What’s the solution? Ars Technica suggests there might not be a good one, in part because malware distributors can go so far as to hire real people to do their dirty work:

Instead of trying to build better CAPTCHA-cracking programs, the malware industry went out and got itself some humans of its own. This effectively bypasses the primary security strength of the CAPTCHA system and leaves it entirely dependent on what we’ll call secondary security characteristics. CAPTCHAs are often complex (particularly these days), which does increase the chance that they’ll be misread (and returned incorrectly), while the font and display of the characters themselves are at least somewhat unfamiliar to the CAPTCHA crackers sitting on the other side of the world.

Sometimes those captcha phrases are pretty incoherent to me too. When I post over at Craigslist sometimes it says I’ve gotten its Captcha wrong, and I end up wondering if secretly I’m a bot?? Apparently not a very smart one either.

So, what are we hoping to gain by creating a network of security consulting and training experts to work with customers who want to implement the SDL?  Generally speaking, this question has a two-part answer:  First, Microsoft is, and always will be a partner-driven company - we rely on the skills and capabilities of our partners to provide specialized services and broad geographic coverage for Microsoft products and services.  Second, even though there are talented folks in the Microsoft Services organization, it's clear that we will need help from our partners to scale to meet the demand.  I can't tell you how many times the folks on the SDL team have been approached by people - after an executive briefing, or a session at TechEd - asking for guidance in implementing SDL in their own organizations.  When we look at the demand and pair it with the geographic diversity of our customer base, it's clear that a partner approach is the right answer.

Now a few words about the partners who will be participating in the pilot phase...

After the decision was made to work with partners on SDL delivery, we had two primary criteria that we had to address; partner quality, and manageability of the SDL Pro Network pilot. We have all seen instances where individuals or consulting organizations have represented themselves to the IT community as having security expertise when in reality the "experts for hire" were simply reading a page or two ahead of the customer in whatever security tome was "in vogue" at the time. 

Based on those observations, it was clear that partner "quality" was a critical criterion.  Fortunately for us, we didn't have to look far to satisfy our quality bar - many of the companies in the SDL Pro Network pilot have direct experience with executing portions of the SDL on our products, or have delivered services to Microsoft in a security context. Design reviews, code reviews, penetration testing, training and other tasks critical to SDL implementation were (and are) common fare for these folks.

Despite the customer demand for SDL that I alluded to above, starting with a small pilot was the right thing to do; a small group of trusted consultancies supports our imperative for quality and it allows us to pragmatically grow the SDL Pro Network as the market matures.  As we continue to evolve and innovate with the SDL, we'll have a strong core of partners to help drive the software security message.

Will we grow the SDL Pro Network?  The qualified answer is: "When the market demands it..." - there are a number of talented potential partners who meet the quality bar - and clearly, the need for security in software development will grow to demand additional talented specialists. However, it's our plan to begin with a small set of partners of known expertise, and then respond to growing demand as it materializes.

So there you have it - the nuanced beginning and bright future of the SDL Pro Network...  I invite your comments, and encourage you to check in at the SDL Portal as we continue to build out the program

The convergence of voice and video traffic are quickly transforming the growing complexity of networks at a torrid pace. IDC estimates that the skills gap in VOIP should grow to 19% by 2011.

This changing profile in the role of the network plays a key role in the skills shortage. Network enabled collaboration tools such as social networking apps and the Webex conferencing/collaboration solutions we use in our business each and every day are demanding a new set of IT skills to deliver business value.

My perspective is two-fold on this issue; the first is what I have seen in the resources we have attempted to hire! We give a very straightforward quick written/oral test to all new technical hires. This requires basic networking knowledge and some Unix commands. On average, (after filters from reputable recruiting firms, some with 5-10 years experience) less than 10% pass muster for the first filter we use in our hiring process. This is a troubling fact, which has cost us considerable time and effort to secure the right resources with competent skills. So I can say from our market assessment in a very strong technological job skills market, core Unix and networking foundation skills are slipping.

The second is that we as an IT Operations Management (ITOM) industry need to keep pushing hard to build better proactive and intuitive solutions to aggregate instrumentation from all Data Center tools, including more work around VOIP, video streaming, and collaboration so that we can ease this transition. If ITOM solutions become more proactive across the typical Cisco infrastructure that is commonly installed in the Data Center, we can free up some additional time for advanced “emerging technologies” training where existing IT workers can enhance their core skills and re-invigorate their careers. We have to do a much better job of getting our existing IT professionals trained on emerging technologies!

While there’s less that ScienceLogic can do around training, we certainly strive to do our part to enhance a day in the life of the networking engineers who use our solutions to simplify monitoring of increasingly complex networking, Wireless, VOIP, and collaboration needs.

Complicating factors is the impact (or lack thereof) of incidents on stock price.  Many researchers who identify themselves with the New School of Information Security (yours truly included) want to immediately look at stock price as a bell-weather metric for incident impact.  I think this stems from our days of slinging FUD, back when we could scream “Buy a firewall or we’ll have an incident and you’ll be on the front page of the paper and the stock price will go down!”  But these days notable incidents seem to suggest that the impact on stock price for an incident is short lived.  With qualifications, of course.

So what would/should we make of this from Money.co.uk?

£12million ($24m) Wiped off Helphire Stock after Malicious Email Sent to Clients

Car hire firm Helphire have taken Google to court after a malicious email sent from a Gmail account saw their shares plummet £12million in a single day.

The Bath-based business who specialise in providing replacement cars to ‘no-fault’ drivers involved in accidents on behalf of car insurance companies, initiated legal proceedings against the search engine giant as part of their attempt to find out who is responsible for sending the defamatory mailing.

Google are now known to have complied with the court order and have controversially supplied details of the email account and ISP used by the meddler.

Written under the psudoname Peter Franks, the 1200 word email is know to have been sent from a gmail account that was opened specifically for this purpose and closed a few minutes after the damage had been done…

…The misdemeanour couldn’t have come at a worse time for the struggling firm who have undergone a £45million rights issue and seen a 75% drop in the value of their stock already this year.

That last paragraph, for me, explains some of the difficulty in tying reputation damage to stock decreases.  It’s like when you read the headlines from Bloomberg about why the days stocks (or commodity) prices are up or down.  You know, the “Oil closes $3 higher on news that a notable South American dictator has a rather unpleasant boil in a very uncomfortable area” type of headlines.  You really do have to question the causality and correlation.  So in the Helphire case above - is this new drop in stock really because of the email sent?  If so, should we view that $24mil number as an independent data point to describe this sort of attack on reputation, or is the magnitude aggravated due to the long-term trend of stock price?

Even when we have “Objective Data” (an in-joke for Adam S.) like this decline in stock price, it is really difficult to provide any sort of precise estimate or measurement - about the future, present or past.  The best we can do is use ranges, distributions, that are reasonable based on evidence and observation.

So it’s worth filing away this sort of datum for future use - while dutifully acknowledging the qualifiers we might place around it.

So the questions I ask here - what should we make of this new information, and how should we view the $24million drop - they’re not rhetorical.  I am very interested in your views and welcome your comments!

We are regularly hearing from our security clients about their difficulties finding people with the right skills – or when they do finally find them, these people are too costly to employ because their skills are in such demand.

Indeed, the “unavailability of people with the right skills” was cited as a top challenge for security groups in both our enterprise and SMB surveys.

In comparing need for talent across 25 different IT roles, Forrester analysts came to the conclusion that information security experts are among the hottest roles in IT, sharing the top spot with information/data architects.

The skills shortage is likely to get worse before it gets better. We’re unlikely to see a significant spike in security experts’ salaries to attract those we need to hire: large changes in compensation for senior security personnel would run against the current of economic belt-tightening. Another typical approach to offsetting the shortage would be to train up: foster the career development and advancement of existing security personnel on our payroll. However, with all the outsourcing that is going on – and which will increasingly occur – there is a shrinking pool from which to find people with “the right stuff” worth championing their advancement.

We could look outside of security to others in IT, or even to co-workers in other departments or business groups. But given how poor a job IT Security does of marketing its value proposition, I don’t hold much hope for attracting non-security people.

What do you think? Are we about to hit a very big wall when it comes to skills and staffing? Are you presently feeling the pain of a skills shortage? Do you see such a shortage looming? What measures are you taking to acquire and nurture talent? Which ones are successful and why?

I welcome your thoughts on the topic.