Eric Schmidt Nailed It: China’s Military Is Hacking Us Silly

the New York Times published a Breaking News Alert on a story written by three of the best NYT investigative journalists. The four page detailed article, “Chinese Army Unit Is Seen as Tied to Hacking Against U.S.,” provides extraordinary detailed evidence. The breadth and depth of the cyber attacks on the United States go back as far as 2006, and the article describes attacks on numerous industries and hundreds of U.S. companies. Most concerning, there is now compelling evidence of near-miss attacks seeking means to disable our critical infrastructure. There has been much talk about our vulnerability, but until this NYT article nothing has so explicitly exposed our risk to cyber attack from the Chinese military. For me, one of the more interesting details was that the source of the attacks was a PLA building in Shanghai.


China

On the evening of February 6th, I delivered a guest lecture to the local chapter of the Institute of Electrical and Electronic Engineers (IEEE). During the course of my lecture I referenced a very recent quote from Eric Schmidt on cyber security concerns about China.  I have great respect for Schmidt, as I worked with him when he was Sun Microsystem‘s Chief Technology Officer, and I was with SunSoft, the division responsible for Sun’s version of the UNIX operating system.  The cyber security issue  is an area that has concerned me since I first began working in China, representing P-Cube (acquired by Cisco Systems), and its advanced Internet traffic policy engine.

I think it is fair to say that Eric Schmidt, Chairman of Google, has been one of the first to openly and vocally declare our national cyber security threat from Chinese hackers. Just two weeks ago, on February 1st,  Wall Street Journal blogger, Tom Gara, posted an exclusive article describing his review of early galley proofs of Schmidt’s new book, planned for release this coming April.   Apparently, Schmidt is quoted from the proofs, writing that:

“China is the world’s most active and enthusiastic filterer of information” as well as “the most sophisticated and prolific” hacker of foreign companies. In a world that is becoming increasingly digital, the willingness of China’s government and state companies to use cyber crime gives the country an economic and political edge.”

Read more: http://blogs.wsj.com/corporate-intelligence/2013/02/01/exclusive-eric-schmidt-unloads-on-china-in-new-book/

In late January, shortly before the WSJ blog post, we learned from a blog post by Eric Schmidt’s daughter Sophie, that Schmidt had also just returned from a surreptitious visit to North Korea with former New Mexico Governor, Bill Richardson.  Schmidt described the other worldly cyber world of North Korea. had access to North Korea’s mobile network, which allows international calls but has no data service. Schmidt got a look at North Korea’s national intranet, which Schmidt described as “a walled garden of scrubbed content taken from the real Internet.”

Clearly, China and North Korea have become major topics of interest for Schmidt and Google. Something is up.

All week this week, National Public Radio‘s Morning Edition, has featured a series of stories on our military’s growing concern and focus on cyber attacks, and the development of both defensive and offensive cyber strategies.

Sunday night on CBS 60 Minutes, Janet Napolitano, Obama’s Secretary of Homeland Security, revealed that China was at the top of of her cyber threat list, also listing Iran and Russia.

But the most important event occurred this evening, when the New York Times published a Breaking News Alert on a story written by three of the best NYT investigative journalists.  The four page detailed article, “Chinese Army Unit Is Seen as Tied to Hacking Against U.S.,” provides extraordinary detailed evidence.  The breadth and depth of the cyber attacks on the United States go back as far as 2006, and the article describes attacks on numerous industries and hundreds of U.S. companies.  Most concerning, there is now compelling evidence of near-miss attacks seeking means to disable our critical infrastructure.  There has been much talk about our vulnerability, but until this NYT article nothing has so explicitly exposed our risk to cyber attack from the Chinese military.  For me, one of the more interesting details was that the source of the attacks was a PLA building in Shanghai.

Read more: http://www.nytimes.com/2013/02/19/technology/chinas-army-is-seen-as-tied-to-hacking-against-us.html?pagewanted=4&emc=na

(Since I first posted this story on my blog, virtually all major national and international media outlets have exploded with their own stories: BBC, Canadian Broadcasting, PBS Newshour, NBC, MSNBC, CBS, ABC, CNN, and dozens of others.  Tuesday, February 19th is the day that President Obama’s Executive Order to strengthen U.S. government resources, strategy and tactics in the growing cyber war go into effect.)

So it would now appear that the proverbial cat is out of the bag, and we can expect considerably more discussion about this and policies to counter it.  Some may argue that Stuxnet worm attack on Iran’s nuclear centrifuges marks the opening of a covert new war. The consensus seems to be that we have no choice now but to respond.

As I spent more and more time in China, and spoke with my colleagues at TDF Ventures in Shanghai, and as we met with officials of IBM Global Services in Beijing, I developed this subjective impression that Shanghai was much more politically conservative, patriotic, and aggressive with foreign companies. Just something about Shanghai that I couldn’t put my finger on.  Shanghai has also historically had a kind of separate local culture with the Shanghainese dialect, which is unintelligible to Mandarin speakers. Shanghai locals seem to pride themselves on their differences with Beijing.  More recently, others I know who have familiarity with Shanghai have concurred with my sense that the place is the conservative center of China. I can distinctly remember meetings with computer and Internet experts in Shanghai that left me with a very uncomfortable sense of their motives. They also did not seem to be particularly shy about their motives.  During my first visit to Beijing in 1999, for the 50th anniversary of the People’s Republic of China, I was deeply impressed by the event, and the obvious patriotism.  But as I continued to visit China on business, I became increasingly uncomfortable with what I was seeing and hearing.

It now seems that my gut concerns were well placed.

IEEE Seminar, February 6th, 5PM, EME 1151


Microsoft Word - Mayes

 

 

IEEE Okanagan Subsection
Presents
Mr. David Mayes
Faculty of Management, Global Internet Group, LLP
Big Data, the Cloud, and Smart Mobile: Big
Deal or Not?
Time & Date: 5pm-6pm, February 6, 2013
Location: EME 1151, UBC Okanagan campus
Talk Abstract: We are hearing regularly in the media about so-called “Big Data.” Is Big Data so
transformational that it will change our everyday lives, or is it just another evolutionary advance
that may improve productivity but not much else? The same arguments may apply to the concept
of “The Cloud,” and “Smart Mobile,” the other two major trends. I say that the three, taken together,
are coalescing into the most important new force in information technology in decades. They will
drive further innovation and productivity enhancements into the foreseeable future. The talk will
explore all three trends and pose questions for the future.
Speaker Biography: Mr. David Mayes is a full-time Lecturer in entrepreneurship, communication,
negotiation, IT and strategic management at The University of British Columbia, Faculty of
Management, and Master’s degree program. Mr. Mayes was founder and spokesperson for the Intel,
Microsoft and Compaq initiative for high speed consumer “universal” DSL Internet access. Mr.
Mayes also led a number of other major industry initiatives: Vendors’ ISDN Association, V.92
modem consortium. Mr. Mayes joined with Microsoft as an author of the IETF security protocol
PPTP (point to point tunneling protocol), creating secure “virtual private networks” across the
Internet. Mr. Mayes formed solar energy company, Sola Renewable Energy Ltd., and was
Executive Director and Chairperson of the Okanagan Environmental Industry Alliance (OEIA),
which works directly with local, regional, provincial and federal Canadian government groups.
Mr. Mayes began his career at Intel Corporation in California, Oregon and Europe. He left Intel
while based at Intel’s European HQ, to form his first entrepreneurial venture, 01 Computers Group
Ltd., based in London. Its corporate clients included the BBC, British Telecom and Imperial
Chemical Industries. Recently, Mr. Mayes was Vice President of Business Development at P-Cube,
iBEAM Broadcasting, and Director of Business Development at Ascend Communications. Mr.
Mayes was directly involved in a variety of multinational venture investments, public, private
mergers, acquisitions, corporate partnerships, and sales, including Ascend’s acquisitions of NetStar
and Cascade Communications.
Pizza and drinks will be provided after the talk. For further information please contact:
Julian Cheng (email: julian.cheng@ubc.ca)

 

PBS Frontline: The Untouchables…Corporate Crooks Too Big To Jail


PBS Frontline’s January 22nd broadcast will expose “The Untouchables,” the blatant criminal frauds perpetrated against us and the glaring lack of criminal prosecutions.

Watch it.

Mobile Market Share: A Multidimensional War of Titans Worth Following


NOTE: This post, originally published in January 2013, continues to be one of the most viewed on the site.  As Google and Apple now are estimated to enjoy 98% market share between the two, many of my projections regarding this market appear to have been borne out.

Global Mobile

In one of the most interesting high tech scenarios in years, the “smart mobile” OS (operating system) market is shaping up to be a classic Battle of the Titans. Key strategic issues, theories, speculation, and money, lots of it, are making this a great real-time strategy and marketing case study for management students of all ages (smile).  So as Dell prepares to fade into the sunset, get yourself a drink of your choice, and some popcorn, sit back and watch it all unfold.

The best metaphor I can apply to this might be a “destruction derby” featuring at least two players,  or perhaps a bizarre multidimensional Super Bowl or Rugby World Cup match, with four teams on one playing field with four goal posts at each cardinal point of the compass..  At the moment all four teams are tackling, passing, and running at each other in a confused pile. There are scrums, rucks and mauls in multiple locations. Two competitors, Google and Apple appear to be winning. The other two, Microsoft and Research in Motion, are pretty banged up, but still playing.

The two currently dominant competitors, Google Android with its acquisition of Motorola Mobility, and Apple IOS are rapidly consolidating and expanding their global market positions, via partnerships, vertical integration, and application development ecosystems. Microsoft has publicly committed to spending massively to make Windows 8 the third OS option, but a recent IDC mobile OS market forecast projects Microsoft with only a miniscule share in 2015.  Something tells me that Steve Ballmer will go on a rampage if that happens, rather like the video of him screaming and dancing on stage in my post “Extrovert or Introvert, Authentic Presentations Take Practice,” November 30th. http://mayo615.com/2012/11/30/introvert-or-extrovert-authentic-presentations-take-practice/

The key question is whether Microsoft or RIM, will be able to establish a third mobile OS to a survivable market position.  It is not at all clear that either can do so at this point.  The market is also speculating that mobile hardware market leader Samsung, is possibly considering making its own play by creating its own mobile OS ecosystem.  While this may seem far fetched, this kind of vertical integration seems to be making a resurgence as a strategic move, after having been discredited.  Then there is the perennial Nokia, who has seemed to be on death’s door, but may be coming back. As a strategic partner for Microsoft, Nokia’s fate may have a huge bearing on Microsoft’s strategy to reinvent itself as the PC goes into atrial fibrillation. Will Amazon enter the fray with its own smart phone entrant, and if so, with whose OS?  Will Research in Motion and the Blackberry be able to achieve a survivable market share, or is RIM already a walking zombie?

Finally, in a kind of death dance patent dispute reminiscent of the film, Gladiator, Nokia and RIM are now locked in new lawsuits and counter-lawsuits, as if to say, “If neither of us are going to survive, we might as well kill each other for the entertainment value.”

Here’s a more concise overview of the race to be the third mobile platform:

Read more: http://www.businessinsider.com/bii-report-the-race-to-be-the-third-mobile-platform-2013-1#ixzz2IepLaaka

For Management students, this real time case study offers the opportunity to apply and ponder:

1. The time tested 1976 Boston Consulting Group (Bruce Henderson) “rule of three and four.”  In a stable mature market there can be no more than three surviving competitors, the largest of which can have no more than four times the share of the smallest of the three.   Here, the question is whether a third competitor can successfully emerge at all?

2. Barriers to market entry. Former Intel Marketing VP, Bill Davidow‘s book, Marketing High Technology, An Insider’s View, still considered the standard on the topic, suggested his own metric for a barrier to a new market entrant, or even a competitor just struggling to survive the market shakeout. The market entry barrier rule of thumb in dollars is three-quarters the most recent annual revenue of the market leader. In this case, that is a very big B number…  Microsoft has the bucks, but is it just too late?

3. Vertical integration. Rumors of Samsung introducing its own mobile OS seem implausible, but hey Nvidia just announced its own gaming console to compete with Microsoft, Nintendo, and Sony.

4. Resources and capabilities. It is necessary to consider the respective resources and capabilities of each of the many direct players, and those playing in related markets that bear on the mobile OS market.

5. Related markets, new markets, peripherally involved competitors and products which all could play a role in the eventual outcome of this. The integrated Internet HDTV market is only one example. Featuring Apple, Microsoft, Google, and Samsung, and the HDTV manufacturers, it could influence things.  What if Amazon were to vertically integrate and introduce its own smart phone?

This is the hairball of this Century so far.  Are you all still with me, here?

Enactus Launches Chapter with UBC Okanagan Faculty of Management


Enactus

Human progress depends on our ability to tap into the entrepreneurial spirit that lives within each of us and channel the unique talents, passions and ideas we each possess toward creating good in the world.

en•act•us
A community of student, academic and business leaders committed to using the power of entrepreneurial action to transform lives and shape a better more sustainable world.

entrepreneurial—having the perspective to see an opportunity and the talent to create value from that opportunity;

action—the willingness to do something and the commitment to see it through even when the outcome is not guaranteed;

us—a group of people who see themselves connected in some important way; individuals that are part of a greater whole.

Nortel Execs’ Criminal Fraud Sentencing Will Be A Litmus Test


frankdunndouglas beatty

 

gollogly300

Clockwise from  top to bottom, former Nortel CEO Frank Dunn, CFO Douglas Beatty, and Controller Michael Gollogly

All three will be sentenced tomorrow, Monday, in Toronto, in one of Canada’s largest criminal fraud cases.

——————————————————————-

READ MORE: Culture of Arrogance Felled Nortel

UPDATE: Charges against all three are dismissed

Justice Frank Marrocco said he was not satisfied that the three accused had improperly accounted for accrued liability balances to misrepresent Nortel’s 2002 financial results, nor had they improperly fudged income statements in the first-quarter of 2003 in order to earn a bonus. “The accused are presumed innocent. The burden is on the prosecution. It was entirely appropriate that we go through this process to find out what happened. The burden, in my view, is not met. The charges are dismissed,” he said.

The verdict is bound to focus attention on complaints that Canada is soft on corporate crime. It was released more than four years after the executives were first charged. All three had pleaded not guilty.

ORIGINAL POST

In light of the failure to criminally prosecute Dick Fuld of Lehman Brothers, the sentencing of these three Nortel executives tomorrow, may send a message that Canada is prepared to do the right thing and apply stiff criminal penalties in such cases.  All three have already paid large fines, but have also insisted that they are “not guilty” of criminal fraud.  The Court Justice who will hand down the sentences tomorrow, presided as prosecutor over the largest previous case of corporate fraud in Canadian history. Observers are hopeful that Canada will treat this situation much differently than in the Dick Fuld case.

Gaming Market Case Study: NVIDIA To Go Vertical


This is getting messy..  NVIDIA announced yesterday at CES in Las Vegas, that it will market its own game console, which will compete directly with Sony, Microsoft, Nintendo, and for all intents and purposes, Google and Apple TV.  Does this sound to you, as it does to me, like a disaster in the making. Analysts at the launch event in Las Vegas, were reportedly “stunned.”   Students of corporate and product strategy should watch this space, as may well be a classic shakeout, and because it is gaming, it may happen at an accelerated pace.

Michael Lewis And Liar’s Poker


Michael-Lewis-007

Liar’s Poker is one of those books one of your friends strongly urges you to read..  A short little book, the recommendation I got from Bill Howe, my Canadian Intel colleague in Europe, was that it was a hilarious read.  And so it was. It reads like Animal House.  It is all, well mostly, a true autobiographical story of Lewis’ time at Solomon Brothers in London in the mid 1980’s, at the very beginning of the mortgage securities trading business… As you may also know, Solomon Brothers went out of business long before 2008. I was running my own computer systems integration business in London at the time, exploiting Maggie Thatcher‘s deregulation of the financial markets (where have we heard that before?), selling into the City of London, and to the BBC, British Telecom, ICI and a host of other corporate customers.  So I had a bit of an insider’s grasp of what was going on in The City. It made reading the book all the more interesting.

Looking back, Liar’s Poker is now seen as something of a harbinger of things to come, a foreshadowing of darker clouds, a “canary in the coal mine.”

Lewis also recently wrote The Big Short, his analysis of the 2008 financial meltdown. Liar’s Poker has been described as a comedy, and The Big Short as a tragedy, which seems very apt to me, if you heard Michael discuss both books.  Many may know Michael best for his recent success with Moneyball.

With all that has happened, Liar’s Poker finally appears to be near getting the nod from Hollywood to be made into a film.  It is long overdue.

Paul Polman: Corporate Strategy Visionary


My undergraduate and graduate students may find this an interesting topic for discussion and debate.

http://www.economist.com/news/business/21567062-pursuit-shareholder-value-attracting-criticismnot-all-it-foolish-taking-long

Reading this week’s Economist, I literally “stumbled upon”, not the Web app, an editorial on the resurgence of long term corporate strategy.  Translated succinctly, long term corporate strategy means simply that quarterly performance and shareholder dividends take a back seat to longer term corporate goals.  The Economist opinion piece sensibly admits that the singular focus on short term profits has led to cynical and perverse manipulation of income statements, via warped compensation plans based on share price and so on.  Global accounting practices like the “double Irish” and the “Dutch sandwich” can probably be partially attributed to this kind of thinking.  Wall Street is awash in “short-termism” as the Economist points out.  The deluge of early corporate dividends this month, in anticipation of the “fiscal cliff,”  are also probably related.

I carried on to read that management guru Peter Drucker was quoted as saying that “long-term results cannot be achieved by piling short-term results on short-term results.”   Roger Martin, the Dean of the Rotman School of Management in Toronto has called short-termism “a crummy principle that is undermining American capitalism.”  Whew!  That is pretty strong stuff.

But the “piece de resistance'” for me was learning more about Paul Polman, the CEO of Unilever.  I have my favorites in management, and they are exclusively bold leaders and mavericks:  Ted Turner (founder of CNN and America’s Cup sailor), Larry Ellison of Oracle, and Richard Branson, among others.  Gordon Moore is another bold leader, who was ahead of his time, as the visionary leader of Intel, driving the continual SLRP (strategic long-range planning) process that involved us all.  I have added Paul Polman to my list of management guru’s.  Polman is one of those corporate leaders who has risen above the battle to see the layout of the entire battlefield, and is ordering a charge toward long-term corporate thinking.  Polman is one of those people who is showing us the way out of our current mess.  I can attest from personal experience that managing long-term strategy and execution is way more fun than answering to the accounting department.

The more I think about this issue, the more compelling it seems to me.  John Chambers, CEO of Cisco Systems, when asked recently about “shareholder value,” declared his obligatory allegiance to it, but in the same breath cautioned about the rapid acceleration in the corporate life-cycle and the need for constant innovation and re-invention. Starbucks CEO, Howard Shultz, in describing his company’s long standing goal of corporate social responsibility, bridles a bit at his need to produce quarterly results at the expense of the goals.

I am also sensing a connection to our infatuation with and “celebratizing” entrepreneurship.  Some seem to feel that the right strategy is to foster the development of new Mark Zuckerberg‘s. Really?  Is that it?  Max Marmer, my outspoken favorite, CEO of Startup Genome, wrote on the Harvard Business Review blog about the “Danger of Celebratizing Entrepreneurship” http://ow.ly/eZChc.   He and others technology luminaries have also spoken out on the lack of Big Ideas in entrepreneurship.  All of these threads seem tied together in a ball of short term greed, as Polman describes it.

The dilemma is that you cannot be all things to all people. It is my fervent hope that Paul Polman, Roger Martin, and Max Marmer will all help us find a middle ground that restores long term corporate vision and dramatically improves our performance in innovation by resurrecting the Big Ideas.

Sorry Saga of Sarbanes Oxley And It’s Global Effect


http://www.forbes.com/sites/frederickallen/2012/07/29/sarbanes-oxley-10-years-later-boards-are-still-the-problem/   This post on Forbes.com makes the point that corporate governance is still a major problem…and twigged me about the much broader implications of the failure to enforce Sarbanes Oxley.

The Sarbanes Oxley legislation was passed by Congress with great fanfare over 10 years ago in the wake of the Enron scandal.  The potential penalties were significant for Board member malfeasance or even passive failure to investigate apparent corporate problems.  The only problem is that Sarbanes Oxley has languished essentially unenforced, even in the aftermath of the 2008 Wall Street financial markets collapse.  Rumors persist that as many as 200 Wall Street executives remain under government investigation and yet there has been no mention of Sarbanes Oxley, and to the best of my knowledge, no one, not one sitting member of a Board of Directors has been investigated or threatened with prosecution under the terms of Sarbanes Oxley.

Now we learn that in the wake of the massive $1.7 Billion Olympus losses and coverup by its Board, the Japanese prefer not to prosecute the wrong doers.

http://www.economist.com/news/business/21565660-after-olympus-scandal-japan-inc-wants-less-scrutiny-back-drawing-board

Michael Woodford was sacked as president of Olympus last year after he revealed the $1.7 billion accounting cover-up. The board of the Japanese cameramaker lied about the mystery for weeks. When the truth at last came out, the board kept their jobs and the whistleblowing boss lost his. Mr Woodford called it a “black comedy”. In no other developed market, he lamented, could this happen.  Well, not exactly Mr. Woodford, as we now see a global pattern.  Companies in Japan now have price-to-book ratios roughly half of the ratio in the rest of the World, Apparently, investors are voting with their money that there may be many more Olympus’ out there.

Other outrages following the global financial meltdown include the LIBOR scandal which has largely gone quiet, and the hundreds of millions of dollars spent by Wall Street to neutralize the Dodd Frank consumer protection act, designed to prevent abuses in the mortgage business and with credit cards.

My eyes were opened by watching the PBS Frontline documentary on Occupy Wall Street.  I was flabbergasted to learn that many of the young MBA types who had participated in the unethical practices in derivative trading that led to the Euro meltdown, bravely walked out and joined Occupy.  Their stated purpose was to confound the Wall Street law firms, by identifying all of the loopholes being proposed, and proposing changes to Dodd Frank to close them.