these internal threats, managers must imperatively limit access to the data to the persons concerned and ensure the implementation of strict controls on the most sensitive data, while providing them with the support they need.

In essence, therefore, the right balance must be struck between people, process and technology, since any imbalance can favor the introduction of instability, as well as an easier increase and spread of risks – whether they either external or internal to the company.

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