A Cultural, Procedural, and Organizational Shift to Zero Trust
lines, budget, and real expectations. ZT is an organizational journey taking many months and even years to fully and successfully deliver.
Expecting to hire all the necessary talent from outside the organization to perform the ZT work based on older industry ideas that an organization can always hire who they need.
Believing a vendor solution will solve all the organization ZT needs.
Creating a budget for training newly hired qualified and knowledgeable technical talent with the ability to learn new ZT technology that can be educated on ZT.
The ZT journey is more than a simple technology swap that may include several vendors, solutions and standards. Do the proper research and system engineering to determine the best fit, schedule, and risk. There is no“ riding the white horse to save the day,” that will offer sudden, unexpected technological solutions or innovations that resolve the trust problem or crisis.
Table A-1: ZT lessons learned.
A. 2 WE HAVE ALWAYS DONE IT THIS WAY, SO WHY CHANGE?
Cultural resistance to the adoption of ZT within industry( DOD) is a multifaceted challenge that encompasses several dimensions. Firstly, there is the inherent inertia in large and hierarchical organizations where established practices and procedures are deeply ingrained. Many personnel may be accustomed to traditional security models and view the shift to ZT as disruptive or unnecessary, leading to skepticism and reluctance to change.
A. 3
ZT BRINGS TOO MUCH“ OVERHEAD” INTO NORMAL WORK PATTERNS— MAKES MY JOB HARDER AND WHY DON’ T YOU TRUST ME?
Additionally, the ZT model demands continual verification and strict access controls, which can be perceived as a lack of trust in employees and a potential barrier to their workflow. This perception can result in decreased morale and cooperation, as individuals may feel micromanaged or unduly restricted in their roles. Overcoming this requires a significant cultural shift towards valuing the importance of security at every interaction and understanding that these measures are designed to protect both the organization and its personnel.
A. 3.1 USE WHAT YOU SELL
Effective communication and leadership play crucial roles in addressing this resistance. Senior leaders and executives must champion the ZT initiative, clearly articulating its benefits and demonstrating commitment to its principles. This involves not only policy endorsement but also active participation in training and advocacy efforts, setting an example for others to follow.
Journal of Innovation 103