The COVID-19 pandemic has forced many organizations—from national laboratories to private companies—to change their workforce model to incorporate remote work. This study and the summarized results sought to understand the experiences of remote workers and the ways that remote work can impact recruitment and retention, employee engagement, and career development. Sandia, like many companies, has committed to establishing a hybrid work model that will persist postpandemic, and more Sandia employees than ever before have initiated remote work agreements. This parallels the nationwide increase in remote employment and motivates this study on remote work as an enduring part of workforce models.
Through cyberattacks on information technology and digital communications systems, antagonists have increasingly been able to alter the strategic balance in their favor without provoking serious consequences. Conflict within and through the cyber domain is inherently different from conflict in other domains that house our critical systems. These differences result in new challenges for defending and creating resilient systems, and for deterring those who would wish to disrupt or destroy them. The purpose of this paper is to further examine the question of whether or not deterrence can be an effective strategy in cyber conflict, given our broad and varied interests in cyberspace. We define deterrence broadly as the creation of conditions that dissuade antagonists from taking unwanted actions because they believe that they will incur unacceptably high costs and/or receive insufficient benefits from taking that action. Deterrence may or may not be the most credible or effective strategy for achieving our desired end states in cybersecurity. Regardless of the answer here, however, it is important to consider why deterrence strategies might succeed under certain conditions, and to understand why deterrence is not effective within the myriad contexts that it appears fail. Deterrence remains a key component of U.S. cyber strategy, but there is little detail on how to operationalize or implement this policy, how to bring a whole-of-government and whole-of- private-sector approach to cyber deterrence, which types of antagonists can or should be deterred, and in which contexts. Moreover, discussion about how nations can and should respond to significant cyber incidents largely centers around whether or not the incident constitutes a "use of force," which would justify certain types of responses according to international law. However, we believe the "use of force" threshold is inadequate to describe the myriad interests and objectives of actors in cyberspace, both attackers and defenders. In this paper, we propose an approach to further examine if deterrence is an effective strategy and under which conditions. Our approach includes systematic analysis of cyber incident scenarios using a framework to evaluate the effectiveness of various activities in influencing antagonist behavior. While we only examine a single scenario for this paper, we propose that additional work is needed to more fully understand how various alternative thresholds constrain or unleash options for actors to influence one another's behavior in the cyber domain.