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Could this voluntary charter fix data ethics in big tech?

Infuriating examples of data misuse abound, but one non-profit has a plan to lift ethical standards among all who collect and use personal data.

  • Digital transformation
  • min read
    • We know some people and businesses will, given the chance, use personal location data in unethical ways. When automotive cybersecurity experts Karamba Security posted a fake vehicle control unit online, they saw 25,000 attempted breaches in three days. Stalkers have used AirTag, Apple's coin-sized device for finding lost keys or other property, to track victims. Regulations like the EU's General Data Protection Regulation (GDPR) define minimum standards of data ethics, but the case for going further is strong. To that end, what can help those tech businesses who want to stay ahead of the data exploitation curve by upholding the highest data ethics standards? Learning to foresee the unforeseen International non-profit the Locus Charter promotes a higher standard of responsibility for professionals and businesses when it comes to location data. They want to avoid unforeseen privacy breaches by working out what can go wrong and pinpoint big problems before they're exploited. They champion public interest by showing businesses how to prevent unintentional harm. The charter is based on ten principles that balance moral behavior with economic benefit, like realizing opportunities and understanding impacts. Location data is one of many frontiers. As veterans of data policy in and out of government, the charter's founders want to be part of all kinds of data discussions. Automation challenging data ethics "The most important focus in data ethics is exploring the power granted by the accumulation of data so everyone can recognize how that power can be used and misused," Ben Hawes, Technology Policy Consultant and co-author of the Locus Charter, told me. He continues, "There's an assumption automated systems and digital technologies are always better. Economic pressures mean companies prefer the promise of greater productivity at all costs, which can be alarming when people are unaware of many potential data misuses, accidental or deliberate." "Some risks in business going digital crop up in all sectors," said Hawes. "We often see 'designer biases,' where developers center their own experiences, leading to alienating people who don't fit the same racial, economic or physical profile. Another issue is automation making back-end processes more complex until they're opaque. There are also sector-specific issues." With the digital world's size and potential, regulating the space is an uphill battle. New ways to exploit data are appearing faster than lawmakers can address them. Is self-regulation enough? Hawes doesn't support a relaxed approach to data ethics. "It's unwise to avoid oversight and critical regulation in the hope self-regulation may be enough, as it rarely is." A 'wild west' model is attractive for short-term gains by freeing emerging markets from red tape, but loose protections don't create conditions for long-term growth or stable markets, especially in an age of social pressure on brands to be ethical. Can whitewashing be cleaned up? With limited regulative authority, a non-profit trade initiative likely isn't eager to bicker with companies they're working with. Organizations like Locus may be better placed, approaching economic ethics from a collaborative angle. Of course, some companies are only interested in the PR boost of appearing ethical by whitewashing their marketing because they don't want to be the only ones following the rules in a competitive arena. They end up paying lip service alone, without taking the issues seriously. Hawes thinks despite this, there's still benefit in working in good faith. "To get ethically reluctant companies to behave well with data, is it better to give them the benefit of the doubt or be critical and accusing? I think, better to have a company aspire to a good standard, even if it's empty promises, because they can at least be held to those standards in some way." Less direct ways of influencing A cooperative strategy may create the best conditions in a self-regulating atmosphere. When ethics groups collaborate with business, they influence thousands of staff members, creating internal pressure for higher standards in the boardroom. It's also worth championing an ethical company for consumers looking to do the right thing with their money. Though strategies like these can't do it all, they have worked, motivating large companies to produce net-carbon zero plans and banks to create green investment options. But data misuse is not the same as pollution. "It's harder to see and analyze compared with other high-profile scandals, so it's hard to translate into a common grievance that can unite people," says Hawes. Will something have to go badly wrong for the world to take it seriously? Hawes considers, "If authorities avoid developing solutions until a problem causes substantial harm, they'll still need about a decade to develop tools that would be effective in this complex market. Governments should be working on this yesterday." In other words, have a fire extinguisher ready when playing with matches, rather than trying to invent one as your house burns down. Reforming data use culture The task of reforming fast-evolving data industries is daunting. Hawes' recommended method involves slowly, steadily establishing ethical practice as the norm. "The UK has the Digital Regulation Cooperation Forum for sharing information and approaches. It lets regulators gain knowledge of the risks data and digitalized business generate, so they can manage them sector by sector. We need a forum like that on an international scale," says Hawes. "Understanding risks like explainability, transparency and bias creates a foundation for building standards that address the problem and brings stability to the data economy." This pressure can also come from outside industry, and often flavors the expectations that filter into business. "More public debate on how we can avoid driving digital inequalities would go a long way," says Hawes. "This is particularly important in social media, which is the frontline of data ethics in many ways." While data privacy issues haven't seen the emphasis Hawes and his peers would like, they're eager to change the culture. Business can choose to be part of the solution and be heralded as ethical data use champions for their efforts.
Climate change threatens IT infrastructure disruption

How to make IT infrastructure resilient against extreme weather

  • Safer business
  • min read
    • Almost nothing in the world will be unaffected by climate change. From more storms and wildfires to rising sea levels, the impact of extreme weather events will only grow. Infrastructure, too, faces tough challenges from sudden and damaging floods, hurricanes and heatwaves. IT networks and systems, and the vital data they hold, may be most at risk. We've already seen what can happen. Wildfires can take out cell towers, preventing those affected from calling for help. Flooding has taken on a UK data center used by a mobile phone network. Businesses that plan to rely on driverless tech should be aware it's not yet working well in severe weather. For enterprises, preparing for the impacts of climate change is no substitute for doing all they can today to reduce emissions and sequester (store) carbon. But business and IT leaders can protect their vital IT infrastructure for more extreme times ahead. Why invest in infrastructure resilience? According to 2018 OECD policy paper, Climate Resilient Infrastructure, if we don't adapt infrastructure, climate change will increase extreme weather infrastructure damage in Europe ten-fold by the end of the century. Bryan Strawser, CEO of experts in crisis management and business continuity Bryghtpath, expects climate change and its associated risks will have a growing impact on IT resilience and business continuity in the coming years. "We'll see impacts from physical risks like flooding and a continued increase in extreme weather events. There will be changes in how we think about using power, water and other natural resources. It will impact large data centers and other technologies that use these resources," Strawser told me. What business leaders should consider When assessing risk from climate change, business leaders must consider a wide range of impacts. There are urgent short-term issues, like intense rainfall and cyclones, and chronic long-term problems like rising sea levels and temperature increases. But with the right partners and resilience plans, business can successfully manage the challenges climate disruption will bring. Dealing with each issue in isolation is unworkable because of the sheer number of events that could pose a threat. Strawser advises that instead, work out a comprehensive IT resilience program aligned with your business continuity plans. "It's critical your C-suite and board have good visibility of the overall resilience program. Align the program with the organization's sustainability strategy and goals to ensure unified effort across the organization," Strawser says. Raising the environmental standard of business While IT infrastructure's contribution to carbon emissions is comparatively small, there is a role for IT managers and leaders in establishing sustainability frameworks internally around things like IT procurement, choosing data centers and adopting other solutions that reduce emissions. Mike Davis, Executive Business Consultant at business and IT consultancy Waterstons, highlights the role of meeting international standards. "ICT managers should encourage and take part in organizational compliance with standards like ISO 14001, which covers practical tools to manage environmental responsibilities, and ISO 50001, for energy management." He adds, "[Companies should] consider supporting change to their organization's fundamental stakeholder value proposition by seeking B Corp membership or something similar." B Corporations are certified as meeting high standards of social and environmental performance, accountability and transparency. IT climate risk is risk on a new scale No two organizations will take the same approach to securing their IT infrastructure, as the exact climate change resilience strategies are unique to an organization's own risks. For some enterprises, data centers will need extra protection or relocating, while others may need strengthened alternative communication lines to ensure backup is available in areas prone to weather disruption. Join forces with others One company may have a limited impact on the global climate, but efforts amplify when organizations work together to build up industry capabilities and technologies. Spending time and money researching new and improved ways to construct IT infrastructure can pay dividends by reducing risk long-term. Luis Neves, CEO of Global Enabling Sustainability Initiative (GeSI,) supporting IT firms to act sustainably, believes we must encourage a new wave of research and development "centered on climate-resilient innovation, aiming to generate energy-efficient gadgets and components fit for forecasted climate circumstances and to promote ICT user and sector adaptation." Neves also thinks, "This could spur new learning processes inside the industry and help it adapt to climate change by increasing flexibility and diversity." Getting fast responses right For businesses that don't set up a clear and comprehensive strategy to address IT resilience issues, unforeseen weather episodes can cause far more damage than for those who create a plan when climate change-driven events strike. Neves says Deutsche Telekom shows how an organization should respond to devastating damage to IT infrastructure. Extensive flooding in Germany in July 2021 destroyed or damaged much IT infrastructure, with around 250,000 people losing mobile network connection. Deutsche Telekom immediately set up a fast reaction team and four-phase plan. First, they created a single point of truth for customer help, then tackled technical and network disaster recovery. Finally, they set up a company-wide emergency team. With catastrophic weather events growing in frequency, business must adapt to a new normal where damage to IT infrastructure is common. Through comprehensive planning, they can be more competitive and ensure the availability of life-saving communication lines. "These effects are already felt and will only worsen," says Neves of GeSI. "Long-term plans that address national priorities for sustainable development and progress toward international commitments will be crucial."
How AI can make therapy better

Could AI make mental health therapy more effective?

  • Tech for good
  • min read
    • Artificial intelligence (AI) can analyze vast amounts of data more quickly than humans and draw accurate conclusions, making for myriad business applications. But now, some technologists and mental healthcare clinics are using artificial intelligence (AI) to inform mental health therapy. They think it could help pinpoint the most effective strategies to help sufferers get better. This may mean better staff retention and productivity and greater value for money from employee assistance programs for business. UK-based mental health clinic Ieso and US-based mental health technology firm Lyssn are among those experimenting with AI-augmented therapy. Why mental health is harder to treat I spoke with Valentin Tablan, Chief AI Officer at Ieso. He says while physical healthcare has MRIs, CAT scanners and hundreds of blood tests to diagnose conditions, "In mental healthcare, we've been slower to adopt technology. But that's changing. We can start using artificial intelligence and natural language processing techniques to understand therapy-specific language and gain insights from that." Ieso uses AI to analyze transcripts of patient-therapist conversations to identify which elements of therapy give the best outcomes, identify cases that may need a more experienced therapist and help evaluate the quality of care. They're also working on a cognitive behavioral therapy (CBT) companion app that supports patients in between therapy sessions. Lyssn also uses AI to evaluate the quality of psychotherapy and give therapists actionable feedback. Practitioners hope to increase recovery rates and quality of care to bring it on par with physical healthcare's higher recovery rates. Ieso has seen recovery rates increase 2 percent alongside its AI program – small but encouraging. AI no replacement for therapists "Psychotherapy's quality is usually measured by experts observing a conversation. Our AI is trained to replicate this human judgment, reducing the cost and time to evaluate the conversation," says Zac Imel, chief science officer and co-founder of Lyssn. More accessible, AI-powered forms of therapy include chatbots. These can help support patients between sessions, collect useful data and provide emotional support to people who cannot access therapy because of stigma, time or financial reasons. Chatbots simulate a conversation between humans, using AI to learn from examples of real conversations. The AI in this case is often trained on therapy session transcripts. It replicates how a therapist would respond to a patient with some accuracy. UK's National Health Service (NHS) says up to 8 million people in England want to access mental health treatment but do not qualify for it. High costs, long waiting lists and not wanting to unburden themselves to a stranger also keep people away from therapy. "One barrier to providing care to more people is that CBT, the most common evidence-based treatment for depression, is hard to teach. Having tools to speed up the training would help," Dr. Paola Pedrelli, Assistant Professor of Psychology at Harvard Medical School, told me. Additionally, supervisors usually evaluate and provide feedback to therapists in training, but there isn't always the time or resources. AI could bridge that gap. Pedrelli is part of a team that worked on a project using machine-learning algorithms to diagnose and monitor major depressive disorder. "Sometimes treatment takes months to work. Tools to speed the process would be beneficial," she added. AI's advantage over the human brain AI's biggest advantage over the human brain is being fast and reliable at analyzing data, said Imel of Lyssn. AI can quickly analyze, process and gain insight from large data sets, making it a powerful tool in mental healthcare where markers of recovery are vague. "With repetitive tasks, humans get tired and can drift over time. And if you show a human the same conversation twice, they might evaluate it differently. With AI – same data in, same answer out," Imel says. How AI-powered mental health can help employees AI-based therapy tools like Ieso's CBT companion app, Ellie, Woebot designed by Institute for Creative Technologies (ICT) at the University of Southern California, The Trevor Project's Crisis Contact Simulator and others cannot replace human therapists but help improve access and reduce cost. In a randomized, controlled trial of 70 participants, Woebot users displayed a significant decrease in depression symptoms compared with the control group. Both groups showed a decrease in anxiety. Those experiencing mental distress or stress at work could be directed to therapy bots as a bridge between needing therapy and getting access to it. Chatbots can also gather data about how a patient feels and suggest clinical intervention where required. Organizations considering employee access to therapy bots should consult an expert and make sure therapy is available alongside these solutions rather than as a substitute. Privacy and security in AI-powered therapy Alongside benefits, AI-powered therapy programs come with obvious cybersecurity and privacy risks. Sensitive and private conversations between patients and therapists could be exposed or manipulated. Iron-clad security is the first step to protecting patient privacy. Tablan and Imel shared the importance of data security to their companies and how they keep patient data safe, such as using multiple layers of security and robust security certifications. "Most people working at Ieso can't access this data. It's accessible to computers, but few humans," said Tablan. Even with the strongest security practices, risks to patient privacy still exist, as a lot depends on humans who can access the data. But those involved believe the potential benefits of AI-powered therapy outweigh the risks. AI-augmented, not AI-based therapy There's much to suggest unconscious bias is present in the therapy room as in other parts of life. Black and minority ethnic people are less likely to find counseling fit for purpose. Lesbian, gay and bisexual people also report greater dissatisfaction with counseling and psychotherapy than their heterosexual counterparts. When AI programs can imbibe biases in data used to train them, there must be concerns that AI-based outcomes could further marginalize some patients. Dr. Tonya Davis, faculty member at Northwestern University, Illinois, suggests "unconscious biases – things hidden just beneath the surface of our awareness" might impact training AI chatbots. "I think that if there is a deliberate effort to identify, understand and resolve biases beneath the surface of our awareness, we could be one step closer to addressing the cultural challenges in person-to-person interactions, thereby minimizing these challenges in the development of AI." Pedrelli said, "There have been cases where AI has provided inappropriate directions in the context of therapy. And AI is still unable to detect subtle emotional changes." However, AI tools only augment diagnosis and therapy. They shouldn't be relied on for unilateral decisions on patient care. "The tools we've built look over our quality of care – they never make any decisions automatically," said Tablan. "They just present information to a qualified clinician who has access to the transcripts and make up their own minds." Imel doesn't describe what Lyssn does as "AI-based therapy." Instead, he says, "This is about using technology to augment the human talent of therapists. So, it's human-based therapy, augmented by AI."
data transparency center

How transparency centers and open data processing practices help your business

  • Data and privacy
  • min read
    • Data processing centers are already a crucial part of digital business, and transparency centers – although less widespread – are becoming part of that picture too. But the two can be confused or poorly understood. Enterprises wanting to make sure they're protecting their security in the best way possible will want to get to the bottom of this. Here, we'll take an in-depth look at both, examining their different purposes and what your business should consider when using each as part of its security practice. What data processing centers do Data processing centers hold servers and computers that process your business's information. Increasingly, data processing centers are separate from the data-owning business's premises for safety, security and cost-effectiveness. According to Market Prospects Insights, "Data center operations include installing and maintaining network resources, ensuring data center security, and monitoring systems responsible for power and cooling." Speaking of power and cooling, more businesses are now thinking about the environmental impact of data processing. Thankfully, data processing needn't cost the earth. You can seek out data processing centers powered by renewable electricity, either in a country where grid power comes mostly from renewable energy, like Norway, Brazil or New Zealand. Or, process your data with a company that powers their data center by buying electricity only from renewable sources. Why data center location matters Regulation can also impact where businesses choose to process their data. You'll need to know how laws in the territory you and your customers are in could affect your data security. A third factor influencing where you process your data may be company values. At Kaspersky, we use two data centers in Zürich, Switzerland to store all threat-related data from our product users in Europe, North and Latin America, the Middle East and several Asia-Pacific countries. We chose Switzerland because of its long history of neutrality, as part of our Global Transparency Initiative (GTI.) What transparency centers do Wondering what next-level trust between businesses looks like? You may soon have the opportunity to examine your software supply chain in a new level of detail. Outside the open-source software movement, software source code is usually a closely guarded trade secret. But increasingly, front-runners realize that finding ways to safely and securely let partners and clients inspect their code helps build the trusting relationships businesses need to thrive. Communications giant Huawei established its first transparency center in Brussels in 2019. Huawei explains what they hope to achieve with their center: "Through the Cyber Security Transparency Centre, we plan to increase communication and collaboration with security professionals, governmental agencies, customers and other industry stakeholders, in order to develop a secure and trusted digital environment." Microsoft opened transparency centers in Brussels and Redmond, Washington in 2014 to 2015 as part of its Government Security Program (GSP.)  Matt Thomlinson, Vice President of Microsoft Security highlighted how transparency centers can contribute to better economic outcomes for all: "Only by increasing confidence in digital solutions […] can Europe ensure that every citizen, business and government feels the benefits of the digital revolution." Kaspersky started creating transparency centers in 2017 and now has seven, in Zürich (Switzerland,) Madrid (Spain,) São Paulo (Brazil,) Woburn (USA,) Tokyo (Japan,) Singapore and Kuala Lumpur (Malaysia.) We welcome customers and partners, including authorities responsible for cybersecurity, from anywhere in the world to visit these centers. How Kaspersky customers can use our transparency centers We suggest clients visit a transparency center if they want to know more about our data security, privacy and management practices, encryption methods or supply chain risk management. When customers visit our centers, we have experts on hand to give any technical information about our source code and technologies. We have three levels of access, like the beginner, intermediate and advanced slopes on a ski field – designed to allow a broader range of client visitors to get something out of the experience. They could rebuild our source code to ensure it matches publicly available modules, and read what independent auditors – including a Big Four accounting firm – have said about us in recent security reports. While few businesses have transparency centers today, others are adopting similar ideas. Showcase centers, for example, let customers try out the firm's latest tech and in some cases, securely review code. UK-based telecommunications multinational BT established a showcase center for its financial services products, where their customers learn more about their products – especially security features. Today, businesses must understand where and how their data is processed and ensure processing conforms with regulation and their organization's values. Find out what opportunities you have to better understand what's happening with your data. If you have an opportunity to visit a transparency center or other facility that lets you get up close and personal with the code of organizations in your supply chain, take up the offer – regardless of which ski slope you're on.

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Could this voluntary charter fix data ethics in big tech?

  • Digital transformation
  • min read
    • We know some people and businesses will, given the chance, use personal location data in unethical ways. When automotive cybersecurity experts Karamba Security posted a fake vehicle control unit online, they saw 25,000 attempted breaches in three days. Stalkers have used AirTag, Apple's coin-sized device for finding lost keys or other property, to track victims. Regulations like the EU's General Data Protection Regulation (GDPR) define minimum standards of data ethics, but the case for going further is strong. To that end, what can help those tech businesses who want to stay ahead of the data exploitation curve by upholding the highest data ethics standards? Learning to foresee the unforeseen International non-profit the Locus Charter promotes a higher standard of responsibility for professionals and businesses when it comes to location data. They want to avoid unforeseen privacy breaches by working out what can go wrong and pinpoint big problems before they're exploited. They champion public interest by showing businesses how to prevent unintentional harm. The charter is based on ten principles that balance moral behavior with economic benefit, like realizing opportunities and understanding impacts. Location data is one of many frontiers. As veterans of data policy in and out of government, the charter's founders want to be part of all kinds of data discussions. Automation challenging data ethics "The most important focus in data ethics is exploring the power granted by the accumulation of data so everyone can recognize how that power can be used and misused," Ben Hawes, Technology Policy Consultant and co-author of the Locus Charter, told me. He continues, "There's an assumption automated systems and digital technologies are always better. Economic pressures mean companies prefer the promise of greater productivity at all costs, which can be alarming when people are unaware of many potential data misuses, accidental or deliberate." "Some risks in business going digital crop up in all sectors," said Hawes. "We often see 'designer biases,' where developers center their own experiences, leading to alienating people who don't fit the same racial, economic or physical profile. Another issue is automation making back-end processes more complex until they're opaque. There are also sector-specific issues." With the digital world's size and potential, regulating the space is an uphill battle. New ways to exploit data are appearing faster than lawmakers can address them. Is self-regulation enough? Hawes doesn't support a relaxed approach to data ethics. "It's unwise to avoid oversight and critical regulation in the hope self-regulation may be enough, as it rarely is." A 'wild west' model is attractive for short-term gains by freeing emerging markets from red tape, but loose protections don't create conditions for long-term growth or stable markets, especially in an age of social pressure on brands to be ethical. Can whitewashing be cleaned up? With limited regulative authority, a non-profit trade initiative likely isn't eager to bicker with companies they're working with. Organizations like Locus may be better placed, approaching economic ethics from a collaborative angle. Of course, some companies are only interested in the PR boost of appearing ethical by whitewashing their marketing because they don't want to be the only ones following the rules in a competitive arena. They end up paying lip service alone, without taking the issues seriously. Hawes thinks despite this, there's still benefit in working in good faith. "To get ethically reluctant companies to behave well with data, is it better to give them the benefit of the doubt or be critical and accusing? I think, better to have a company aspire to a good standard, even if it's empty promises, because they can at least be held to those standards in some way." Less direct ways of influencing A cooperative strategy may create the best conditions in a self-regulating atmosphere. When ethics groups collaborate with business, they influence thousands of staff members, creating internal pressure for higher standards in the boardroom. It's also worth championing an ethical company for consumers looking to do the right thing with their money. Though strategies like these can't do it all, they have worked, motivating large companies to produce net-carbon zero plans and banks to create green investment options. But data misuse is not the same as pollution. "It's harder to see and analyze compared with other high-profile scandals, so it's hard to translate into a common grievance that can unite people," says Hawes. Will something have to go badly wrong for the world to take it seriously? Hawes considers, "If authorities avoid developing solutions until a problem causes substantial harm, they'll still need about a decade to develop tools that would be effective in this complex market. Governments should be working on this yesterday." In other words, have a fire extinguisher ready when playing with matches, rather than trying to invent one as your house burns down. Reforming data use culture The task of reforming fast-evolving data industries is daunting. Hawes' recommended method involves slowly, steadily establishing ethical practice as the norm. "The UK has the Digital Regulation Cooperation Forum for sharing information and approaches. It lets regulators gain knowledge of the risks data and digitalized business generate, so they can manage them sector by sector. We need a forum like that on an international scale," says Hawes. "Understanding risks like explainability, transparency and bias creates a foundation for building standards that address the problem and brings stability to the data economy." This pressure can also come from outside industry, and often flavors the expectations that filter into business. "More public debate on how we can avoid driving digital inequalities would go a long way," says Hawes. "This is particularly important in social media, which is the frontline of data ethics in many ways." While data privacy issues haven't seen the emphasis Hawes and his peers would like, they're eager to change the culture. Business can choose to be part of the solution and be heralded as ethical data use champions for their efforts.

Keeping your CISO engaged will benefit your business. Here’s how.

  • Leadership
  • min read
    • Between stress, overwork and constant new threats, Chief Information Security Officers (CISOs) face countless challenges. And the security of nations, businesses and society relies on their doing everything they can to rise to the challenges. Growing complex threats and the rapid shift to remote work complicate an already expansive role. Today's CISO needs technical skill and the ability to respond fast to reputation-damaging breaches like ransomware attacks. High stress, low retention Many CISOs haven't been in their role long. Research by Cybersecurity Ventures in 2020 found nearly one in four (24 percent) of CISOs in US Fortune 500 companies had been in their job just a year. A further 16 percent had been in post for only two years. There's no single reason CISOs move around more than other C-suite executives, but higher stress probably plays a part. UK domain registry Nominet's 2020 CISO Stress Report found 88 percent – around nine in 10 – CISOs said they were "moderately" or "tremendously" stressed. The same report found average CISO time in post was just two years and two months. Seasoned CISO Matt White, once fashion brand Chanel's Global Head of Information Security Strategy and co-founder of software-as-a-service platform XaaS, thinks CISOs' biggest challenge is lack of understanding from companies and boards. CISOs have an uphill battle – under-resourced with budget and staff while battling red tape and bureaucracy. Relationships make a fulfilling role What can CISOs do to find a role where they feel fulfilled? White suggests considering what a potential employer wants from a CISO. Do they want change or someone to continue the status quo? Although it may be hard to assess before joining, a CISO should investigate how well the organization has established and resourced its cybersecurity. White adds, "It's paramount to understanding the type of company, its level of maturity and how supportive the board may be of changes." If the last CISO left because they didn't have the financial resources or headcount for a good cyber defense strategy, a new CISO should make sure there's since been change. Kaspersky research, in association with Longitude, a Financial Times company, found a closer relationship between the C-suite and cybersecurity teams leads to better security outcomes. Over a quarter (26 percent) of survey respondents said they believed "strong integration between the C-suite and cybersecurity teams will be very important in the next two years." This group also reported they were better prepared to deal with the impact of cyberattacks. It's important senior managers get involved in elements of cybersecurity. If CISOs foster strong relationships with C-suite colleagues, they can help those executives better understand challenges facing IT security. Continuous skill development With new threats and cyber challenges cropping up daily, CISOs must keep their skills and technical knowledge up-to-date. But their role also demands a range of 'soft skills.' "CISOs, like all C-suite roles, need continuous development, not just with technical skills," says Naveen Vasudeva, Founder and CEO of United Arab Emirates-based CyberTree Paradox, a cybersecurity firm focused on small-to-medium enterprises. "The CISO must be a diplomat, skilled in communicating technical things simply, so others can understand and take action." To thrive in their career and ensure a long tenure at companies they enjoy working for, CISOs should build their skill base. This will mean they're as prepared as possible for challenges that come their way. But if a CISO finds they're completely exhausted and can't perform their job because of lack of company support, the best option may be to seek greener pastures. Strong teams are everything C-suite executives have a vital role in improving CISO working conditions and retention. Not all C-suite members can gain a comprehensive understanding of cybersecurity. Those who do develop that understanding can show inclusive leadership and better support the CISO. A CISO is only as effective as the team they lead. Highly skilled cyber professionals are in hot demand, hard to retain in a competitive market. A Cybersecurity Ventures 2020 study found unfilled cybersecurity jobs grew 350 percent in the eight years to 2021. A CISO may enter a business and find their staff don't have the right skills, making it hard to succeed in their role. Vasudeva thinks selecting the right team is the difference between success and failure. "You can't do it all, and you shouldn't. Pick skills in your team you can rely on and help them develop their next moves, so you can develop yours. It's about leadership, not management – there's a massive difference." Short tenure hurts CISOs and companies, so everyone involved should address the issue. Kaspersky's 2020 global business survey backs this up, with 38 percent of respondents saying lack of consistent management in IT security is a challenge. Being a CISO for just a year or two isn't enough time to make a real difference or embark on transformational projects, let alone change corporate culture. There is no one way a CISO can fully protect themselves from short tenure, but if they focus on enhancing their skills, build relationships with executives and create a strong team, they will likely find themselves in a strong position. C-suite colleagues have an important role to play in retaining CISOs too – raise your cybersecurity understanding so your CISO can rely on your support.
trust global business

New research on how to build trusted business relationships worldwide

  • Leadership
  • min read
    • Trust is the building block of all relationships, but the way we build trust in business isn't the same the world over. Tyree Mitchell is assistant professor at Louisiana State University School of Leadership and Human Resource Development. His latest book with Jeanne Brett, Searching for Trust in the Global Economy, shares findings from studying managers in 33 countries, revealing differences in how they nurture trust relationships. It also asks if the pandemic has changed how we make decisions about trust. I spoke with Tyree about his research and ideas to improve relationships in virtual and global tech teams. Susi O'Neill: Why did you focus on international differences in trust for your research? Tyree Mitchell: Global economic development needs new business relationships. Negotiating them is tricky – there's much uncertainty, vulnerability and unmet expectations. Trust is critical. When negotiators trust each other, businesses use fewer resources to prevent exploitation and have better economic outcomes. Most research and theories on trust are from a Western perspective. Data from the World Values Survey shows different responses. For example, the US is higher on trust than Brazil. To build relationships, you must understand how trust varies between cultures. We wanted to explore what that means when negotiating business relationships and understand from managers and executives how trust happens. How do we decide if we'll trust a business partner? We learned from the 82 managers we interviewed four key actions they use to make trust decisions. First, due diligence – searching for information about the new partner, including financial status, ratings and reviews and data gathering on social platforms like LinkedIn. Second, brokering – a special introduction where a third party puts their reputation on the line. We particularly see this in East Asia. Third, goodwill building – interacting socially to get to know the partner, like grabbing a coffee or going to a sports event together. Finally, testing – getting the partner to act or react, like asking a question when you already know the answer. We want to know if they will be upfront about company difficulties or cover up problems. In the West, we use testing to check if you're forthcoming and honest, as the assumption is you can be trusted. In East Asia, testing is about checking competency, as people tend to embellish things, so partners want to know if you can deliver what you promise. From these actions, we found four standards for determining if someone is trustworthy -- competence, openness, respect and rapport (CORR.) Competence means, are they capable with the knowledge and skills to deliver on their promise? Openness means are you honest and forthcoming? Respect means showing regard for one another, even if you don't have shared values. Rapport refers to building affinity around shared values. What were the main differences you saw between research participants? We analyzed the 82 manager interviews using a framework based on regional differences in trust and the tightness of social norms. There is a cultural difference in how people answer the question, can most people be trusted? For example, in India, the answer is more often 'no' and in Sweden, more often 'yes,' so we call India' low-trust' and Sweden' high-trust.' There are also differences in tightness and looseness of social norms and consequences for deviating. For example, China is high-trust and tight, the US is high-trust and loose, India is low-trust and tight, and Mexico is low-trust and loose. To understand cultural differences in trust decisions, you must understand these differences. There are also differences in how different cultures decide to trust. East Asians emphasize testing more than Middle Easterners or Latin Americans. Latin Americans and Middle Easterners emphasize goodwill building more than East Asians. Latin America, the Middle East and South Asia are lower trust. But in Latin America, rapport and establishing shared values are more important. Respect for cultural differences is vital in the Middle East and South Asia. This may be because the institutions that monitor and sanction deviance from norms in 'tight,' but more diverse cultures don't cross ethnic boundaries. What were the most surprising research findings? East Asia and the West focus primarily on the business relationship. If there's a business relationship, the personal connection follows. China and UK's behavior was similar, but social norms are different. On brokering a relationship through a third party, one US manager asked, "What's in it for the person making the introduction?" That's not considered in the 'tight' East Asian culture – if the third party puts their reputation on the line, they're good to deal with. In this culture, someone can be outcast if they bring embarrassment on themselves or their family – the stakes are higher. How can transparency be improved between partners? Share information openly and honestly. Anticipate being asked questions about past performance and how you see the future relationship. Your potential partner may interpret reluctance to share as hiding, so when you can't share information, explain why. Signal you're engaged and want to learn more by asking questions. Trust is a two-way street. Are there differences in how people build rapport and trust in person versus online? During the pandemic (in the fall of 2020), we went back to the same managers we spoke to before to ask how they developed new relationships and made trust decisions virtually. A manager from Brazil said they found ways of keeping the spirit of face-to-face using technology, as talking to someone online is the same way to make a connection. Could virtual reality (VR) and the virtual office help bridge the geographic divide? Engineers and scientists I've interviewed for other research reacted negatively to the idea that VR could replace or substitute for face time. Personally, I'm comfortable using video conferencing, but I've found using a video game character awkward. I like the possibilities, but our ability as humans to get up to speed and be open to it can be a challenge. The reluctance to use virtual technology could be partly generational. When we re-interviewed managers during the pandemic, one manager from Palestine mentioned that his father initially felt the business could survive without using technology. However, when it was time to make a serious business decision, his father would ask: "Can you send an email or do something?" What advice can you share for managers of international tech teams? Other research shows challenges in inter-cultural teams include violations of respect or hierarchy, prejudice and lack of common ground. Communication styles vary – in East Asia, it's more indirect, but in Latin America and the Middle East, it's more direct. Don't leave anything to chance. While putting together this charter, your conversations will help define how you'll deliver. If someone doesn't show up to a meeting, what happens next? A shared team mental model about what to expect reduces uncertainty. Nothing is perfect, but the charter negates some pitfalls by getting collective agreement.
How AI can make therapy better

Could AI make mental health therapy more effective?

  • Tech for good
  • min read
    • Artificial intelligence (AI) can analyze vast amounts of data more quickly than humans and draw accurate conclusions, making for myriad business applications. But now, some technologists and mental healthcare clinics are using artificial intelligence (AI) to inform mental health therapy. They think it could help pinpoint the most effective strategies to help sufferers get better. This may mean better staff retention and productivity and greater value for money from employee assistance programs for business. UK-based mental health clinic Ieso and US-based mental health technology firm Lyssn are among those experimenting with AI-augmented therapy. Why mental health is harder to treat I spoke with Valentin Tablan, Chief AI Officer at Ieso. He says while physical healthcare has MRIs, CAT scanners and hundreds of blood tests to diagnose conditions, "In mental healthcare, we've been slower to adopt technology. But that's changing. We can start using artificial intelligence and natural language processing techniques to understand therapy-specific language and gain insights from that." Ieso uses AI to analyze transcripts of patient-therapist conversations to identify which elements of therapy give the best outcomes, identify cases that may need a more experienced therapist and help evaluate the quality of care. They're also working on a cognitive behavioral therapy (CBT) companion app that supports patients in between therapy sessions. Lyssn also uses AI to evaluate the quality of psychotherapy and give therapists actionable feedback. Practitioners hope to increase recovery rates and quality of care to bring it on par with physical healthcare's higher recovery rates. Ieso has seen recovery rates increase 2 percent alongside its AI program – small but encouraging. AI no replacement for therapists "Psychotherapy's quality is usually measured by experts observing a conversation. Our AI is trained to replicate this human judgment, reducing the cost and time to evaluate the conversation," says Zac Imel, chief science officer and co-founder of Lyssn. More accessible, AI-powered forms of therapy include chatbots. These can help support patients between sessions, collect useful data and provide emotional support to people who cannot access therapy because of stigma, time or financial reasons. Chatbots simulate a conversation between humans, using AI to learn from examples of real conversations. The AI in this case is often trained on therapy session transcripts. It replicates how a therapist would respond to a patient with some accuracy. UK's National Health Service (NHS) says up to 8 million people in England want to access mental health treatment but do not qualify for it. High costs, long waiting lists and not wanting to unburden themselves to a stranger also keep people away from therapy. "One barrier to providing care to more people is that CBT, the most common evidence-based treatment for depression, is hard to teach. Having tools to speed up the training would help," Dr. Paola Pedrelli, Assistant Professor of Psychology at Harvard Medical School, told me. Additionally, supervisors usually evaluate and provide feedback to therapists in training, but there isn't always the time or resources. AI could bridge that gap. Pedrelli is part of a team that worked on a project using machine-learning algorithms to diagnose and monitor major depressive disorder. "Sometimes treatment takes months to work. Tools to speed the process would be beneficial," she added. AI's advantage over the human brain AI's biggest advantage over the human brain is being fast and reliable at analyzing data, said Imel of Lyssn. AI can quickly analyze, process and gain insight from large data sets, making it a powerful tool in mental healthcare where markers of recovery are vague. "With repetitive tasks, humans get tired and can drift over time. And if you show a human the same conversation twice, they might evaluate it differently. With AI – same data in, same answer out," Imel says. How AI-powered mental health can help employees AI-based therapy tools like Ieso's CBT companion app, Ellie, Woebot designed by Institute for Creative Technologies (ICT) at the University of Southern California, The Trevor Project's Crisis Contact Simulator and others cannot replace human therapists but help improve access and reduce cost. In a randomized, controlled trial of 70 participants, Woebot users displayed a significant decrease in depression symptoms compared with the control group. Both groups showed a decrease in anxiety. Those experiencing mental distress or stress at work could be directed to therapy bots as a bridge between needing therapy and getting access to it. Chatbots can also gather data about how a patient feels and suggest clinical intervention where required. Organizations considering employee access to therapy bots should consult an expert and make sure therapy is available alongside these solutions rather than as a substitute. Privacy and security in AI-powered therapy Alongside benefits, AI-powered therapy programs come with obvious cybersecurity and privacy risks. Sensitive and private conversations between patients and therapists could be exposed or manipulated. Iron-clad security is the first step to protecting patient privacy. Tablan and Imel shared the importance of data security to their companies and how they keep patient data safe, such as using multiple layers of security and robust security certifications. "Most people working at Ieso can't access this data. It's accessible to computers, but few humans," said Tablan. Even with the strongest security practices, risks to patient privacy still exist, as a lot depends on humans who can access the data. But those involved believe the potential benefits of AI-powered therapy outweigh the risks. AI-augmented, not AI-based therapy There's much to suggest unconscious bias is present in the therapy room as in other parts of life. Black and minority ethnic people are less likely to find counseling fit for purpose. Lesbian, gay and bisexual people also report greater dissatisfaction with counseling and psychotherapy than their heterosexual counterparts. When AI programs can imbibe biases in data used to train them, there must be concerns that AI-based outcomes could further marginalize some patients. Dr. Tonya Davis, faculty member at Northwestern University, Illinois, suggests "unconscious biases – things hidden just beneath the surface of our awareness" might impact training AI chatbots. "I think that if there is a deliberate effort to identify, understand and resolve biases beneath the surface of our awareness, we could be one step closer to addressing the cultural challenges in person-to-person interactions, thereby minimizing these challenges in the development of AI." Pedrelli said, "There have been cases where AI has provided inappropriate directions in the context of therapy. And AI is still unable to detect subtle emotional changes." However, AI tools only augment diagnosis and therapy. They shouldn't be relied on for unilateral decisions on patient care. "The tools we've built look over our quality of care – they never make any decisions automatically," said Tablan. "They just present information to a qualified clinician who has access to the transcripts and make up their own minds." Imel doesn't describe what Lyssn does as "AI-based therapy." Instead, he says, "This is about using technology to augment the human talent of therapists. So, it's human-based therapy, augmented by AI."
cybersecurity new team sport

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blockchain disinformation

How one high-tech solution is helping fight fake news

  • Emerging tech
  • min read
    • As ways to create and disseminate disinformation get more sophisticated and widely available, it's getting harder to tell fact and fiction. But the next version of the internet, Web3, might offer a 'force field' that could protect citizens from this troubling phenomenon. Start-ups and established media companies are using blockchain as part of solutions that aim to verify information and filter out false news. Is this what the world needs now, or could it open the door to even more disinformation? Fakes harder to tell from reality "There's huge money and huge power in fake news. We've seen it here in the US and around the world," says Jim Nasr, CEO of blockchain developer Acoer. Acoer created blockchain-based news platform NewsHash. Disinformation can have far-reaching and sometimes dangerous impacts. We saw this over the pandemic years especially, with rampant covid-related medical disinformation. Tommaso Canetta, vice director of Italian fact-checking agency Pagella Politica, says how false news spreads is "ever-changing. It can [come from] and go in every direction – from traditional to online media to politicians, or the other way around." A 2020 Reuters report found over 56 percent of internet users are worried if they can tell fake from real online. And 'deepfakes' – highly realistic looking audio, video and photos created using AI – further muddy the waters. A technological solution for filtering out fakes? Blockchain could create a 'built-in truth index' for the internet, effectively labeling and verifying each piece of information, creating a sort of watermark for authenticity. Used the right way, this could help people be sure news and media they receive are real. But it's complicated. Using blockchain in journalism might solve some problems but create others. For example, it may trigger more sophisticated disinformation, poor transparency or a single company like Meta (formerly Facebook) dominating the industry. What is blockchain? Blockchain stores information as blocks added in chronological order to a virtual 'chain,' stored securely and permanently. Once added to the chain, blocks are hard to change. Well-known blockchain platforms like Bitcoin and Ethereum use it to store financial transaction information, but the technology can also store and distribute news. Blockchain-based news platforms provide a secure and decentralized way to store verified information, which cannot be changed – like putting a digital watermark on verified news stories. Initiatives like the now-defunct Civil for journalism, Steemit for social media and Truepic for photo and video let publishers permanently link verified information to content in a blockchain. New York Times is also developing a blockchain-news platform, News Provenance Project. Fighting a powerful form of disinformation, miscaptioning – real photos or videos described in misleading ways – the project uses blockchain to permanently attach context (like who shot the film or image, when and where) to media. Acoer's NewsHash works by giving an article an encrypted hash (a unique string of characters) containing metadata added by the publisher, like the author's name and a publication identification number. "If the article changes in any way – even the most minuscule change – we can tell," says CEO Nasr. "And all in real-time." Readers can scan a QR code, which consults the blockchain to check whether an article or video is real. Nasr's company also assigns 'confidence scores,' rating information's authenticity. But while blockchain-based platforms can help protect against doctored images or false news pretending to be from a reputed source, they may also create new problems. But what's further up the chain? Technologies chasing a disinformation-free internet can backfire by encouraging more sophisticated disinformation or offering different versions of 'the truth.' Nasr says there are blind spots when publishing a completed news article on the blockchain because there are many places data can come from. The immutable nature of blockchain also means it may become harder to correct inadvertent errors in published material, making journalism as a whole seem like a less trustworthy source. Another issue is the potential for centralization – a single platform or business may start to dominate the news. "It's easy for an AI algorithm or company to become a centralized location for everything. It's like the internet – the idea is great, but we now have four companies [Meta, Amazon, Apple and Google] dominating it," says Nasr. "That's why we use a public ledger, instead of specific tools or proprietary algorithms, to [let readers] interrogate how we're getting there." The first and second lines of defense aren't technology With advances in AI, video and image editing software, tools for spreading disinformation will improve. Deepfake videos have already fooled internet users many times. "With the progress of fact-checking and technological tools to fight disinformation, we'll also see more complex disinformation," says Canetta. There's also a paradox in journalism requiring trust, while blockchain seeks to eliminate the need for trust. "Journalism is built around gatekeeping. You need someone to approve a story before it goes online – a hierarchy or system in place to ensure quality," says Walid Al-Saqaf, former journalist and senior lecturer in media technology and journalism at Södertörn University, Sweden. "But the notion of Bitcoin and the original blockchain was that you don't need trust." Canetta believes awareness and media literacy are the first and second lines of defense in fighting disinformation. He feels blockchain journalism isn't a silver bullet because "misinformation is not just an online phenomenon. We must teach school children that while they have access to unlimited information, not all of it is true or accurate." Using blockchain to secure other information Decentralized platforms like blockchain have many applications, like more secure communication between organizations, facilitating payroll and making auditing easier. Start-ups are working on blockchain systems that authenticate supply chains, enable digital voting, create and implement smart contracts and more. Within companies, blockchain can help secure data and make sure digital communications aren't altered. But it's not failsafe. For example, an unauthorized user can access a blockchain with a stolen password. And although it would require significant resources, it's possible to take over a whole blockchain and force a change. As blockchain evolves, so will ways to hack into it. Keeping systems updated and secure, and following security best practice will remain crucial to safer business.

Keeping your CISO engaged will benefit your business. Here’s how.

  • Leadership
  • min read
    • Between stress, overwork and constant new threats, Chief Information Security Officers (CISOs) face countless challenges. And the security of nations, businesses and society relies on their doing everything they can to rise to the challenges. Growing complex threats and the rapid shift to remote work complicate an already expansive role. Today's CISO needs technical skill and the ability to respond fast to reputation-damaging breaches like ransomware attacks. High stress, low retention Many CISOs haven't been in their role long. Research by Cybersecurity Ventures in 2020 found nearly one in four (24 percent) of CISOs in US Fortune 500 companies had been in their job just a year. A further 16 percent had been in post for only two years. There's no single reason CISOs move around more than other C-suite executives, but higher stress probably plays a part. UK domain registry Nominet's 2020 CISO Stress Report found 88 percent – around nine in 10 – CISOs said they were "moderately" or "tremendously" stressed. The same report found average CISO time in post was just two years and two months. Seasoned CISO Matt White, once fashion brand Chanel's Global Head of Information Security Strategy and co-founder of software-as-a-service platform XaaS, thinks CISOs' biggest challenge is lack of understanding from companies and boards. CISOs have an uphill battle – under-resourced with budget and staff while battling red tape and bureaucracy. Relationships make a fulfilling role What can CISOs do to find a role where they feel fulfilled? White suggests considering what a potential employer wants from a CISO. Do they want change or someone to continue the status quo? Although it may be hard to assess before joining, a CISO should investigate how well the organization has established and resourced its cybersecurity. White adds, "It's paramount to understanding the type of company, its level of maturity and how supportive the board may be of changes." If the last CISO left because they didn't have the financial resources or headcount for a good cyber defense strategy, a new CISO should make sure there's since been change. Kaspersky research, in association with Longitude, a Financial Times company, found a closer relationship between the C-suite and cybersecurity teams leads to better security outcomes. Over a quarter (26 percent) of survey respondents said they believed "strong integration between the C-suite and cybersecurity teams will be very important in the next two years." This group also reported they were better prepared to deal with the impact of cyberattacks. It's important senior managers get involved in elements of cybersecurity. If CISOs foster strong relationships with C-suite colleagues, they can help those executives better understand challenges facing IT security. Continuous skill development With new threats and cyber challenges cropping up daily, CISOs must keep their skills and technical knowledge up-to-date. But their role also demands a range of 'soft skills.' "CISOs, like all C-suite roles, need continuous development, not just with technical skills," says Naveen Vasudeva, Founder and CEO of United Arab Emirates-based CyberTree Paradox, a cybersecurity firm focused on small-to-medium enterprises. "The CISO must be a diplomat, skilled in communicating technical things simply, so others can understand and take action." To thrive in their career and ensure a long tenure at companies they enjoy working for, CISOs should build their skill base. This will mean they're as prepared as possible for challenges that come their way. But if a CISO finds they're completely exhausted and can't perform their job because of lack of company support, the best option may be to seek greener pastures. Strong teams are everything C-suite executives have a vital role in improving CISO working conditions and retention. Not all C-suite members can gain a comprehensive understanding of cybersecurity. Those who do develop that understanding can show inclusive leadership and better support the CISO. A CISO is only as effective as the team they lead. Highly skilled cyber professionals are in hot demand, hard to retain in a competitive market. A Cybersecurity Ventures 2020 study found unfilled cybersecurity jobs grew 350 percent in the eight years to 2021. A CISO may enter a business and find their staff don't have the right skills, making it hard to succeed in their role. Vasudeva thinks selecting the right team is the difference between success and failure. "You can't do it all, and you shouldn't. Pick skills in your team you can rely on and help them develop their next moves, so you can develop yours. It's about leadership, not management – there's a massive difference." Short tenure hurts CISOs and companies, so everyone involved should address the issue. Kaspersky's 2020 global business survey backs this up, with 38 percent of respondents saying lack of consistent management in IT security is a challenge. Being a CISO for just a year or two isn't enough time to make a real difference or embark on transformational projects, let alone change corporate culture. There is no one way a CISO can fully protect themselves from short tenure, but if they focus on enhancing their skills, build relationships with executives and create a strong team, they will likely find themselves in a strong position. C-suite colleagues have an important role to play in retaining CISOs too – raise your cybersecurity understanding so your CISO can rely on your support.
Designing professional development for Millennials and Gen Zers

For Millennials and Gen Z, today’s professional development needs work

  • Leadership
  • min read
    • The generations we call Millennials (born 1981 to 1996) and Gen Z (born 1997 to 2012) now make up most of the global workforce. But despite their numbers, today's workplace may not meet their needs, because they're quitting jobs and hopping between positions in growing numbers. Those businesses that examine how they're retaining, developing and supporting these employees will have a chance to get ahead of their competition. There are signs information overload and mental fatigue are making us all gravitate to short-form content, but Millennials and Gen Z express this preference more strongly – they seem to learn, think and communicate differently from their predecessors. If companies want to boost their performance, organizational resilience and enterprise capabilities, they should redesign their professional development programs to engage these audiences better. Where professional learning is going wrong As a futurist keynote speaker and workshop presenter, I train thousands of professionals on how to adapt to industry change and emerging technologies. I need to bring audiences up to speed and inspire enthusiasm within minutes. But I find IT learning and professional development methods are still tied up in rigorous training programs and demanding certifications that take weeks or months to unpack. In the age of Zoom fatigue, things are going in the wrong direction. I've seen a steady increase in the average length of training I'm asked to give, from under an hour to 90−180 minutes. "Today's IT and security pros need to get up to speed on a rising array of breaking trends, technologies and topics in less time than ever," David Thomas, executive director of online programming at University of Denver, told me. "At the same time, they're pulled in more directions and their concentration is becoming more divided." Microlearning as an addition to traditional learning Experts suggest offering a broader range of learning approaches and educational solutions can help fill the gaps around extensive teaching and training programs. Microlearning especially is gaining ground. This rapid-fire approach to learning means breaking content into shorter, more approachable chunks. It helps promote interest in new topics and gets learners up to speed faster. In a 2018 paper, researchers Ján Skalka and Martin Drlík reported that microlearning, in tandem with more comprehensive training methods like coursework and certification programs, helps offset the impact of decreasing attention. It gives a speedy onramp for tech-related topics, reducing the learning curve, driving interest and boosting learning. Tatyana Shumaylova, Senior Product Marketing Manager at Kaspersky says get-to-the-point, bite-sized learning is central to their cyber education program Automated Security Awareness Platform (ASAP). "We understand that maximum engagement is key to learning, so we put that at the heart of our educational approach. For Millennials and Gen Z in particular, the 'old ways' are ineffective, so we trimmed the fat, banished waffle and keep our modules sharp, interactive and impactful." Greater loyalty to businesses that value learning Researchers at Florida International University found leaders and employees admit there's an issue with maintaining attention spans. They also found young audiences can maintain intense focus but are easily distracted. The research found these younger professionals are "most engaged when working on projects that are rewarding and impactful" and when they're doing "meaningful work and being challenged." These generations also actively look for jobs with more development opportunities and are more loyal if they receive continuing education. Companies must adapt development and training programs to short attention spans to engage and retain them. A Millennial herself, Taylor Tresatti, head of industry research for BIZDEV: The International Association for Business Development and Strategic Partnerships, told me she'd found learning and experiential opportunities promised but not delivered many times in her career. So she changed job roles and positions to get them: "As an employee, you have to gain working knowledge of new tools, technologies and trends quickly, without active training or certification from your employer. It would be super helpful to have access to faster and easier ways to master new skills." Investing in tech-rich learning experiences In their 2020 paper Educational experiences with Generation Z, three researchers said younger generations motivate companies to "accelerate and improve the teaching and learning process." This means investing in more technology-powered resources for new ways of teaching and learning, and finding more effective ways to capture and hold audiences' attention. Chris Zimmerman, senior analyst with trend forecasters FutureProof Strategies, told me, "There's a time and place for traditional learning methods and deeper dives. But your first goal in an increasingly frenetic business world should be to pique audience interest. That means looking for ways to present learning material that breaks through daily clutter better. It also means finding better ways to package and present material that bestows working knowledge faster." How to make learning more engaging I recently developed a new training method called POP FUTURE – you can download the instruction manual and guide for free. It's a faster, friendlier way to present learning content, putting future trends, new technologies and emerging business topics in a more intuitive and welcoming context that audiences of more backgrounds and skill levels can understand. My methods include reducing training manuals, workplace guides and reports to quick-hit videos, animated explainers or brief charts, illustrations and infographics. Effective teaching can also include games, exercises and simulations based on real-world challenges, like role-playing strategies for addressing network hacks or data breaches. I also recommend using animated GIFs, eye-catching explainers and graphs, and other social media-friendly content to make simple, understandable visual representations of complex subjects. Developing tomorrow's leaders Millennials and Gen Zers are quick learners, hungry for insight. In a world of shrinking employment tenures, they weigh learning and development opportunities highly when considering jobs. When unforeseen challenges emerge, these audiences won't have the time for traditional learning programs or in-depth curriculums. Supplementing your learning and development regimen with more short-form and microlearning-based content will give your workforce access to more approachable, on-demand learning and speak to more knowledge-hungry employees.
threats outer space

How criminals could use space junk to attack any business

  • Emerging tech
  • min read
    • A powerful way cybercriminals can cause catastrophic damage on Earth is to attack in space. It may sound like science fiction, but now we all rely on space infrastructure to do business, any organization could be affected. Space enthusiast and Distinguished Chair of the cybersecurity program at Middle East Institute Chris Kubecka explains a little-known space disaster scenario we should be more aware of in Tomorrow Unlocked's video Threats in Outer Space. Smash-ups in space Although space exploration has brought many world-changing advances, it's left orbit like many places on Earth – littered. From obsolete satellites to rocket parts and chips of paint, space junk circles the Earth at high speeds, threatening to collide with useful things, like working satellites and the International Space Station. Collisions could be deadly or cause irreparable damage to expensive equipment. Any smash-up creates more space junk, raising the risk to other orbiting objects. For a sense of just how much 'stuff' there is up there, see known space objects tracked in real-time on StuffIn.Space, some known only as 'debris' or 'unknown.' The 'black swan' of space crashes One of the most serious consequences of a space collision is Kessler Syndrome. Kubecka describes it: "A big enough collision would create a chain reaction, causing space junk to smash into each other all over orbit, forming a dust cloud." An accident or deliberate attack could trigger a Kessler Syndrome event. Kubecka explains, "It's now so cheap to build 'attack CubeSats' or even larger satellites. You could cause collisions." She also points to the growing use of Internet of Things (IoT) devices in space tech. "If IoT goes rogue, that's a big problem." As wealthy business people become more visible in space exploration, the potential for huge media attention will attract cybercriminals to attack their space systems and use them to create chaos in space – and so, chaos on Earth. Preventing a 'Kessler' event As well as protecting space systems from cyberattack through the best available methods, like cyber immunity – building systems in a way that makes them almost impossible to compromise – we must take out the space trash. As part of the Securing Space initiative, Kaspersky supports fledgling innovators StartRocket as they develop a new way to remove space debris from orbit – with foam.
tale two metaverses

The Metaverse’s history shows we’re not quite ready for it

  • Future tech
  • min read
    • In October 2021, Facebook Founder and CEO Mark Zuckerberg changed his company's brand name to Meta to reflect what he sees as the importance of the metaverse to their business strategy. Experienced using a virtual reality (VR) headset, the three-dimensional virtual environment lets characters (called avatars) engage in social and commercial activities much like real life. Many global business giants see the Metaverse as a huge commercial opportunity that will change how we live and work. Should your business get involved? I believe the Metaverse's history shows while it's an environment you should get familiar with, it may not be the time to invest big. Here's why. Origins of the Metaverse The video games industry has long driven demand for engaging immersive experiences and technologies to deliver them. Content expert Amica Graber says the word 'Metaverse' first appears in Neal Stephenson's 1992 science fiction novel Snow Crash. Snow Crash's imaginary Metaverse is a massively multiplayer online game (MMOG) – a game where all players are logged into the same game space, competing or collaborating on missions. MMOGs have been around since the 1990s. Their popularity has risen fast worldwide with improved internet connectivity, computer power and immersive graphics. One such game, space simulator EVE Online, has seen over 60,000 players simultaneously playing. And like in the Metaverse, trading virtual items for real-world money in MMOGs has become big business. What's the Metaverse's attraction? The Metaverse has business potential because of our willingness to invest so much time and money in playing games online. In a 2022 virtual conference on the Metaverse, Datin Lorela Chia, CEO of Haus of Stylo, Malaysia, gave examples of the fashion and games industry collaborating, like creating and selling virtual garments for avatars. But it's not just about buying and selling things – the Metaverse offers a way to meet, discuss or learn that's more immersive than other online communication tools. Bill Gates said in 2021, "Within two to three years, I predict most virtual meetings will move from 2D camera image grids… to the Metaverse – a 3D space with digital avatars." Metaverse follows in Second Life's footsteps In almost every way except the VR headsets, there was a Metaverse from 2003, when Linden Labs launched virtual world Second Life. Second Life is a virtual world that lets users create avatars and settings, and teleport from one place to another in seconds. Second Life has an estimated 800,000 users and many of the characteristics of a real-world civilization – rules, citizen rights, homes, shops, universities and events. It has many business applications like hybrid conferences, virtual project meetings and data visualization for education and collaboration. IBM has used Second Life for internal meetings. BP for graduate recruitment and Imperial College London for virtual hospital tours. But with all its functionality and experience, Second Life hasn't gained mainstream commercial success. So why does Mark Zuckerberg believe his Metaverse has massive disruptive potential? What's enabling today's Metaverse? The answer lies in how the internet evolved since its birth in 1983. The power of 5G and fibre, smartphones and social media have all played a role. Today's advanced internet technologies make the Metaverse possible, but the devices and applications we use daily will determine whether it has significant commercial potential. Second Life runs on a desktop computer and connects to a network of Linden Lab servers. It's a security risk for businesses with network firewalls. Second Life is also 'synchronous:' users only get value from being online at the same time as other users. So there are no users in most Second Life locations most of the time. To use a real-world retail analogy, there's a lack of footfall. This is also true for the Metaverse. Its commercial potential will depend on user numbers and where they spend time. It's critical there's on-demand universal access across computers, laptops and mobile devices. Perhaps 'Web 3.0' will be the technology that delivers on making Metaverse experiences securely accessible to a global marketplace across different devices, but especially mobile devices like smartphones. What is Web 3.0 and why does it matter? IT industry analyst Robin Bloor recently said, "Web 3.0 is the third generation of the internet — a global network that permits intelligent interactions between all its users and devices." Web 3.0 is a theoretical new blockchain-based iteration of the web. It could provide increased data security, scalability and privacy for users. It would let users publish rich media content to a global audience and make a Metaverse more commercially viable than Second Life. By making the web more powerful, intuitive and secure, Web 3.0 could mean the volume of online users accessing and creating content grows faster. One major difference, most relevant to the Metaverse, is better handling of the 3D graphics needed for virtual worlds. Blockchain important to Metaverse commerce Metaverse settings are computer-generated environments or 360-degree photos and videos captured by consumer or professional cameras. These digital images and videos are now traded on the internet. Blockchain can validate ownership of these digital assets, enabling the fashion industry to sell digital garments. In Second Life from 2005, you could create digital assets and trade them for the digital currency Linden dollars. Today, the same thing is happening in the Metaverse using blockchain and cryptocurrencies like Bitcoin. These latest developments, alongside artificial intelligence that connects buyers with sellers, will add to the growth of the Metaverse. How will the Metaverse affect business? The future shape and commercial potential of the Metaverse go beyond numbers of users. It also depends on how often they visit, for how long, where and why. With pandemics and climate change restricting face-to-face contact and travel, applications that enable remote communication and collaboration have grown fast. Online meeting app Zoom saw daily meeting participants grow from 10 million to 300 million between 2019 and 2020, mostly from small business and personal use. Will the Metaverse become the new virtual meeting space Bill Gates predicted? It seems unlikely for now, with the convenience and ease of use of Zoom and other online meeting platforms. More likely, the commercial potential of the Metaverse will be unlocked by applications that benefit more from immersive experiences. It could also be useful in mental and physical health therapies that use virtual reality and for complex 3D data visualization. Facebook (Meta) has invested hugely in strategy based on VR headsets as the gateway to their Metaverse platform. Unlike the browsers found on every smartphone and laptop, few own or have access to a VR headset. At the moment, Metaverse suffers from the same problem that restricted Second Life – a limited marketplace, until the technology evolves to the point where VR headsets or glasses are affordable and ubiquitous. Unlike recent disruptions like cryptocurrency, the Metaverse relies on mass adoption to be profitable for business. Several factors in the market today make mass Metaverse adoption unlikely, like low VR headset ownership and lack of systems to access the Metaverse with commonly owned devices. While businesses should closely follow the Metaverse's development, it may be premature to invest heavily at this time. In any case, watch this space.
data transparency center

How transparency centers and open data processing practices help your business

  • Data and privacy
  • min read
    • Data processing centers are already a crucial part of digital business, and transparency centers – although less widespread – are becoming part of that picture too. But the two can be confused or poorly understood. Enterprises wanting to make sure they're protecting their security in the best way possible will want to get to the bottom of this. Here, we'll take an in-depth look at both, examining their different purposes and what your business should consider when using each as part of its security practice. What data processing centers do Data processing centers hold servers and computers that process your business's information. Increasingly, data processing centers are separate from the data-owning business's premises for safety, security and cost-effectiveness. According to Market Prospects Insights, "Data center operations include installing and maintaining network resources, ensuring data center security, and monitoring systems responsible for power and cooling." Speaking of power and cooling, more businesses are now thinking about the environmental impact of data processing. Thankfully, data processing needn't cost the earth. You can seek out data processing centers powered by renewable electricity, either in a country where grid power comes mostly from renewable energy, like Norway, Brazil or New Zealand. Or, process your data with a company that powers their data center by buying electricity only from renewable sources. Why data center location matters Regulation can also impact where businesses choose to process their data. You'll need to know how laws in the territory you and your customers are in could affect your data security. A third factor influencing where you process your data may be company values. At Kaspersky, we use two data centers in Zürich, Switzerland to store all threat-related data from our product users in Europe, North and Latin America, the Middle East and several Asia-Pacific countries. We chose Switzerland because of its long history of neutrality, as part of our Global Transparency Initiative (GTI.) What transparency centers do Wondering what next-level trust between businesses looks like? You may soon have the opportunity to examine your software supply chain in a new level of detail. Outside the open-source software movement, software source code is usually a closely guarded trade secret. But increasingly, front-runners realize that finding ways to safely and securely let partners and clients inspect their code helps build the trusting relationships businesses need to thrive. Communications giant Huawei established its first transparency center in Brussels in 2019. Huawei explains what they hope to achieve with their center: "Through the Cyber Security Transparency Centre, we plan to increase communication and collaboration with security professionals, governmental agencies, customers and other industry stakeholders, in order to develop a secure and trusted digital environment." Microsoft opened transparency centers in Brussels and Redmond, Washington in 2014 to 2015 as part of its Government Security Program (GSP.)  Matt Thomlinson, Vice President of Microsoft Security highlighted how transparency centers can contribute to better economic outcomes for all: "Only by increasing confidence in digital solutions […] can Europe ensure that every citizen, business and government feels the benefits of the digital revolution." Kaspersky started creating transparency centers in 2017 and now has seven, in Zürich (Switzerland,) Madrid (Spain,) São Paulo (Brazil,) Woburn (USA,) Tokyo (Japan,) Singapore and Kuala Lumpur (Malaysia.) We welcome customers and partners, including authorities responsible for cybersecurity, from anywhere in the world to visit these centers. How Kaspersky customers can use our transparency centers We suggest clients visit a transparency center if they want to know more about our data security, privacy and management practices, encryption methods or supply chain risk management. When customers visit our centers, we have experts on hand to give any technical information about our source code and technologies. We have three levels of access, like the beginner, intermediate and advanced slopes on a ski field – designed to allow a broader range of client visitors to get something out of the experience. They could rebuild our source code to ensure it matches publicly available modules, and read what independent auditors – including a Big Four accounting firm – have said about us in recent security reports. While few businesses have transparency centers today, others are adopting similar ideas. Showcase centers, for example, let customers try out the firm's latest tech and in some cases, securely review code. UK-based telecommunications multinational BT established a showcase center for its financial services products, where their customers learn more about their products – especially security features. Today, businesses must understand where and how their data is processed and ensure processing conforms with regulation and their organization's values. Find out what opportunities you have to better understand what's happening with your data. If you have an opportunity to visit a transparency center or other facility that lets you get up close and personal with the code of organizations in your supply chain, take up the offer – regardless of which ski slope you're on.
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About Secure Futures

Secure Futures magazine is your go-to business guide for opinions, trends and insight into the world of technology and cybersecurity. We help your business to bring on the future. Brought to you by Kaspersky, the global cybersecurity experts.

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