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cyber future interview

How business can use cyber futurism to see what comes next

  • min read
    • With new technologies like the metaverse arriving regularly, how can business leaders and cybersecurity professionals know what new threats to expect? Futurism – analyzing future scenarios to inform today's decision-making – is one way. Victoria Baines is professor of information technology at UK's Gresham College and a former Facebook executive and Europol officer. She uses future scenarios to understand technology today and how we should prepare for threats to come. We chat about what these scenarios reveal about our world today, what might happen with new technologies like the metaverse and what business can do to keep users safe. Gemma: What does it mean to explore the future of cybersecurity through scenarios? Victoria: Scenarios are not predictions, but if you do them right, they tell you as much about your situation now as what might happen in future. It's not just threats – it's how the world's changed, and what the tipping points may be. The pandemic was a tipping point for remote and hybrid working, but many find hybrid work just means doing all the things, all the time – the expectation they'll be available constantly for online and physical meetings. We'd been working up to that for a long time. Reliance on email was a compelling signal we needed to find something better, quieter, with less churn. I think we'll see something like that with the metaverse. We've now got the ultimate business case for it because Zoom and Teams aren't enough to feel like we're really working with people – we're still just on a call. Futures methodology is as much about exploring our present and spotting things in the past. What have you found out about the metaverse through your cyber futures work? Although there's hype and uncertainty around the metaverse, we have certainties about how it will develop. For example, Apple will probably bring out, or at least announce, a mixed-reality headset next year. However expensive, people want to use whatever Apple brings out. So we'll see people wanting Apple's mixed-reality headset in a way they haven't wanted other virtual reality (VR) headsets like Hololens or Oculus. This will significantly speed up metaverse adoption. The metaverse is less of a tipping point and more of an evolution. Roblox, Fortnight and Second Life are already metaverses. They use the feeling of presence and co-presence, and there's old research on this – academics like Mel Slater and Ralph Schroder showed us that being together virtually is emotional – it brings about positive reinforcement. We'll need AI-powered synthetic individuals to bump into in online social spaces because we need to feel like we're interacting with people – shaking hands, having sex and so on. We'll probably need 6G to power and connect all that technology, particularly if we want to use it when out and about. What security implications have you identified in the metaverse? Nothing's 100 percent secure – we must assume there'll be technical and human vulnerabilities in every aspect of VR, augmented reality (AR) and other metaverse-enabling technologies. In these scenarios, we look at all those vulnerabilities. We have signals already, like the panic around 'zoombombing' – hackers interrupting video conferencing with obscene and violent material. It happened because people shared their passwords on the open internet. We needn't panic – basic security measures would deal with it. But it shows that exploitation and infiltration will also play out in VR and AR. Are there new cyberthreats for the metaverse and related immersive technologies, or is it the same threats in new spaces and technologies? Much of it comes back to basic digital hygiene like patching, updating, and installing antivirus software. Basic 'handwashing' can do much to prevent ransomware infections. In that way, the new stuff isn't new, but we haven't given it enough attention. We've viewed online harm as less impactful – as it's not physical abuse, we treat it less seriously. With metaverse technologies, you can physically sense resistance and impact, which means opportunities for physical assault. That has an operational impact for information security and cybersecurity. What implications do these threats have for cybersecurity leaders today? Technical information and security aspects become more important in addressing psychological and physical harms in these connected spaces. Pacemaker interference with medical internet of things (IoT) signals that. We already have people walking around with internet-connected medical devices like defibrillators, insulin pumps and continuous glucose monitors. If those don't function properly, and if somebody dies, the question of responsibility arises. If it hasn't already happened, Chief Information Security Officers will be asked, 'What did the data say about any interference with that pacemaker? Was the firmware up to date?' We can see something similar playing out in the metaverse. Everyone will say it's someone else's responsibility – those who make the hardware will say it's the experience developer's responsibility, they'll say it's the user's responsibility, and so on. People used to thinking only about data security and network security must now consider users' physical safety.
data ethics interview

How data ethicists are helping tech business be better

  • min read
    • Using data responsibly is a hot topic. Tech companies must ensure they don't cause harm, for example, by breaching consumer privacy or reinforcing bias through automated decisions. It's a moral and legal question, but it may be unclear how businesses and governments should approach their data responsibilities despite increased regulation. We still see egregious data use practice. Alice Thwaite is technology ethicist and responsible owner for ethics at OmniGOV, MG OMD, working with the UK government on communications and advertising. We chat about what data ethics means in practice. Gemma: What does it mean to be a data ethicist today? Alice: Ethics is the study of how to live. An ethicist takes a theory of how humans want to be treated and how we should interact with the wider world, and thinks about how an action or technology could contribute to that goal. We use ethical methodologies and knowledge about the consequences of a technology or business model to transform the business into one that prioritizes ethics. Businesses have always operated in the realm of ethics, but usually without a systematic approach. Ethicists co-create frameworks with stakeholders like customers, colleagues and wider society so that an organization's values become critical in business decisions. What does that look like in practice? First, we help organizations understand where they're making ethical decisions and show how they'll need a more systematic process to reach their ethical goals. Second, we educate organizations on ethical methodology and issues. Third, we assess practice to understand what the company wants to prioritize and how current practice meets ethical goals, making suggestions like 'ethical pilots.' Finally, we implement and measure ethical pilots so they can become policy. We don't work in a vacuum – we must be in constant contact with various communities. For example, before establishing diversity, equity and inclusion (DEI) initiatives, a company might think racial equality is important but have no roadmap to get there. With an influence campaign, education, auditing and an implementation program, they may still have a way to go. But they're now measuring ethnicity pay gap and thinking about inclusive work environments for different people. They can keep following the 'influence, educate, assess, implement' process to fruition. Where do organizations start? What tips do you have for those keen to start doing ethics? Hire someone to build an ethical program and link them with a sponsor who can ensure the organization implements their recommendations. They may have a degree in philosophy, international relations, social science or community work experience. Ensure they can learn as much as possible about business ethics and support their attempts to transform the culture. Those in data security or compliance should recognize an ethicist has different processes. The goals may be similar, but the process aligns more with social science and humanities methods. What questions should organizations wanting a data ethicist ask? Are we committed to change? Do we want a world prioritizing human values like democracy, dignity and freedom? Are we prepared for the discomfort that comes with changing procedures? If you're prepared to change, write a job description incorporating things I've mentioned and encourage your team members to apply. Opinions reflect those of the expert. Interview edited for clarity.
hybrid work changes

Hybrid workplaces need a business culture change to match

  • min read
    • Companies are struggling with how to move to let employees have the choice to work at the office, from home or somewhere else – known as hybrid work. A 2022 study by career consultants Zippia found that 84 percent of companies have implemented or plan to implement remote work. Employees are more than ready for it, with 83 percent saying they prefer hybrid work in Accenture's 2021 Future of Work study. Yet, as the economic outlook worsens, it's possible that employee urgency about hybrid work could wane in favor of job security, benefits and company culture. A 2022 Expectations at Work study by BCW (part of WPP) indicates that a certain "confidence across the different employee groups has been eroding, triggering a change in the core expectations and priorities employees now seek from their employers." In any event, implementing hybrid work well is harder than most leaders think. On top of general post-pandemic fatigue, there are hard questions. How much can you require workers to come into the office or stay home? When and why should we be in either space? Should we change contracts and compensation? Which IT systems will we need? The answers are complex, and there's no one-size-fits-all. Three things to think about Outside in-person roles and sectors like manufacturing, hospitality and medical procedures, many have now experienced remote work. In the US, thirty-five percent worked from home during the pandemic. In the UK, it was as much as thirty-eight percent, and in France, nearly thirty percent. Businesses must decide the future of their work conditions. Allowing office and remote work means adapting your reality, being more flexible and changing how you communicate. When considering hybrid work, leadership should assess three things: How to create a company culture that fosters optimal employee engagement, best serve existing and future clients, and give teams the right oversight and tech. Charting a post-pandemic path Effective change requires knowing where you come from. When a legacy company – one that's existed for decades – wants to make a significant change in how they work, it must understand its existing corporate culture. After years of working one way, principles and work styles become ingrained, including relationships with customers and suppliers. The pandemic created an exceptional moment when companies brushed existing culture aside. There will have been changes, many of which will be invisible. Still, there are also dark clouds on the horizon: Economic uncertainty, consumption habits and expectations changes, and social and political unease. Using empathic leadership to engage Research from the University of California, Berkeley Haas and Stanford University found the pandemic provoked many favorable changes in beliefs, behavior and relationships. They reported, "Organizational cultures in the pandemic era have generally shifted away from a high-performance orientation to one that prizes empathy, understanding and mutual support." Empathy – especially from leaders – has a direct, positive impact in the workplace, according to Catalyst research. With more empathic leaders, 61 percent of employees report being able to be innovative, compared with 13 percent of those with less empathic leaders. Increased uncertainty and the need for dramatic change will make leaders with empathy even more valuable to their companies. Leaders should especially watch employee engagement. In light of high resignation rates post-pandemic and recruitment challenges, HR departments should pay extra attention to onboarding in a hybrid environment. With recruitment and initial training done remotely, new employees struggle to understand the culture and establish trusting relationships with others. When you show up as your whole self, vulnerable and imperfect, it will help you to build trust and foster sincerity. Of course, that doesn't mean you shouldn't strive to be the best version of yourself. Being open, genuine and humble makes your colleagues and employees more likely to speak up and feel engaged. Two-way communication will be your bread and butter to survive the transformation to hybrid work. Focus on customers Since it's harder to manage communication in a hybrid environment, it's tempting to use data, financials and automation to manage customers. But the human element, in all its messiness, is more important. Employees' roles and engagement are critical to good customer experience. The pandemic, social movements (like Black Lives Matter) and global political turmoil have changed how customers feel, interact and buy. As expectations change, staying keenly attuned and finding ways to understand better your past, current and future customers will be essential. You'll also need to work to break down company silos and product-centric orientations, which put the focus a few steps away from the customer. Bill Kanarick of EY explains in MIT Technology Review, "Customer-centricity forces you to take a horizontal view where you're trying to orchestrate across the organization to the benefit of the consumer." In other words, customer experience relies on people in different departments across the company, often without a common line of command. While it may be challenging, winners know how to take risks, move fast and focus on a few key levers and performance indicators rather than trying to meet all needs and clunky dashboards. Support systems that facilitate your goals Systems support internal operations, so how you facilitate communications aligned with your business goals and leadership style should be a top priority. There are many communication tools, like Slack, Adobe Cloud and Microsoft Outlook, and great add-ons for hybrid work like Mural and Miro for brainstorming and workshops, Rally and Doodle for meeting management and Monday.com and Trello for project management. Another important aspect is configuring cybersecurity, especially for sensitive data. Your systems will need security tailored to changing locations, moving pieces and the varied tech found in homes and remote offices. Security responsibility in hybrid work falls more on employees, says Leonid Grustniy: "Transporting your work – laptop, files, flash drives – between the office and home can place corporate data in danger from carelessness or even theft." Regardless of tools, leadership must focus on human matters: Empathy, doing what you say and saying what you do, being fair and firm in how you treat employees, and most importantly, modeling the behavior you wish to see. The move to hybrid work will take much trial and error, and flexibility. Larger tech companies like Amazon, Apple and Google will likely pave the way in how we manage hybrid and remote conditions, but applying other organizations' ideas isn't enough. Every sector and different company culture will need its own solutions. Good luck on your journey.
ciso turnover

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

  • 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

  • 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.
trust global business

New research on how to build trusted business relationships worldwide

  • 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.
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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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