Matthew Miller, Author at Techbest - Top Tech Reviews In Australia - Page 16 of 74

Hackers Obtained Clorox Passwords via Basic Social Engineering Techniques, Lawsuit Discloses


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Quick Overview

  • Clorox filed a lawsuit against Cognizant following a cyber attack in 2023.
  • Hackers obtained Clorox passwords through social engineering techniques.
  • The breach caused damages amounting to US$380 million (A$576 million).
  • Scattered Spider hackers deceived IT support desks to gain credentials.
  • The lawsuit emphasizes security shortcomings on Cognizant’s part.

Overview of the Cyber Attack

In August 2023, Clorox, a manufacturer of bleach, encountered a significant cyber attack carried out by the hacking collective known as Scattered Spider. This group is infamous for leveraging social engineering strategies, predominantly aimed at IT support desks to obtain credentials, subsequently exploited for ransomware attacks.

Information on the Lawsuit

Clorox has initiated legal action against its IT service provider, Cognizant, asserting that the hackers accessed sensitive passwords through basic social engineering methods. The lawsuit, lodged in California state court, accuses Cognizant of insufficiently securing Clorox’s network by providing credentials without thorough verification.

Hackers’ Approach and Implementation

The hackers reportedly reached out to the Cognizant Service Desk, seeking access to Clorox’s network. Alarmingly, the service desk released the credentials without applying fundamental verification steps, such as confirming employee identification numbers or verifying the identity of the caller’s supervisor.

Impact of the Breach

The breach resulted in US$380 million (A$576 million) worth of damages to Clorox. This included around US$50 million set aside for recovery efforts, while the remainder was due to Clorox’s inability to supply products to retailers after the attack.

Deficiencies in IT Security

Clorox’s lawsuit highlights various security deficiencies by Cognizant, including improper termination of certain accounts and flawed data recovery methods, which aggravated the breach’s consequences.

Conclusion

The cyber attack on Clorox, executed by the Scattered Spider group, reveals critical weaknesses in IT security protocols. By taking advantage of straightforward social engineering methods, hackers inflicted substantial financial harm and disrupted Clorox’s business operations. The legal action against Cognizant emphasizes the pressing need for strong security practices and comprehensive verification processes in IT services.

Q&A

Q: Why did Clorox decide to take legal action against Cognizant?

A: Clorox sued Cognizant after a cyber attack exposed significant security flaws, enabling hackers to access passwords through social engineering strategies.

Q: In what manner did the hackers infiltrate Clorox’s network?

A: The hackers leveraged social engineering to mislead Cognizant’s IT help desk into providing network credentials without proper verification.

Q: What financial consequences did the attack have on Clorox?

A: The attack led to US$380 million (A$576 million) in damages, comprising US$50 million in recovery expenses and interruptions in product distribution.

Q: What security shortcomings did Clorox point out in their lawsuit?

A: Clorox identified issues such as insufficient account deactivation and faulty data restoration practices, which added to the attack’s impact.

Q: What role does the Scattered Spider group play in this incident?

A: Scattered Spider is a hacking group recognized for employing social engineering to manipulate IT staff, gaining unauthorized access to networks for ransomware purposes.

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ACT’s $30 Million Overhaul of HR System Under Review Due to Increasing Employee Turnover


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Quick Overview

  • The ACT government is enhancing its HR system with a budget of $30.7 million.
  • The PC-HRM project is under examination due to elevated staff turnover and cultural challenges.
  • The initiative seeks to supersede prior unsuccessful efforts with SAP SuccessFactors.
  • Agreements with Frontier Software and Accenture are vital aspects of the enhancement.
  • The upgrade is anticipated to be finalized by June 2026, with complete rostering by June 2027.

Insights into the HR System Revamp

The Australian Capital Territory (ACT) government is currently engaged in a major upgrade of its human resources infrastructures, expected to be finished by 2026. This $30.7 million revamp, referred to as the Payroll Capability and Human Resource Management (PC-HRM) project, aims to replace obsolete systems and rectify previous shortcomings with the SAP SuccessFactors integration.

ACT's HR system upgrade encounters hurdles amid personnel shifts

Workforce Turnover and Obstacles in the Project

The project’s personnel includes 143 members, comprising public servants, consultants, and contractors. Yet, notable turnover has been observed, with 35 new hires and 21 exits over a span of two years. Concerns regarding cultural matters, exclusion, and leadership issues have surfaced, leading to scrutiny from ACT Legislative Assembly opposition members.

Officials have cited a variety of reasons for staff departures, including project completions, new opportunities, and personal reasons while reaffirming their dedication to a respectful work environment. An ongoing evaluation is addressing these issues.

The Challenging Journey Toward Modernisation

The PC-HRM initiative follows the failed HRIMS project, which utilized $77.63 million but yielded minimal outcomes. The current endeavor focuses on upgrading the existing systems, streamlining payroll processes, and rolling out self-service features.

Contracts with Frontier Software for system support and Accenture for integration are essential to the project’s development. As of April 2025, $19.13 million has been expended, consistent with the project budget.

Prospects and Completion Schedule

Despite changes in workforce, the ACT government assures that the primary payroll and HR platform enhancements are on track for completion by June 2026. A rostering and attendance solution for the entire ACT public service is forecasted for June 2027. The complexity of the project maintains it at an “amber” status, indicating ongoing challenges and risks.

Conclusion

The ACT government’s $30.7 million HR system enhancement aims to modernise and centralise payroll and HR functions. While it confronts scrutiny over staff turnover and cultural concerns, the project is progressing towards completion by 2026, with a comprehensive rostering solution by 2027. Key collaborations with Frontier Software and Accenture are crucial to this multifaceted upgrade.

Q&A Segment

Q: What is the financial allocation for the ACT’s HR system enhancement?

A: The financial allocation for the Payroll Capability and Human Resource Management (PC-HRM) initiative is $30.7 million.

Q: What are the reasons for the project’s scrutiny?

A: The project is scrutinised due to significant staff turnover, cultural concerns, and accusations of improper conduct within the team.

Q: When is the project anticipated to reach completion?

A: The essential HR system upgrade is projected to be finished by June 2026, with a rostering solution anticipated by June 2027.

Q: Who are the primary contractors involved in the enhancement?

A: Frontier Software and Accenture are the main contractors, tasked with system support and integration respectively.

Q: What are the key functionalities of the enhanced system?

A: The enhancement seeks to centralise payroll systems, automate processes, and offer staff self-service options.

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From Culture to Implementation: Leveraging Alignment to Propel a New Phase of Organisational Transformation


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Leveraging Alignment: Promoting Organisational Transformation

Quick Overview

  • Execution is emerging as the principal competitive edge as strategies become readily duplicable.
  • Integrating culture into everyday operations is vital for significant organisational transformation.
  • Alignment necessitates a transition to an enterprise-wide, customer-focused perspective.
  • Openness, data as a shared language, and decentralised decision-making are essential.
  • Engagement systems are necessary to link execution with results.
Organisational Alignment and Change

Integrating Culture into Everyday Operations

In the swiftly changing business environment we face today, where strategies can be quickly replicated, effective execution has become the true differentiator. The focus on culture and interconnected data is stronger than ever. Rohini Sharma, Head of Go To Market for APJ at monday.com, emphasizes the necessity of operationalizing culture to facilitate significant change.

The Strength of Alignment

monday.com incorporates alignment into its fundamental strategy via a streamlined OKR framework, promoting collaboration and continuous advancement. Sharma emphasizes the importance of moving away from isolated thinking towards a broader, customer-centric viewpoint.

Key Imperatives for Leaders

Sharma outlines three critical imperatives to close the gap between strategy and execution:

  • Complete transparency concerning goals, progress, and challenges.
  • Leveraging data as a universal language.
  • Decentralizing decision-making to eliminate bottlenecks.

Engagement Systems

Numerous organizations encounter difficulties in linking individual efforts to business outcomes due to data silos and lack of context. Effective engagement systems are vital for clarifying the execution-impact relationship, as noted by Gemma Dias from Tyro Payments.

Enabling Teams with Clarity

Anthony Perera from Swinburne University highlights the significance of training and equipping teams with the appropriate tools to safely operationalize culture and systems. Leaders are encouraged to foster discussions about aligning work with major organizational KPIs.

Conclusion

As organizations seek a competitive advantage, incorporating culture into operations and promoting alignment through integrated systems and data is crucial. By empowering employees with transparency and purpose, businesses can facilitate sustainable change and drive meaningful transformation.

Q: Why is execution becoming the competitive advantage?

A: In a setting where strategies can be swiftly duplicated, the ability to execute efficiently sets successful organizations apart.

Q: How can culture be operationalised?

A: By infusing culture into daily operations and ensuring it is evident in systems guiding team activities, culture evolves into a catalyst for change.

Q: What role does data play in organisational change?

A: Data acts as a shared language and a means for transparency, facilitating quicker, more confident decision-making by linking individual efforts to broader business results.

Q: What are systems of engagement?

A: Systems of engagement are frameworks that connect execution and impact, offering visibility and context to help employees comprehend their contributions toward organizational objectives.

Q: How can leaders promote alignment?

A: Leaders should advocate for transparency, decentralise decision-making, and involve teams in discussions regarding how their efforts align with critical business goals.

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