Questões de Concurso

   The story of the ransomware surge is the story of the discovery, professionalization, and growth of the targeted attack extortion model. Prior to 2016, most ransomware campaigns targeted a large and effectively random pool of end users. This “spray-and-pray” business model privileged quantity over quality, meaning ransomware actors spent less time focusing on how to apply pressure on a given victim and more time trying to reach as many victims as possible. Until the tail end of this period, ransomware did not generate enormous profits. Being a secondtier avenue of cybercrime, it failed to attract as much talent or activity as it would in the years to come.

   Ransomware experienced its first period of significant growth between 2013 and 2016, when refinements to ransomware payloads, the emergence of virtual currencies, and enhanced anti-fraud measures from banks and cybersecurity vendors increased the profitability of digital extortion relative to other common avenues of cybercrime. What happened next remains unclear, but with more activity concentrating on ransomware, criminals appear to have learned how easy it was to extort organizations before piecing together how lucrative these attacks could be. Regardless, between 2016 and 2019, established cybercriminal gangs entered the targeted ransomware business en masse.

   From that point until the summer of 2021, cybercriminals invested growing time and resources to improve the targeted extortion model. During this period, digital extortion became more profitable because cybercriminal gangs and cybercrime markets reoriented around a near limitless demand for targeted ransomware. Moreover, as criminals learned how to best extract revenue from victims, they launched increasingly disruptive ransomware attacks.

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   Even though it is tempting to hope that we are just one diplomatic agreement, one technological leap, or one regulation away from its elimination, targeted ransomware is here to stay. As with other forms of crime, the government can expect better outcomes by planning how to manage the issue over time rather than searching for quick and complete solutions.

Adapted from: https://www.atlanticcouncil.org/wpcontent/uploads/2022/08/Behind_the_rise_of_ransomware.pdf

        The future of work is changing fast. Technology, socioeconomic trends, and developments and crises like COVID-19 are changing the world of work and the demand for skills at a pace and depth that poses serious challenges to people, business, and society. Young people and future generations, especially when they are from disadvantaged groups, are disproportionately affected by these disruptions.

        A key challenge to shaping a sustainable future of work is addressing the skills mismatch among youth. Despite young people around the world being more educated than ever before, hundreds of millions of individuals are coming of age and finding themselves unemployed and unemployable, lacking the right skills to take up the jobs available today and, even more, the skills that will be needed in the future. Neglecting the skills mismatch among youth can result in young people feeling disenfranchised and disillusioned about their prospects in the labor market, fueling social unrest, stunting economic growth and ultimately creating a more volatile operating environment for business.

        In contrast, by equipping youth with relevant skills, businesses can empower young people, support their access to employment opportunities and enable them to thrive personally, professionally and as active members of society. Investing in the skills of young people has an essential role to play in helping to realize the ambitions of the Sustainable Development Goals (SDGs) and the World Business Council for Sustainable Development’s (WBCSD) Vision2050, which aims to create a world where over 9 billion people live well and within planetary boundaries by mid-century.