A recent study by MITRE and DTEX revealed that despite years of industry efforts against insider threats, there isn’t enough data – or systems advanced enough – to spot all malicious behavior. As companies work to build a corporate culture of cybersecurity, they’ve begun investing in zero-trust architectures to proactively cover all attack surfaces.
While this is a step in the right direction, this security method also has the potential to raise fear and generate negative responses from employees. This is especially a concern amid the Great Resignation; countless employees are leaving their jobs due to issues centered around work culture that no longer meets the demands of the modern employee. If taken as a sign of mistrust and poor faith, zero-trust security could spread resentment and demotivation among employees, potentially accelerating turnover rates and bringing the Great Resignation to its peak.
How can companies effectively navigate zero trust without creating friction among employers and employees? And how do they get there without the luxury of trust-building exercises in the close quarters of an in-office environment?
The thing is, zero trust doesn’t mean seeding mistrust throughout an organization’s networks. Companies shouldn’t have to rely on technologies alone for protection. Security is best applied when it’s a team effort. In other words, successful zero trust relies on a culture of transparency, communication, and consistency across the board. When appropriately understood and applied, these efforts can create a sustainable zero-trust work environment. So, how do we get there?
Create a culture of transparency and communication
Zero Trust Networks: Building Secure Systems in Untrusted Networks
