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Why So Few Babies? We Might Have Overlooked the Biggest Reason of All


“Raleigh Rivera and her husband had spent five years fine-tuning their parenthood plan: In 2025, they would move from Los Angeles, where they have been living since 2023, back to Ms. Rivera’s hometown, Minneapolis, where they could afford to buy a home and start their family. “We both have been baby- and kid-crazy for our entire lives,” she said.

 

They had planned to start trying when Ms. Rivera turned 30, a birthday she celebrated last summer. But that same year, everything that had felt stable to them started to crumble. It began with the Palisades and Eaton fires decimating parts of the city they called home. The prospect of a first-time home buyer credit, something Kamala Harris had campaigned on, had disappeared. By summer, Ms. Rivera’s parents in Minnesota were choking on smoke drifting over the border from Canadian wildfires. Her husband is a citizen, but since he is Mexican American, she worried that racial profiling policies put a target on his back. Ms. Rivera, who has a master’s degree in public health, worried about sending a future child to school with unvaccinated classmates. “We felt like we had worked hard on ourselves, making sure that our finances and our health and everything was in order,” she told me when we spoke last August. “And those plans are on pause right now because everything is — it’s just impossible to know.”

 

With their stable jobs and supportive marriage, the Riveras are exactly the kind of people demographers would expect to be well on their way to parenthood today. Researchers who study population trends have shown that births tend to rise when economies are on the upswing, and more recently have proposed a relationship between gender roles and the birthrate: Very high levels of equality in the home and in society are associated with more births. (The same goes for very low levels of gender equality.) Yet in most places around the world, birthrates have marched steadily downward for the past two decades, even where economies have grown and working women’s male partners handled more household tasks. The Riveras may point to why.

 

The collective reluctance to procreate is perhaps most glaring in the Nordic countries. With their stable economies, strong social safety nets, robust family policies and equitable gender relations, they maintained relatively high birthrates through the early 2000s. In the aftermath of the financial crisis of 2008, however, sometimes referred to as the Great Recession, births in Norway, Denmark, Sweden and Finland declined, and then declined some more, even as their economies recovered throughout the 2010s. Little about those nations’ family policies had changed, and as far as anyone could tell, men were still doing their share of the dishes. The same downward trend held in the United States, where births have fallen by about 23 percent since 2007, despite high rates of immigration until last year. Births have also been declining in East Asian countries, even though governments in the region have thrown buckets of money at the problem. And in France, despite its longstanding pronatalist policies.

 

This is not simply a matter of affordability, the buzzword so often invoked to explain why people are choosing to have smaller families. Government support for parents can help, but overall, people are having fewer children both in countries that offer very little and in those renowned for their generous family benefits; moreover, the trend holds among those who are struggling to make ends meet and among those who, like the Riveras, have advanced degrees and salaried jobs.

 

What unites these disparate cultures, policy environments and demographics, researchers are now realizing, is young people’s inescapable and crushing sense that the future is too uncertain for the lifelong commitment of parenthood. Call it the vibes theory of demographic decline.

 

The future has never been assured, but it feels as though we are living in a time of spectacular uncertainty. In the United States, job tenures have contracted and income volatility has risen. Life expectancy, once on an inexorable march upward, has fallen for less-educated women and men. Many of the forces our economy is built on — A.I., immigration, global trade — feel distressingly volatile; disruption, once a byword for a disturbance or problem, is the governing ethos of a terrifyingly powerful sector of our economy. The rise of prediction markets has turned the world into one large casino. The climate crisis is spiraling, as are the costs of everything that could enable parenthood, whether that’s a roof over one’s head or child care. The past half-century has brought us breathtaking inequality, accompanied by a sharp decline in social mobility. The two generations currently of childbearing age bear the psychological and financial scars of coming of age amid world-scale catastrophes: Older millennials entered the labor market during the Great Recession; many watched their parents lose their jobs or homes. Gen Z, whose lives were upturned by the Covid-19 pandemic, now find themselves competing against A.I. for entry-level jobs and even prospective partners. The man running America seems single-mindedly devoted to chaos at home and abroad.

 

Even declining fertility rates feed into the cycle: How will society function if each generation is smaller than the last? The Gen X writer Astra Taylor calls ours “the age of insecurity”; the Gen Z writer Kyla Scanlon has described “the end of predictable progress.” Zoomers’ uncertainty about the future can’t be captured by the usual metrics or entered neatly into a spreadsheet. But it may be the X factor in the global parenting free fall.

 

Daniele Vignoli, a demographer at the University of Florence, had been cautiously optimistic in 2008 when Italy’s fertility rate reached nearly 1.5 births per woman — still far below the 2.1 that is typically necessary to keep population levels stable in the absence of immigration, but the highest rate since the 1980s. “We were all celebrating this new spring of fertility, this new spring of demography in Italy,” he recalled. Then the Great Recession hit and fertility declined not just in Italy, where today it stands at under 1.2, but all over Europe.

 

No existing demographic theory could explain the near uniformity of this decline across the continent, which continued irrespective of how deeply a country was affected by the recession or how swiftly it recovered. It became clear to Mr. Vignoli that structural factors such as employment status or the housing market, while important context, do not tell the whole story of where people see themselves in the future. Raising children is an inherently forward-looking project, and in Mr. Vignoli’s analysis, increasing exposure to a volatile global economy and accelerating technological change makes it hard for young people to project a path forward with even a modest degree of confidence.

 

In one study, Mr. Vignoli and his co-authors found that though people’s current job situation — whether they had long-term or only temporary employment — influenced their decision to become a parent, equally influential was their sense of their future prospects, and whether, if this job went away, they could find another at comparable pay. That sense is a function of both real-world conditions and individual temperament — “resilience toward unexpected outcomes,” as Mr. Vignoli puts it.

 

To understand current population shifts, then, we must look further than just the indicators that researchers in other contexts have referred to as the “shadow of the past” — is someone employed? Married? College-educated? We must also consider what have been called the “shadows of the future.”

 

Doing so helps to explain why certain longstanding patterns are beginning to change. American women with less education tend to have more children than their more educated peers. That was true in the era before birth control became available and marriage ceased to be effectively compulsory, but it was also true afterward, when women had more choices. Researchers theorized that motherhood actually reduced uncertainty for young low-income mothers, even in their precarious circumstances, because it gave them a defined and valued social role, with clear responsibilities and an identifiable path.

 

The decline in births after the Great Recession affected women of all education levels, but between 2007 and 2016, it was steeper among American women without college degrees, whose births dropped 12 percent below projections, according to an analysis by the demographer Lyman Stone. That’s an estimated 3.1 million “missing” births in that cohort alone. Among women with graduate degrees, births dropped by just 7 percent from 2007 levels. Reproduction fell most precipitously among nonwhite women, especially Hispanic and Native American women, who earn less, on average, than white women. As with any sweeping social change, more than one factor is at work, but a growing body of evidence suggests that the anxiety of bringing a child into such an uncertain world may increasingly outweigh the appeal of motherhood.

 

The world has seen uncertainty before, so why is this time different? One possibility is that we live in an era of “polycrisis” — a term coined in the 1990s by the philosopher Edgar Morin and his co-author Anne Brigitte Kern to describe the interplay of many crises at once. For the particular question of having a family, among the many crises, the Great Recession may have been particularly consequential. “It changed the world,” said Chiara Ludovica Comolli, a demography professor at the University of Bologna. It “produced such levels of inequalities that the relationship between people and between groups, it was completely altered.”

 

Ms. Comolli has been studying how economic uncertainty rippled through the social sphere, eroding social trust and spurring the rise of radical right-wing parties, and how those changes in turn affect fertility. In Sweden, the right-wing populist Sweden Democrats have talked about protecting the family and increasing child allowances. But Ms. Comolli found that in towns and cities where the party was gaining popularity, birthrates actually fell. Highly educated women, whom the researchers described as most likely to feel alienated by their neighbors’ support for the radical right, were especially likely to forgo having a child.

 

The Great Recession’s outsize impact may also be due to its status as the first economic crisis of the era of nonstop digital information deluge, which rendered it, and the sense of dread it engendered, all but inescapable, even for people not financially affected. The same goes for natural disasters, political upheaval and war: In a global world, no one is insulated. “It’s not just your own uncertainty, but it’s that you get all the uncertainty around you as well,” said Trude Lappegård, a sociology professor at the University of Oslo. “It’s difficult to disentangle what concerns you and what possibly can concern you, and what’s concerning other people.”

 

Or as Axel Peter Kristensen, who did his graduate research with Ms. Lappegård, put it when we spoke last summer, “Which uncertainty matters? Is it the one that’s very close to you? Is it the one that is on a larger abstract scale? Is it one that’s here in Europe? Or is it in Norway?”

 

Mr. Kristensen himself has a partner and a job and owns a small apartment in Oslo, but at 33, he is not yet a parent. He contrasted his life course with that of his parents, who had all three of their children by their early 30s. At the time, Mr. Kristensen’s mother was training to be a nurse, and his father was a carpenter. From today’s vantage point, theirs was not “a secure situation — renting, not having that much money,” he said. “But they still felt that, of course, we’re going to have children.” Mr. Kristensen’s mother intended to pursue education, and his parents wanted to eventually buy a home, but in that era, kids were not viewed as obstacles to achieving those goals. “They were not postponing birth. They were just doing it at the same time.”

 

He talks with his mother about these generational patterns. “The biggest difference, watching her narrative and my narrative, my feeling is that these things should be in order first,” he said. Seen through a lens of uncertainty, the global pattern of delayed marriage and childbearing may signify something more than just a matter of “shifting priorities.” It may represent a desperate attempt to create some sort of stable foundation in what one economist recently described as “a singularly turbulent” era.

 

“Having a nice income, having steady employment, a nice education, having an apartment,” Mr. Kristensen said. “These new milestones, has the importance of them changed in an era or time where economic uncertainty is being felt much more close to the skin?” Their greater significance, though, comes at a time when they have become much harder to attain. In the United States, the median age of a first-time home buyer just hit 40. “One possible way of coping with this would be to postpone having children,” he said, “or would be to maybe drop it.”

 

Even proponents of the uncertainty theory acknowledge that there are plenty of other factors that contribute to the world’s declining birthrates. There has been a marked decline in marriage. Increased social isolation, to say nothing of what some have called a “sex recession,” certainly does not augur a baby boom. Nor do today’s employment prospects. Educated workers face what the economist Claudia Goldin has called “greedy jobs,” positions that demand far more of an employee than can be contained between the hours of 9 and 5, while less-skilled workers cope with unpredictable shifts and wages that have barely kept pace with the cost of living. It’s hard to square either with the expectation that parents will invest huge amounts of time and money in their children’s development. Education campaigns and access to long-acting contraception effectively reduced teen pregnancy, a change that has been a significant driver of the overall drop in births in the United States.

 

Look hard enough, though, and many of those factors become forms of uncertainty too. Ms. Comolli told me that she and her partner have postponed parenthood until their job situations feel more settled. She often thinks about how her worries over her advancing age and the possible health consequences compare with material factors that are the primary concern of so many other people, such as mortgage rates or rising prices: “Both in my personal and professional life, I often wonder whether these are fundamentally different types of uncertainty — something that should perhaps be defined and named differently — or whether they are simply two sides of the same coin,” she said. In any case, whether the uncertainty is psychological or structural, “the key challenge is to better understand how these dimensions interact.”

 

Like nearly every other scholar I spoke to, Ms. Comolli emphasized the need to clarify the concept of uncertainty and refine ways of measuring it. Perhaps the simplest way is just to ask people how they’re feeling about the future. Demographers are doing this via the Generations and Gender Survey, which queries 10,000 respondents per country in over two dozen countries every three years. A new set of questions asks how worried people are about things like climate change, high unemployment and military conflicts in the future.

 

Daniel Schneider, the Harvard sociologist, sees the connection between uncertainty and fertility as a middle ground between the two sides of what he called “the family wars” — those endless cultural debates in which the right pushes old-fashioned family structures with tradwife moms home-schooling 10 kids, and the left argues that the era of the nuclear family is over and “everyone’s just going to live with their cats,” he joked. The uncertainty research suggests that, in fact, “People do want to have families, but encounter this really uncertain and unstable world that also demands these really intense standards of parents,” Schneider said.

 

Solving the problem with one-off pronatalist gestures such as a tax break for having children has proved futile time and time again. To truly make a change, policymakers must take a “holistic approach to making lives and systems that are more conducive to having and raising children, and more conducive to living a happy and secure and healthy life as a person,” said Sarah Hayford, who directs the Institute for Population Research at Ohio State University. “You can’t address the parenting part without addressing the secure life part.” That takes structural change.

 

Or very deep pockets. In South Korea, home to one of the world’s lowest fertility rates — 0.8 lifetime births per woman — the construction company Booyoung Group made headlines in 2024 when it offered 100 million Korean won (around $68,000 today, or roughly twice South Korea’s annual per capita income) to any of its employees who had a baby. Last year, the company reported 36 births — an increase of about 60 percent compared with the average before the program was launched. The bonus is on top of ongoing support for medical expenses and eventual college tuition. Employees who have a third child can potentially choose between the 100-million-won payment and guaranteed, permanent housing support. “The company resolved the financial concerns that were my biggest worry in having a second child,” one employee told a Korean newspaper, which calculated that if the company were a nation, its birthrate would be 3.6 times as high as South Korea’s.

 

In the United States, twice the annual per capita income amounts to about $153,000. Is that the scale of intervention it would take to change people’s minds? Most policy proposals aimed at families barely nibble around the edges. The Heritage Foundation has called for the government to issue a $2,000-per-child “home child care equalization credit” to subsidize a married parent who stays home with a kid, an amount less than one-third of what the average American household spends in a single month. These nickels and dimes will never be able to counter the sweeping sense of uncertainty that governs so many young people’s lives.

 

There is, however, one low-cost fertility policy that actually seems to work: faith, perhaps the original uncertainty reduction strategy.

 

Religion has long been associated with big families; groups such as the Amish, Mormons, ultra-Orthodox Jews and the Hutterites are known for their higher-than-average fertility rates.

 

In a 2024 book, “Hannah’s Children,” the Catholic University of America economist Catherine Pakaluk and a colleague interviewed 55 American women who had five or more children. All were religious.

 

 Faith offers multiple levels of assurance, teaching that humans are part of a cosmic chain, having children is a moral virtue, and God will provide for them. On a practical level, faith offers a ready-made community that affirms and supports family life.

 

But while certain denominations such as Orthodox Christianity and Catholicism are seeing an increase in converts, overall, more Americans are identifying as “nones,” or having no particular religion. Of particular relevance is the rate at which women are fleeing the fold. The Heritage Foundation’s January report on the future of the American family refers to religion dozens of times and paid family leave just a couple of times, even though a bipartisan majority of Americans have said the policy is important to them.

 

Clare Zakowski, a 28-year-old who works part time as a manager at a therapy practice, says she would welcome a federal paid family leave program, not that Congress is offering. She has always loved children; as a high schooler in Green Bay, Wis., she babysat and ran the activities for a summer camp. “I love their naïveté and innocence,” she told me. “I just think kids rock.” Ms. Zakowski has been with her boyfriend for over seven years, and children have been part of the discussion since the two first got together. But lately, she has been appalled by the manosphere, and worries about how A.I. will affect society. “The news every day is crazy, and it’s been that way for a while,” she said. “It just feels like we’re living in a really, really weird time.” Beyond paid leave (or universal health insurance for that matter), she yearns for something deeper: a sense of security, something that she has yet to experience in America in her adult lifetime. “I feel like there’d have to be, I want to say a revolution, but basically big political change, like a moral awakening from everyone,” she said.

 

She had been looking for a full-time, higher-paying job to set herself up for parenthood, but found the search to be so stressful that she gave up. “I know there can be negatives to not planning ahead,” she told me, but “who even knows what the future holds?”

 

When I spoke to Ms. Rivera again in early April, she had some happy updates. A number of her close friends had become pregnant, a development that sparked in her a newfound sense of agency. “My very best friend is due in July, and that was a pretty instant feeling.” She said she found herself lying awake at night thinking, “I can’t give up. There’s no choice. I need to support her, and I need to keep working to improve the world.”

 

Then while poking around online, she and her husband stumbled onto a beautiful home in Minneapolis not far from her parents and grandmother, and decided to go for it. Mere days after their offer was accepted, Department of Homeland Security forces descended on their fair city of Minneapolis. Watching members of their community rally to protect one another further bolstered her sense of agency. “I really think witnessing the bravery of the people, in the place that is becoming our home again, kind of shifted something for us,” she said. Perhaps this was a world in which they could have a child after all.

 

Their change of heart hasn’t completely banished the fears she described last summer. “I know that it’s going to be really scary,” she said. But the moment she and her husband allowed themselves to imagine becoming parents, “extreme baby fever” overcame them both, “in a way that feels actually crazy — primally, really, really emotionally intense,” she said. “I don’t feel like I have a choice but to give it a shot.”

 

This story was supported by the Economic Hardship Reporting Project.

 

Anna Louie Sussman, a contributing Opinion writer, writes about gender, economics and reproduction and is the author of the forthcoming book “Inconceivable: The Impossibility of Family in an Age of Uncertainty.”” [1]

 

1. Why So Few Babies? We Might Have Overlooked the Biggest Reason of All.: Guest Essay. Anna Louie Sussman.  New York Times (Online) New York Times Company. May 7, 2026.

Tyrimų ekspertai ragina stiprinti Vokietijos MVĮ tyrimus: pristatyta EFI metinė ataskaita


„fib. FRANKFURTAS. Viena iš dviejų Vokietijos MVĮ sektoriaus įmonių pastaraisiais metais sukūrė bent vieną inovaciją – produktą ar procesą. Tačiau tik devyni procentai šių įmonių vykdo aktyvią vidinę inovacijų politiką arba valdo savo specializuotus tyrimų ir plėtros skyrius. Kuo didesnės įmonės, tuo dažniau jos investuoja į savo tyrimus. Priešingai, dauguma daugelio mažų įmonių tokia veikla užsiima tik ad hoc pagrindu, jei iš viso užsiima.

 

Tai yra viena iš tyrimų ir inovacijų ekspertų komisijos (EFI) metinės ataskaitos, kuri neseniai buvo pristatyta federaliniam kancleriui Merzui Berlyne, išvadų.

 

Kaip praneša Komisija, vertinant per pastaruosius dvidešimt metų ir lyginant su atitinkamomis įmonių pajamomis, atitinkamos inovacijų išlaidos gerokai sumažėjo. Nurodytos priežastys apima dideles išlaidas, biurokratines kliūtis ir kvalifikuotų darbuotojų trūkumą.

 

Komisijos, kuriai pirmininkauja Irene Bertschek, ataskaitoje teigiama: „Inovatyvios įmonės yra produktyvesnės, nei inovacijų nediegančios įmonės, kurių yra panašios“ charakteristikos.“ „Šis skirtumas yra ryškesnis MVĮ sektoriuje, ypač kai investuojama tiek į inovacijas, tiek į skaitmeninimą.“ Teigiama, kad daugelis įmonių vairuoja save į ateitį, įjungusios rankinį stabdį. Kad atleistų šiuos stabdžius, valstybė raginama imtis veiksmų.

 

Mokslinių tyrimų ir eksperimentinės plėtros mokesčių skatinimo įstatymas, priimtas 2020 m., kaip nauja priemonė mokslinių tyrimų išmokos pavidalu, jau davė tam tikrų rezultatų, stiprinant įmonių inovacijų veiklą ir, atitinkamai, Vokietiją, kaip verslo vietą.

 

Po to, kai vyriausybė ne kartą patobulino savo paramos mechanizmus – išplėtė mokesčių bazę, padidino subsidijų tarifus ir padidino pagalbos viršutinę ribą – bendras pagalbos paketas dabar siekia keturis milijardus eurų. Pusė šios sumos skiriama mažoms ir vidutinėms įmonėms (MVĮ). Tačiau vien pinigų nepakanka.

 

Pasak EFI, atitinkamų vyriausybinių agentūrų administracinės ir tvirtinimo procedūros galėtų būti greitai ir apčiuopiamai supaprastintos. Tokiu būdu šios agentūros galėtų gerokai supaprastinti paraiškų teikimo procesą dėl valstybės finansavimo priemonių, tokių, kaip mokslinių tyrimų išmoka. Tokios priemonės apimtų įrodymų ir dokumentų reikalavimų sušvelninimą, arba naudojant valdžios institucijų jau surinktus duomenis vėlesnėms paraiškoms. Tyrėjai pažymi, kad daugelis šių reglamentų gali būti svarbūs ir tinkami patys savaime; tačiau, vertinami kartu, jie yra našta įmonėms.

 

Apklausose kiek mažiau, nei pusė, apklaustų įmonių nurodė, kad dėl joms reikalingų biurokratinių pastangų joms lieka per mažai laiko realiam inovacijų darbui. Geras pirmas žingsnis būtų panaikinti ataskaitų teikimo įsipareigojimų dubliavimą. Dabartinė federalinė vyriausybė juda teisinga linkme, taikydama principą „vienas įeina, vienas išeina“ – politiką, kuria siekiama užtikrinti, kad, įvedus bet kokį naują reglamentą, būtų panaikinta bent viena esama taisyklė, taip bent laipsniškai sumažinant biurokratinę naštą visoms suinteresuotosioms šalims. Tačiau šiuo atžvilgiu dar daug kas lieka nepastebėta. Netinkamai atspindėta faktinė administracinė našta, susijusi su atskirais reglamentais. Be to, nėra garantijos, kad atitinkami reglamentai yra skirti tinkamiems ir numatytiems gavėjams.“ [1]

 

1. Forschungsexperten für Stärkung der Mittelstands-Forschung: EFI-Jahresgutachten vorgestellt. Frankfurter Allgemeine Zeitung; Frankfurt. 13 Feb 2026: 27.

Research Experts Call for Strengthening German SME Research: EFI Annual Report Presented


“fib. FRANKFURT. One in two companies within Germany’s SME sector has produced at least one innovation in recent years—whether as a product or a process. However, only nine percent of these firms maintain an active in-house innovation policy or operate their own dedicated research and development departments. The larger the companies, the more frequently they invest in their own research. The majority of the many small companies, by contrast, engage in such activities only on an ad-hoc basis, if at all.

 

These are among the findings of the annual report by the Commission of Experts for Research and Innovation (EFI), which was recently presented to Federal Chancellor Merz in Berlin.

 

As the Commission reports, when viewed over the past twenty years and measured relative to companies' respective revenues, corresponding innovation expenditures have declined significantly. The reasons cited include high costs, bureaucratic hurdles, and a shortage of skilled workers.

 

The report by the Commission—chaired by Irene Bertschek—states: "Innovating companies are more productive than non-innovating companies with comparable characteristics." "This disparity is more pronounced within the SME sector—particularly when investments are made in both innovation and digitalization." Many companies, it is argued, are steering themselves into the future with the handbrake on. To release these brakes, the state, not least, is called upon to act.

 

The Act on the Tax Promotion of Research and Development—introduced in 2020 as a new instrument in the form of a research allowance—has already yielded some successes in strengthening corporate innovation activities and, by extension, Germany as a business location.

 

After the government repeatedly refined its support mechanisms—broadening the assessment base, increasing subsidy rates, and raising the aid ceiling—the total aid package now amounts to four billion euros. Half of this sum is allocated to small and medium-sized enterprises (SMEs). However, money alone is not enough.

 

According to the EFI, administrative and approval procedures on the part of the relevant government agencies could be streamlined quickly and tangibly. In this way, these agencies could significantly simplify the application process for state funding instruments such as the research allowance. Such measures would include relaxing proof and documentation requirements or utilizing data already collected by the authorities for subsequent applications. Many of these regulations, the researchers note, may be important and appropriate in their own right; however, taken collectively, they constitute a burden for companies.

 

In surveys, just under half of the companies polled indicated that, due to the bureaucratic effort required of them, they have too little time left for actual innovation work. Eliminating redundancies in reporting obligations would be a good first step. The current federal government is moving in the right direction with its "one in, one out" principle—a policy intended to ensure that the introduction of any new regulation leads to the elimination of at least one existing rule, thereby minimizing bureaucratic burdens for all stakeholders, at least in a stepwise fashion. However, much still falls through the cracks in this regard. The actual administrative burden associated with individual regulations is not being adequately reflected. Moreover, there is no guarantee that the respective regulations are targeting the right and the intended recipients.” [1]

 

1. Forschungsexperten für Stärkung der Mittelstands-Forschung: EFI-Jahresgutachten vorgestellt. Frankfurter Allgemeine Zeitung; Frankfurt. 13 Feb 2026: 27.

Not Hackers, But Conversations: How sensitive information is extracted from Lithuanian companies

 


"PMC Training" advertisement

 

""ALPHA Human Resilience", represented in the Baltics by "PMC Training", an expert and one of the best practitioners of information extraction instructors, Jasper Hartmann, says that one of the biggest security mistakes today is too narrow an approach to threats. How does economic and technological espionage really work in Europe?

The biggest mistake is to think that hackers will attack you

The threat of cyberattacks dominates the public space today, but in reality, some of the most sensitive business information leaks much more simply - through people.

"The biggest mistake is to think that the main threat is purely technological. Although cybersecurity remains a priority, in many cases it is easier to obtain information during a conversation than by trying to hack into systems," says J. Hartmann.

According to him, espionage today operates on the principle of fragments: small, seemingly insignificant details about processes, technologies, partners or decision-making are collected, which are later combined into a general picture. No one comes to pick up a specific document, most often its contents are collected bit by bit - from different people, in different situations.

Russia is in a hurry, China is waiting

As the security situation in Europe changes, more and more attention is paid not only to cyber, but also to physical and human espionage threats. This is especially evident in Ukraine.

“In Ukraine, espionage prevention is given extremely high attention. Russia is actively trying to infiltrate companies working with technologies that it seeks to better understand,” says J. Hartmann.

According to him, a fundamental change has occurred in recent years. If cybersecurity used to dominate the agenda of organizations, today it is becoming only one of several important security components. “More and more organizations are realizing that technological protection alone does not guarantee security – it is also necessary to assess the risks of people, partnerships and information flows.”

Asked how countries like Russia or China operate today, Hartmann distinguishes clear differences. “Russia operates quickly, aggressively and with a high tolerance for risk. It relies more on insiders, pressure, opportunistic opportunities. It is very operational.”

At the same time, China is choosing a completely different strategy.

“China’s operations are focused on the long term. It builds relationships, goes through partnerships, investments, academic cooperation. At first glance, everything looks like normal business, but in the long run, such operations can provide access to very sensitive information,” says Hartmann.

According to him, it is this aspect of “legitimate activity” that is the most dangerous.

The most dangerous place is not the system, but the person

One of the biggest blind spots in organizations is HUMINT (Human Intelligent).

“Most companies invest in IT security, but they have almost no control over the human factor. And it is precisely this factor that is most often used to leak information,” says Hartmann.

The problem is that this type of activity is difficult to detect. The IT department can show how many attacks it has stopped. But no one can say how many times a day an employee was subtly “interrogated” in conversations. Such conversations usually take place completely informally – at conferences, on trips, in meetings or even in cafes.

How information is “extracted” from you without you noticing

One of the most effective methods used in both intelligence and the competitive environment is the so-called information elicitation technique.

“This is not an interrogation. It is the art of extracting information in such a way that a person provides it himself, without even realizing that he is doing it,” explains Hartmann.

A simple example: a person approaches you at the airport, strikes up a conversation, notices your computer, and says, “I guess everyone uses ThinkPads at work?” You automatically correct them, “No, we use MacBooks.” It may seem like a small thing, but such a detail can open up opportunities for pressure or manipulation.

“One of the most powerful techniques is a deliberate mistake. People simply can’t help but correct it,” says Hartmann.

The following methods are most often used: deliberate inaccuracy, hoping that the interlocutor will correct it, guessing intervals, saying, for example, “your budget is probably between X and Y?”, flattery, aiming to soften the interlocutor with compliments or approval, innocent small talk that consistently focuses on sensitive topics, and building trust by manipulating apparent connections or acquaintances.

According to the expert, it is in these areas that organizations most often lack practical skills. As a result, more and more companies are choosing specialized training focused on real-world situations, from identifying information-stealing techniques to strengthening employee behavior. Such training is provided in the Baltics by ALPHA Human Resilience, represented in the region by PMC Training.

Behavioral Analysis and LVA: From Intuition to Data-Driven Assessment

As the scale of these threats grows, more and more organizations are looking for ways to more objectively assess human behavior and the reliability of information.

Intuition is being replaced by methodology: structured interview methods, behavioral analysis, and voice analysis technology – LVA (Layered Voice Analysis) are used. “Modern organizations base their decisions not only on intuition, but on systematic assessment and data analytics,” says J. Hartmann.

LVA technology allows for real-time analysis of microstress changes in a person’s voice and identification of moments when information may be hidden, tension, or inconsistency occurs. “This is not about “lying” as a binary category. This is about signals that warn of what is worth delving into, where discrepancies have arisen, and where additional questions are needed.”

According to him, it is precisely the combination of such technologies with structured interviews that allows for better assessment of candidates and partners, strengthening internal research, identifying risks before they arise, and reducing the influence of subjectivity and “gut feeling” on decisions. “Indicators change the mind. In the context of security, this becomes critically important.”

A culture of high trust – both a strength and a weakness

There is another important aspect in the Lithuanian and Northern European business environment in general – a culture of trust.

“We tend to trust. This is very good in business, but at the same time it creates ideal conditions for those who know how to use trust,” says J. Hartmann.

As a result, many organizations do not even suspect that a simple conversation can be a targeted collection of information.

What can companies do right now?

According to the expert, the most important thing is not to close down, but to become more aware: “The goal is not to suspect everyone. The goal is to understand what information is sensitive and when it cannot be disclosed.”

He identifies several essential steps: clearly define critical information, train employees to recognize information deception and social engineering situations, include HUMINT risks in the security strategy, apply structured interviews and assessment methods, implement advanced analysis tools (including LVA), and have a mechanism to detect recurring patterns.

CER Directive – a test of whether the organization truly understands threats

According to J. Hartmann, the upcoming implementation of the EU Critical Entity Resilience (CER) Directive will become a kind of litmus test: “This is not just another formal compliance requirement. It is the answer to the question of whether the organization truly understands where its vulnerabilities lie.”

According to him, companies will have to look wider – see not only IT systems, but also people, supply chains, partnerships, decision-making: “Resilience today means the ability to protect not only systems, but also knowledge.”

The Spy Is Often Right Next to You

At the end of the interview, J. Hartmann formulates a simple, albeit uncomfortable thought: “People are afraid of hackers, but the spy is usually right next to you – even in the coffee queue. And it is this fact that changes the logic of security. If an organization ignores the human factor, it leaves the easiest way to its information.”

Today, more and more organizations understand that resilience does not start with technology, but with people. As a result, practical solutions – from employee training to advanced assessment methods – are no longer an option, but a necessity. Such training and services are also available in Lithuania – they are provided by the official ALPHA Human Resilience partner PMC Training in the Baltic States.”




Ne hakeriai, o pokalbiai: kaip iš Lietuvos įmonių ištraukiama jautri informacija

 


"PMC Training" reklama

 

 

“„ALPHA Human Resilience“, kuriai Baltijos šalyse atstovauja „PMC Training“, ekspertas ir vienas geriausių informacijos išviliojimo instruktorių praktikų Jasper Hartmann teigia, kad viena didžiausių šiandienos saugumo klaidų – per siauras požiūris į grėsmes. Kaip iš tikrųjų veikia ekonominis ir technologinis šnipinėjimas Europoje?

Didžiausia klaida – manyti, kad jus puls hakeriai

Kibernetinių atakų grėsmė šiandien dominuoja viešojoje erdvėje, tačiau realybėje dalis jautriausios verslo informacijos nuteka kur kas paprasčiau – per žmones.

„Didžiausia klaida – manyti, kad pagrindinė grėsmė yra vien technologinė. Nors kibernetinis saugumas išlieka prioritetu, dažnu atveju informaciją lengviau gauti pokalbio metu nei bandant įsilaužti į sistemas“, – sako J. Hartmann.

Pasak jo, šnipinėjimas šiandien veikia fragmentų principu: renkamos mažos, iš pirmo žvilgsnio nereikšmingos detalės apie procesus, technologijas, partnerius ar sprendimų priėmimą, kurios vėliau sujungiamos į bendrą vaizdą. Niekas neateina pasiimti konkretaus dokumento, dažniausiai jo turinys surenkamas po truputį – iš skirtingų žmonių, skirtingose situacijose.

Rusija skuba, Kinija laukia

Kintant saugumo situacijai Europoje vis daugiau dėmesio tenka ne tik kibernetinėms, bet ir fizinio bei žmogiškojo šnipinėjimo grėsmėms. Tai ypač akivaizdu Ukrainoje.

„Ukrainoje šnipinėjimo prevencijai skiriamas itin didelis dėmesys. Rusija aktyviai mėgina infiltruotis į įmones, dirbančias su technologijomis, kurias siekia geriau perprasti“, – teigia J. Hartmann.

Anot jo, pastaraisiais metais įvyko esminis pokytis. Jei anksčiau organizacijų darbotvarkėje dominavo kibernetinis saugumas, šiandien jis tampa tik viena iš kelių svarbių saugumo dedamųjų. „Vis daugiau organizacijų supranta, kad technologinė apsauga savaime neužtikrina saugumo – būtina vertinti ir žmonių, partnerysčių bei informacijos srautų rizikas.“

Paklaustas, kaip šiandien veikia tokios valstybės kaip Rusija ar Kinija, J. Hartmann išskiria aiškius skirtumus. „Rusija veikia greitai, agresyviai ir su aukšta rizikos tolerancija. Ji dažniau remiasi insaideriais, spaudimu, oportunistinėmis galimybėmis. Tai labai operatyvus veikimas.“

Tuo metu Kinija renkasi visiškai kitokią strategiją.

„Kinijos veikimas nukreiptas į ilgalaikę perspektyvą. Ji kuria santykius, eina per partnerystes, investicijas, akademinį bendradarbiavimą. Iš pirmo žvilgsnio viskas atrodo kaip normalus verslas, o ilgainiui toks veikimas gali suteikti prieigą prie labai jautrios informacijos“, – teigia J. Hartmann.

Anot jo, būtent šis „teisėtos veiklos“ aspektas ir yra pavojingiausias.

Pavojingiausia vieta – ne sistema, o žmogus

Vienas didžiausių aklųjų taškų organizacijose – HUMINT (angl. Human Intelligent) arba žmogiškoji žvalgyba.

„Dauguma įmonių investuoja į IT saugumą, tačiau beveik nevaldo žmogiškojo veiksnio. O būtent jis dažniausiai naudojamas informacijai nutekinti“, – teigia J. Hartmann.

Problema ta, kad tokio tipo veiklą sunku pastebėti. IT skyrius gali parodyti, kiek atakų sustabdė. Tačiau niekas negali pasakyti, kiek kartų per dieną pokalbiuose buvo subtiliai „apklaustas“ darbuotojas. Tokie pokalbiai paprastai vyksta visiškai neformaliai – konferencijose, kelionėse, susitikimuose ar net kavinėse.

Kaip nepastebint iš jūsų „ištraukiama“ informacija

Vienas efektyviausių metodų, naudojamų tiek žvalgyboje, tiek konkurencinėje aplinkoje – vadinamoji informacijos išviliojimo (angl. elicitation) technika.

„Tai nėra apklausa. Tai menas išgauti informaciją taip, kad žmogus pats ją pateiktų, net nesuprasdamas, kad tai daro“, – aiškina J. Hartmann.

Pavyzdys paprastas: oro uoste prie jūsų prieina žmogus, užmezga pokalbį, pastebi jūsų kompiuterį ir sako: „Turbūt darbe visi naudojatės „ThinkPad“ kompiuteriais?“. Jūs automatiškai pataisote: „Ne, pas mus „MacBook'ai““. Atrodo smulkmena, tačiau tokia detalė gali atverti galimybes daryti spaudimą ar manipuliuoti.

„Viena iš stipriausių technikų – sąmoninga klaida. Žmonės tiesiog negali susilaikyti nepataisę“, – sako J. Hartmann.

Dažniausiai pasitelkiami šie metodai: sąmoningas netikslumas, tikintis, kad pašnekovas jį pataisys, intervalų spėjimas, sakant, pavyzdžiui, „jūsų biudžetas turbūt yra tarp X ir Y?“, pataikavimas, siekiant suminkštinti pašnekovą komplimentais ar pritarimu, nekaltas small talk, kuris nuosekliai nukreipiamas į jautrias temas, ir pasitikėjimo kūrimas manipuliuojant tariamais ryšiais ar pažįstamais.

Pasak eksperto, būtent šiose srityse organizacijoms dažniausiai trūksta praktinių įgūdžių. Dėl to vis daugiau įmonių renkasi specializuotus mokymus, orientuotus į realias situacijas – nuo informacijos išviliojimo technikų atpažinimo iki darbuotojų elgsenos stiprinimo. Tokius mokymus Baltijos šalyse teikia „ALPHA Human Resilience“, kuriai regione atstovauja „PMC Training“.

Elgsenos analizė ir LVA: nuo intuicijos prie duomenimis grįsto vertinimo

Augant šių grėsmių mastui, vis daugiau organizacijų ieško būdų, kaip objektyviau vertinti žmonių elgseną ir informacijos patikimumą.

Intuiciją keičia metodika: pasitelkiami struktūruoti interviu metodai, elgsenos analizė ir balso analizės technologija – LVA (angl. Layered Voice Analysis). „Šiuolaikinės organizacijos sprendimus grindžia ne vien nuojauta, o sistemingu vertinimu ir duomenų analitika“, – teigia J. Hartmann.

LVA technologija leidžia realiu laiku analizuoti mikrostreso pokyčius žmogaus balse ir identifikuoti momentus, kai gali būti slepiama informacija, atsiranda įtampa ar nenuoseklumas. „Tai – ne apie „melą“, kaip binarinę kategoriją. Tai yra apie signalus, įspėjančius, į ką verta gilintis, kur atsirado neatitikimų, kuriose vietose reikia papildomų klausimų.“

Pasak jo, būtent tokių technologijų derinimas su struktūruotais interviu leidžia geriau vertinti kandidatus ir partnerius, stiprinti vidinius tyrimus, identifikuoti rizikas dar prieš joms atsirandant, sumažinti subjektyvumo ir „nuojautos“ įtaką sprendimams. „Nuomonę keičia indikatoriai. Saugumo kontekste tai tampa kritiškai svarbu.“

Aukšto pasitikėjimo kultūra – ir stiprybė, ir silpnybė

Lietuvos ir apskritai Šiaurės Europos verslo aplinkoje yra dar vienas svarbus aspektas – pasitikėjimo kultūra.

„Mes esame linkę pasitikėti. Tai yra labai gerai versle, bet tuo pačiu tai sukuria idealias sąlygas tiems, kurie moka pasitikėjimu pasinaudoti“, – sako J. Hartmann.

Dėl to daugelis organizacijų net neįtaria, kad paprastas pokalbis gali būti tikslingas informacijos rinkimas.

Ką įmonės gali padaryti jau dabar?

Pasak eksperto, svarbiausia – ne užsidaryti, o tapti sąmoningesniems: „Nėra tikslo įtarinėti visus. Siekis – suprasti, kokia informacija yra jautri ir kada jos negalima atskleisti“.

Jis išskiria kelis esminius žingsnius: aiškiai apibrėžti kritinę informaciją, mokyti darbuotojus atpažinti informacijos išviliojimą ir socialinės inžinerijos situacijas, į saugumo strategiją įtraukti HUMINT rizikas, taikyti struktūruotus interviu ir vertinimo metodus, diegti pažangius analizės įrankius (įskaitant LVA), turėti mechanizmą, leidžiantį pastebėti pasikartojančius modelius.

CER direktyva – testas, ar organizacija iš tikrųjų supranta grėsmes

Artėjantis ES kritinių subjektų atsparumo (CER) direktyvos įgyvendinimas, anot J. Hartmann, taps savotišku lakmuso popierėliu: „Tai nėra tik dar vienas formalus atitikties reikalavimas. Tai atsakymas į klausimą, ar organizacija iš tikrųjų supranta, kur slypi jos pažeidžiamumas.“

Pasak jo, įmonės turės žiūrėti plačiau – matyti ne tik į IT sistemas, bet ir žmones, tiekimo grandines, partnerystes, sprendimų priėmimą: „Atsparumas šiandien reiškia gebėjimą apsaugoti ne tik sistemas, bet ir žinias.“

Šnipas dažnai stovi šalia jūsų

Interviu pabaigoje J. Hartmann suformuluoja paprastą, nors ir nepatogią mintį: „Žmonės bijo hakerių, tačiau šnipas dažniausiai būna visai šalia – kad ir eilėje prie kavos. Ir būtent šis faktas keičia saugumo logiką. Jeigu organizacija ignoruoja žmogiškąjį veiksnį, ji palieka lengviausią kelią prie savo informacijos.“

Šiandien vis daugiau organizacijų supranta, kad atsparumas prasideda ne nuo technologijų, o nuo žmonių. Dėl to praktiniai sprendimai – nuo darbuotojų mokymų iki pažangių vertinimo metodų – tampa nebe pasirinkimu, o būtinybe. Tokie mokymai ir paslaugos prieinami ir Lietuvoje – juos Baltijos šalyse teikia oficialus „ALPHA Human Resilience“ partneris „PMC Training“."