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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Step Aside, Mediocre Leaders: Learn What NOT To Do!
Ditch the fluff and sugarcoating and learn how to lead the way your people deserve. In How NOT To Lead, Dr. Chase Cunningham, a seasoned cybersecurity heavyweight and Retired Navy Chief, doesn't give you a textbook guide on leadership — he delivers a no-holds-barred, gloves-off masterclass on the lethal mistakes that'll tank your leadership game and ultimately sink your reputation and even your company's future.
Want the brutal truth? This book slaps you with some cold, hard realities:
- What happens when you fall off your ego and hit your IQ on the way down as a leader, and why you need to do that.
- The absolute idiocy of "Mushroom Farming": keeping your team in the dark, feeding them crap, and expecting gourmet results.
- A nowhere-to-hide deep dive into "Dumpster Chickens" leadership: using destructive tactics that rip apart team spirit and obliterate business success.
- The triple threat: the three non-negotiable currencies every leader MUST have. Miss one, and you're doomed.
- Eye-opening case studies — ripped from headlines and history books — that throw a spotlight on the real-world disasters of crappy leadership.
Aimed squarely at managers, executives, and anyone brave enough to lead, How NOT To Lead is your audacious guide through the minefield of leadership pitfalls. If you've got the intestinal fortitude to read this book, then drop what you are doing and hitch up your britches for some tough love.
Don't let mediocrity be your legacy, do better. Your employees deserve it and so do you!
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Seitenzahl: 300
Veröffentlichungsjahr: 2023
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Table of Contents
Cover
Table of Contents
Title Page
Introduction
CHAPTER 1: The Value of Knowing What NOT to Do
CHAPTER 2: The Only Currencies That Matter as a Leader
Time
Trust
Respect
The Most Valuable Currency
CHAPTER 3: You Deserve What You Tolerate
CHAPTER 4: Flat Organization, Flat Fail
CHAPTER 5: Don't Be a Dumpster Chicken
CHAPTER 6: Go Slow to Be Fast
CHAPTER 7: Beware the Brilliant Jerk…
CHAPTER 8: Money, the Root of All Evil (But It May Yield the Fruit of Success)
CHAPTER 9: Don't Be a Mushroom Farmer
CHAPTER 10: Choose Your Horse Wisely…
CHAPTER 11: Don't Lose Perspective, and Never Let Your Ego (Or Title) Write Checks Your Ass Can't Cash
CHAPTER 12: Get Past the Fatal Funnel
CHAPTER 13: Don't Chase Unicorns
CHAPTER 14: Microscope, Telescope, or Mirror?
CHAPTER 15: Proof Is in the Pudding
References
Acknowledgments
About the Author
Index
Copyright
Dedication
End User License Agreement
List of Illustrations
Chapter 2
FIGURE 2.1 A short research poll conducted by Dr. Chase Cunningham detailin...
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Introduction
Begin Reading
References
Acknowledgments
About the Author
Index
End User License Agreement
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How NOT to Lead
Lessons Every Manager Can Learn from Dumpster Chickens, Mushroom Farmers, and Other Office Offenders
Chase Cunningham
Introduction
I've learned something too: selling out is sweet because, when you sell it out, you get to make a lot of money; you don't have to hang out with a bunch of poor losers like you guys.
—Eric Cartman, South Park
Okay, let me start by saying I am not a sellout. At least I don't think I am. I hope I'm not, anyway. I don’t do “on poz” keyboard red team guy work anymore, so I guess maybe I have achieved peak poser status, but I am no sellout. I still love the in‐the‐trenches work for cyber. Anyway, I love that quote from Cartman about selling out and making money. I think that's what you get from most leadership and self‐help books; there are hundreds of armchair experts waving their hands, talking about gaining insight from walking on hot coals and playing on people's emotions rather than their logic. I've read many of those books and watched their YouTube videos for research, and I assert that most of them are preying on people's fear of failure and desire to do something that matters. It's the same crap as “fitness” industry influencers claiming that miracle supplements of ground‐up tree bark and wombat spit will make us as ripped as they are if we pay them for the privilege of ingesting junk.
The truth is, it's been decades since most swamis and gurus did the actual work they preach to you about. They made their one shot, cashed in, and can testify to their “vast” knowledge of the current problem. Even though they stopped doing the work, they lecture us about what they did back then. Sure, they might have some insight, and we could benefit from some of their thinking, but let's be honest. They aren't in the trenches doing the work today. And that's where the real value comes from.
That's why I wanted to write How NOT to Lead. I am in the trenches—maybe not writing code or banging away at networks anymore, but I am still there in the muck, working with companies to grow and win in the space. As I am writing this, I am like many of you. I am trying to raise a family, build a company (more than one), contribute to the community, and learn from my mistakes. I am truly blessed to have those opportunities, but I am also blessed because I have been uniquely positioned to learn from some of the worst leaders in the military and business worlds. Yeah, you read that right. Blessed because of the worst leaders.
I am also blessed to have seen some of the best leaders out there do the job in the military or the corporate world. As an analyst at a major analyst firm, I worked with hundreds of companies; and as a contractor, I have run across even more as I traverse the technology space. I am on the board of more than a dozen companies, and I will chat with between 6 and 10 different companies this week about their corporate technology strategies.
To be blunt, I have seen it all. At least, I have certainly seen enough to know what not to do.
Most of us either wound up in a leadership position or took over because no one else would. Regardless of how we got there, we are there now, and part of being a leader is getting better at it. That's where these stories come in.
In this book, I will tell you about people who have faced challenges, made difficult decisions, and experienced both victories and setbacks. Those on‐the‐ground insights are based on actual scenarios, making that advice relatable and actionable.
I will detail practical perspectives and thinking that self‐help gurus might not possess (no matter what they say in their marketing). I will not bullshit you with flowery talk or preach at you.
One of the most powerful aspects of learning is gaining insights from failures—and trust me, I have failed and seen failure. In the real world, not every decision leads to success, and leaders who openly discuss their failures provide valuable lessons in resilience, adaptability, and learning from mistakes.
Effective leadership is highly contextual. What works in one industry, company, or situation might not be applicable elsewhere, but there are basic tenets that we can and should align ourselves with. By analyzing some major leadership snafus and oopsies, I will help you better understand how different thinking and diverse contexts can help you adapt your leadership principles.
I am not a social sciences expert. I am not a self‐help guru or a professional leadership coach. I am a retired Navy Chief, a technologist, a security wonk, a student of experience, and a keen observer of success and failure. I want to help provide you with insights into what you shouldn't do to succeed as a technology market leader.
Leadership is a journey filled with challenges, uncertainties, and unexpected turns. As a leader in this dynamic space, the path to success isn't solely illuminated by shining examples of triumphant ventures. It's often the cautionary tales, the missteps, and the downright bizarre encounters that shape our understanding of effective leadership.
In this uniquely titled guide, I break away from the conventional wisdom of leadership to embrace the unconventional—from dumpster chickens who dive in and crap all over their people, to mushroom farmers who keep their people in the dark and shovel manure on their efforts; nothing is off the table. While the tech world surges forward with innovation and ambition, the leadership journey is scattered with pitfalls and peculiarities that defy convention. By reading this book, you will learn the truth behind those issues and failures and gain insight into how to avoid those calamities.
Each chapter of this book introduces you to a concept or character related to the tech industry and educates you about what they did to avoid failure or help you understand where they ignored the warnings and essentially chose failure. As we venture into the world of these office offenders, we'll explore their escapades, analyze their mistakes and extract the wisdom they unknowingly offer to those willing to listen.
As you flip through the pages of Lessons Every Manager Can Learn from Dumpster Chickens, Mushroom Farmers, and Other Office Offenders, you'll encounter not only obvious pitfalls—the tech startups that soared too close to the sun or the giants that faltered in their adaptability—but also quirky and unexpected stories that hold hidden gems of insight. We'll delve into the lives of unconventional teachers and differing concepts we should embrace to be better leaders and managers.
The world of leadership isn't neat and polished; it's a muddy, dirty tapestry woven from a multitude of experiences, both mundane and extraordinary. By learning from unusual sources and being open to different ways of thinking, you'll be better equipped to navigate challenges, anticipate pitfalls, and emerge as a more effective and adaptable leader in the technology market.
So, brace yourself for a journey that will take you from the mundane to the surreal and maybe even the asinine. You will learn from the predictable to the unexpected and from the tech world's triumphs to its humorous and humbling misadventures (including some of my own).
Join me as we unearth the wisdom that emerges when we dare to learn from the most unlikely of mentors: the dumpster chickens, mushroom farmers, and other office offenders who offer unconventional yet invaluable lessons in leadership.
CHAPTER 1The Value of Knowing What NOT to Do
Experience is knowing what not to do and knowing when not to do it.
—Dennis Coates
Experience is the best teacher anyone will ever have. Pain is one of the best educators any person has ever met. Think about it for a second. Remember the first time you touched something hot? It probably only took once for you to learn, “If the pan is hot; I should not touch it.” Odds are, if you're like me, you were a smart‐ass kid who looked your parents directly in the face as they told you, “Don't touch that; it's hot.” And what did you and I do? We reached out with smug smiles and grabbed that hot pan. And immediately, the lesson became exponentially evident: We should listen. In the half‐second it took for the electric signal to travel from our fingertips up our arm, across our chest, up through our neck, and into our tiny childish brains, we were made aware of the truth that our parents weren't lying to us and that the pan was indeed hot. We were learning in real time that we should not do things that would cause us harm, and we were being educated to trust that those older and more experienced than us were warning us for a very good reason.
Unfortunately for me, I am hardheaded. Although I learned from the hot‐pan problem the first time, it would take a potentially life‐threatening event for me to learn that I should not ignore the cautions of those who know what they are doing and have the life experience to justify their cautions.
I'm from Texas. I grew up on a farm. Well, a ranch. The nearest town has a whopping population of fewer than 400 people, and I graduated high school with a massive class of 51 students other than myself. In our school, everyone played all the sports, and everyone had to be engaged in every after‐school activity simply because there weren't enough people to fill a bus to attend any events. For the district to pay for the gas for us to have an educational program after school, everyone participated whether we liked it or not. It was a town with only three streets and no stoplights. The firefighters operated out of a barn, and in the fall, you were allowed to bring your shotgun to school to go dove hunting in the afternoons. It was as Texas as it comes.
I still love to go home and be with my family on the farm, and I honestly think that's one of the places where I learned some of my most valuable lessons about what not to do and when to listen to people who know what the hell is going on. When you live on a ranch, ultimately, you will have to work the cattle. What does this mean for all you city slickers? Well, it means eventually, you're going to take the herd, no matter how large it is, and get it into a corral and begin to give the cattle all the medications, vaccinations, and treatments they need to stay healthy. The money generated from the sale of those animals feeds your family, and you have no choice but to make sure they are as healthy as possible so they can get to market.
A rite of passage for most Texas boys is finally getting to work the herd with their father. And just like every other kid in my small town, I couldn't wait for the day I got to work the herd with dad. You had to be physically large enough to be helpful, so you couldn't work the cows until you got to be at least 10 or 11. Luckily, I was a big kid. The first time I did this, I was about 11 years old, and I was tall enough that dad was ready to have me help him work the herd. In Texas, you do this in the spring when the weather goes from cool in the morning to boiling hot in the afternoon. You get sunburned, the air smells like shit and burnt leather, and the experience is genuinely unpleasant. Working the herd is nothing like the romantic scenes you've seen in movies like Lonesome Dove or the TV show Yellowstone. But it's something that every Texas boy who has access to a ranch and animals wants to do.
The first time I went to the annual roundup, cowboy hat in hand, ready to help dad and other ranchers work on the cows and prepare the herd for the next year, I was excited. I was unafraid, and I was ready to show them that I was a young man and could help do these things, just like the rest of the cowboys. Like every other time before when I had watched from afar, things seemed normal. The herd was driven into the corral, the animals were lined up, and we got ready to begin with the yearlings (cows between one and two years old) at the front of the line for processing. Some cows get big fast and can easily be north of 350 pounds in their first year, but the yearlings are “manageable” as they are smaller.
While these animals look like big, slow, lumbering oafs, they are not. When you take a few thousand pounds of beef and throw it into a corral, and the herd gets the idea that something is going wrong—they can hear the moans and bellows of their fellow cows as they are being treated, injected, and stuck with a variety of sharp metal objects—their stress levels go through the roof. The yearlings are exceptionally prone to this stress and will do anything to find a way to get out of that corral as fast as possible. (Keep this in mind.) My job as the low man on the totem pole but also the largest kid in the corral was to help push the yearlings up through the corral into a narrow channel or chute that would ultimately bring them in front of the real cowboys who would treat each yearling as it emerged. Sounds simple enough, right?
On my first go‐round, I got behind a group of a few yearlings, started whooping and hollering like all the other cowboys, and watched as the herd began to move up into the chute. All was well. “This work is alright; I could do this all day long,” I thought to myself. And then the situation began to change. Fast. About the third yearling in line figured out that things were not going to go well for it when it got to the end of the chute. The yearling decided unexpectedly to do a complete 180 and come back out at full speed, directly toward me. If you've never been in a position where a mass of beef is running at you as fast as possible and you have nowhere to go, it's a terrifying experience. Being a young man and typically doing things like reacting rather than thinking, I did what any self‐preserving human would do and jumped toward the nearest fence as 500 pounds of beef rocketed past me.
It was probably one of the fastest moves I have ever made in this life, but that quick move resulted in removing the only barrier between the rest of the yearlings and their freedom. In seconds, they discovered they could backtrack out of that chute, and they rushed me in a wave of hoofs and muscle that my young mind could barely comprehend. Before I could turn around to face the chute again, the yearlings knocked me over, trampled me, and kicked me in the face as they vaulted out of the chute. As I've said, I have a hard head, and nothing other than my pride got seriously hurt. But now I had to push the same animals back into this chute.
The problem was that while cows are simple, they aren't stupid, and now they were aware that they had the power and ability to backtrack out of that uncomfortable place at will. Effectively, the beef was now in charge of the situation and process. So, for the next 8 or 10 hours, one by one, I had to grab a yearling, physically shove it into the chute, and then hold it in position until the cowboys were ready to process it. Our herd at that time was a few hundred cows, which also meant there were a few hundred yearlings, so my friend Gary Lee and I spent the entirety of that day and the next two days getting our asses kicked, stomped on, and shat on simply because I had not stood my ground with the first yearlings I faced.
Where does knowing what not to do come into this conversation? Why am I telling you a story about some redneck kid doing rancher stuff in a book about leadership? Before this engagement, we had a cowboy named Sidney who had been doing cowboy things his entire life. He had the craggy hands, leather skin, and scraggly beard of a man who had spent a lifetime doing hard, physical work. Sidney could easily have been an extra on Yellowstone. In the days before we began to move the herd into the corral, Sidney tried to advise me never to back up, knowing that I would be the low man on the totem pole who would push the yearlings into the chute. With a cigarette hanging out of his mouth and a bullwhip in his hand, already three beers deep on the morning before that day in the corral, he looked me dead in the face and said, “Never back up, because if you do, they're going to know they can lick you. They'll figure it out quick, boy. And you're going to spend the rest of your time doing these one by one. And you will get your ass stomped.”
I acknowledged Sidney's words smugly, but I did not heed them. I smiled at him and tipped my hat like any good cowboy would do, but his words passed through my ears like a Taco Bell burrito moving through a freshman's colon. Someone who had the experience and knew the issues I was about to face had told me what not to do: “Do not give those animals an inch. Do not back up. Above all, keep the yearlings with their heads facing forward, and keep pressure on them so they won't move anywhere but where we want them to go.” Had I done those things, I would not have spent three days straight moving animals one by one into and out of the chute in the blazing Texas heat.
But what does that lesson have to do with business and knowing what not to do? The lesson I learned that day (aside from how corral dirt tastes) was that even though someone might not be the boss (Sidney was a hand, not the corral boss), those seasoned in the work know what they are talking about and should be listened to. The people who have done and are doing the work have the insight and knowledge that is only learned by failing at something repeatedly. I learned right there, with my face down in the dust and cow crap, that lessons from the people who have been in the trenches have immense value.
In my interactions and workshops with executives, I have seen that this insight is usually woefully absent. I have been in rooms with the highly paid, highly educated executive staff and watched them ignore the advice and lessons of those who weren't present or, worse, were in the room and were blatantly ignored because the muckety‐mucks were “solving bigger problems.” Okay, maybe they are. Maybe they are thinking on a different plane, but the odds are that they still should perk their ears up. The people who have the scars from doing the actual job know what works and what doesn't.
I am sure that this sounds like “duh” to you. You would think so, but I have found that all of us, especially those in senior leadership positions, spend most of our time with our heads in the clouds trying to solve the “big problems.” I have been in rooms where the person who does the work and has the scars to prove it chimes in on an issue, and although the people in the room don't overtly discount their input (that would be rude), they don't give the person the credit they are due.
You may not get the big idea or the game‐changer concept from the people who do the work and make things happen. But at all costs, don't ignore their input. They know what not to do. They have cut their teeth on that misery biscuit and can guide your organization's thinking about what pitfalls you are facing. It's a lesson I learned as a young man after getting my ass stomped for days on end, but I only had to learn it once. Take your time, and listen to those further down the corporate food chain. They may not be the boss, just as Sidney was not, but they can save you considerable pain.
So don't ignore the folks who do the work, especially the older or more seasoned people who know where the bodies are buried. But what about a different example of a senior leader realizing things at the corporate and macroeconomic levels? Are there any examples of a corporate legend observing that everything was wrong and failure was imminent and then making a dramatic change by realizing what not to do? Yup. But I doubt you would think that Steve Jobs is one of the greatest examples of exactly this approach.
If you read books on technology, sooner or later you'll see references to Steve Jobs. It's rare to read anything in technology about products, innovation, or changing the world and not encounter a mention of Steve Jobs. The man rightly deserves all the credit he's been given, as he did essentially change the world. Hell, I have multiple Apple products in my home right now. I use my Apple Watch at the gym. All my photos are stored in my iCloud, and my iPhone is the digital leash that I am constantly tethered to, but that technology also provides me immense value. Steve Jobs was an intelligent businessman and innovator whose focus on the customer and the product was not seen in the market before he did it. But he was an asshole. And not just a regular one; he was a jerk of epic proportions. His leadership style was such that when employees saw him coming down the hall at his own company, they would find a way to turn and go in a different direction so they did not run into him. Steve Jobs had a small, close‐knit group of people who would willingly interact with him even though his wrath was always just a few breaths away. Later in this book, we'll talk about the issues around being a jerk and why that's another no‐no for any business leader, but I felt it was appropriate to state for once that Steve Jobs was an asshole. Another life goal achieved.
What can we learn from Steve Jobs that can tell us what not to do? Jobs once said, “Deciding what not to do is as important as deciding what to do.” Never were words like that more valid than when Steve Jobs came back to take over Apple Computer in 1997. When he was brought back to help revamp the company, Jobs quickly realized that there were over a dozen different product lines all simultaneously competing in the market. After less than a month of being back on the job, Jobs saw that the way Apple Computer was going about its current business meant it was facing calamity.
Steve Jobs was forced out of Apple Computer in 1985. When it happened, his departure was not much more than a blip on most business radars. He did what promising innovators and entrepreneurs do: left that company and went on with another venture. Although tales of his ousting are the stuff of legend and have a kind of Shakespearean narrative to them, when he was let go, Jobs was noted to have raged at the board with a fury that “scared the shit out of everyone,” according to an executive who was present at that uncomfortable meeting.
Following his abrupt departure, Apple Computer's new leadership began to focus on creating technology by combining the Macintosh computer, the LaserWriter desktop printer, and Aldus PageMaker (later part of Adobe Systems) into a stream of capabilities that would be offered to the market in the mid‐1980s. These efforts were all put in motion with the additional objective of Apple Computer maintaining at least 55 percent of the overall market share. And for a while, Apple Computer ran the market. Its numbers and growth were aligned with expectations, and all was well in the Apple Computer kingdom. But that level of production and development combined with compounding capabilities inevitably leads to product sprawl and the increase in price that tracks along with it. IBM PC computers and compatibles introduced essentially the same functionality at an exceptionally lower price, which effectively gutted Apple Computer's position and dominance in the market.
While this combat was taking place between Apple Computer and IBM PC computers, Steve Jobs founded and ran NeXT, Inc. Jobs founded this company to focus on powerful technology that could run enterprise‐level applications but was still affordable enough that a college student could purchase one of the machines and use it in their dorm room. While that was a great idea, the overall price of a NeXT computer was more than $10,000, and most college kids didn't have enough money for Taco Bell, much less $10,000 for a nifty box‐size computer. NeXT sold only about 50,000 of these machines, most to large government organizations that could afford such a hefty price tag for a sexy, cool workstation. The real innovation NeXT was offering was the operating system, which would introduce the concept of object‐oriented programming into the personal computing space. That object‐oriented programming innovation ultimately led to the Mac OS X operating system, the game changer in the computer space, when Apple Computer acquired Steve Jobs' company and ported its operating system over.
Once Jobs came back into the Apple Computer family, it did not take long for him to change the company's approach. In less than a month of being back on campus, Jobs realized that there was too much going on for successful execution. Apple Computer was trying to compete at an unachievable price point with technology that was excessively complicated and overpriced for a market that only needed some of the things it sold. The story goes that in one of his many fits of rage, Jobs stood up during a product meeting and drew a square carved into quadrants on a whiteboard. At the top of the quadrant, He wrote “consumer and professional,” and on the other axis of the quadrant, he wrote “desktop and portable.” Then he turned to everyone in the room and said, “Anything not in those quadrants is canceled.” With that simple statement, Steve Jobs effectively canceled 70 percent of Apple Computer's current product line. After a period of stunned silence, the people in the room filtered out, tiptoeing away from the space so as not to incur Jobs' wrath further, went back to their respective work centers, and delivered the news.
Not long after that, Steve Jobs realized that Apple Computer corporate was facing another problem that was undercutting the company's ability to execute and grow. He analyzed the corporate earnings and P&L statements and uncovered a concerning fact. Essentially, he realized that the way the company was accounting for P&L statements among the organizations within Apple Computer needed to be revised. Obliterated was more like it. Because of the fragmented and overly bureaucratic approach, every business unit at Apple Computer had its own individual P&L statement.
Originally, profit and loss were calculated within Apple Computer by each business unit. That accounting and performance strategy was a siloed and micro‐focused approach, leading to infighting among the divisions as each tried to determine where to allocate its costs. Managers were only concerned with their units showing a profit, which meant they were in truth ignoring the company's overall health. They could not see the forest for the trees. Jobs realized this was a critical flaw and only hampered growth and cooperation; he decided, “We won't do this anymore.” To fix this problem and remove the primary failure point, he upended the company's management structure. Jobs eliminated every manager at Apple Computer, blew up the complicated business operations, and moved the company away from a practice that made sense for the IRS but not for Apple Computer. His move away from that failure also aided Apple Computer in moving to a model of only one P&L statement for the company, which ultimately improved the company's position and optimized reporting for the accounting group.
Adopting that changed functional structure was innovative for a company like Apple Computer. But thanks to the “We aren't doing business this way anymore” focus of Steve Jobs, Apple still operates this way, even though it is now nearly 40 times as large in revenue and quintupled in headcount. Senior vice presidents oversee the specific functions of the teams, not the output of the products. Steve Jobs died in 2011, but the new CEO, Tim Cook, still occupies the only position on the organizational chart where the design, engineering, operations, marketing, and sales of any of Apple's main products converge. Other than the CEO, the company operates without conventional general managers. No people control the entire process, from product development through sales, and no work centers are judged according to a P&L statement.
So, what's the takeaway from this story? Why do we need another rundown of something unique that Steve Jobs did? You might be thinking, “I thought this was going to be a book about how not to do things.” Exactly. By knowing what not to do, such as keeping 40 different product lines all running at the same time, none of which were delivered to customers in a manner that benefited them, Steve Jobs realized that he needed to draw a line in the sand to say “We're not doing this anymore.” By coming back into the company and helping the leadership understand that what they were doing was drowning the company, Steve Jobs ultimately optimized the corporate approach. He changed the accounting practices for one of the most profitable companies on the planet.
Had he not done so, Apple Computer would have continued along its path and ultimately missed becoming a dominant force in computing. The desktop computer space would have passed it. Had he not realized that there were things the company should not be engaging in and that there were only a few exceptionally viable routes to the market, nothing would have changed. There would be no iPhone. There would be no Apple Watch. There would be no iCloud. If ever there was a great example of someone in a leadership position stepping up and realizing what not to do, this is it.
A great example in the cybersecurity market of knowing what not to do and ignoring those warnings comes from observations around the company formerly known as Norse Corp. Norse Corp is one of the most significant examples of how everything that could have gone right for a company went wrong as soon as Norse Corp's kimono was rolled open. How did a company that had the money, marketing, and technology (or so it seemed) not heed the warnings in the fishbowl market of cybersecurity that all of us have heard repeatedly: “Never lie about your technology in a space filled with hackers whose sole purpose in life has been to find flaws and weaknesses in systems”?
In 2012, Norse Corp was known as a cybersecurity industry darling, racking up massive investment, exponential growth, and new clients at an almost unachievable pace. Norse Corp was doing so well that it had the money to hire actors in Viking costumes to show up at various cybersecurity conferences. The real sexy factor for Norse Corp's technology was its attack map graph, which was quickly adopted by various organizations as their view into the cyber underground. This map was produced in real time and could show a variety of attacks globally targeting infrastructure. It was a well‐crafted, sexy map that drew the eye of anyone who happened to come across it. However, that was about as deep as the technology went for Norse Corp.
