I've rarely seen an employee of a company purposefully put their organization at risk while doing their job. If that happens, the employee is generally not happy, which likely means they’re not really doing their job. However, I have seen employees apply non-approved solutions to daily work issues. Why? Several reasons, probably, but I don’t think any are intentionally used to put their company at risk. How do I know this?

 

My early days as an instructor

When I started out as a Cisco instructor, I worked for a now-defunct learning partner that used Exchange for email. The server was spotty, and you could only check email on the go by using their Microsoft VPN. I hated it because it didn’t fit any of my workflows and created unnecessary friction. In response to this, I registered a domain that looked similar to the company’s domain and set up Google apps, now called G-Suite, for the domain. That way I could forward my work emails to an address that I set up. No one noticed for several months.  I would reply to them from my G-Suite address and they just went with it. Eventually, most people were sending emails directly to my “side” email.

 

After becoming the CTO, I migrated the company off our rusty Exchange server and over to G-Suite, but I couldn’t help but think that I would have reamed someone if they would have done what I did. In hindsight, it was not the smartest thing to do. But I wasn’t trying to cause any issues or leak confidential data; I was just trying to get my job done. Management needs to come to terms with the fact that if it makes an employee's work/life difficult, they will find another way. And it may not be the way you want.

 

Plugging the holes

Recently, I saw a commercial for FlexTAPE. It was amazing. In one part, you see a swimming pool with a huge hole in the side with water gushing out of it. A guy slaps a piece of FlexTAPE over the hole from the inside of the pool, and the water stops flowing. It reminded me of some IT organizations that metaphorically attempt to fix holes by applying FlexTAPE to them. But, by that point, so much water has escaped that the business has already been negatively impacted. Instead, companies should be looking for the slow leaks that can be repaired early on.

 

Going back to my first example, once people learned how I was handling my email, they started asking me to set up email addresses for them so they could do the same. First one colleague, then another. Eventually, several instructors had an “alternate” email address that they were using regularly. The size of that particular hole grew quite large.

 

At some point, management realized that they couldn’t pedal backward on the issue, and was forced to update certain protocols. I often wonder how much confidential information could have been leaked once I was no longer the only one using the new email domain. Fortunately, those who were using it didn’t have access to confidential information, but lots of content could have been exfiltrated. That would have been bad, but in my particular organization, I don’t know if anyone would have known.

 

Coming full circle

Today I own my own business and deal with several external clients. When I have employees, I try to be flexible because I understand the problem with friction. I also understand that friction may not be the only reason one turns to a non-approved solution to get their work done. For core business operations, organizations would do well to clearly define approved software packages. Should an employee use services like Dropbox, iCloud, Google Drive, or Box.com? If they do, are there controls in place? How does the solution impact their role? Do employees have a way to express their frustrations without fear of reprimand? Having an open line of communication with an employee can help them feel like their role is important. It also helps management really understand the issues they face. If you neglect that, employees will choose their own solutions to get work done, and potentially create security issues. And we don’t want that now, do we?