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digital presenteism

Presenteeism threatens flexible work gains. Here’s how to beat it.

  • min read
    • The pandemic forced many businesses to make a swift move to enable      remote work. But it's not just the threat of infection that recommends this shift – remote work can often mean reduced costs and improved productivity. Flexible hours have significant benefits too, like improved talent-attraction and employee health. Despite the promised benefits, businesses offering remote work and flexible hours may still see 'presenteeism' – a greater emphasis on being 'at work' than being effective. Qatalog and Gitlab's Killing Time At Work report found workers spend an extra 67 minutes online every day just to show their colleagues and managers they're 'working'. Why does presenteeism happen? Tony Jamous, founder and chief executive officer of Oyster HR, says, "For many years, [we sat] at a screen for eight hours a day with few breaks. Now, because of increased remote work flexibility, employees are adopting 'non-linear' workdays. These empower employees to do the school run, take a gym break or adjust their schedules to find their optimal focus time." Back when manufacturing drove many economies, workers had to be on site to create output. As office-based work grew, output was less tangible, so we started to equate longer hours with productivity. What makes us productive and effective at work? Tariq Rauf, founder and chief executive officer of Qatalog says, "Someone could be visible and present online for 60 hours a week and achieve little. Whereas, the next person might work for half that time, at different times of the day, and be phenomenally productive." Contrary to popular belief, people who work most effectively are not necessarily those most disciplined, but those who speak to themselves with kindness and self-compassion. Georgetown University professor Cal Newport links peak productivity with deep work, meaning "working for extended periods with full concentration on a single task free from distraction." When it comes to distraction, constant app notifications are a big culprit – knowledge workers receive notifications from an average of 6.2 different apps or tools. Productivity's enemies include stress, anxiety and mental and physical fatigue. Psychotherapist Roxy Rhodes told me, "Mental and physical tiredness compound mistakes, which could negatively impact your career progression. Working through illness also means you may need longer to recover, increasing burnout risk." Dr. Wladislaw Rivkin, associate professor in organizational behavior at Trinity College Dublin agrees that working through illness – even digitally – is a bad idea. H     is research found working when unwell "has a knock-on effect for remote workers' performance on the next day as [it] drains employees' psychological energy, which cannot be fully recovered after work." Business impact of presenteeism Presenteeism can be more detrimental than absenteeism. An "always-on" communication expectation can hamper productivity and cause anxiety. Remote work was meant to level the playing field for employees with disabilities, but if workers feel forced to show up for the sake of it, that benefit is lost. Employee digital surveillance further corrodes trust, and brings challenges of its own making by reducing contextual performance and morale and increasing stress. Workers feel drained, fear their employer is 'out to get them' or retaliate using the likes of mouse jigglers – software or devices that simulate      mouse movements to prevent computer sleep mode from activating, giving the impression the employee is working. "Having to prove you're working by using mouse jigglers or clicking the screen every few minutes indicates a toxic culture. When we hire people, we look for candidates who will take ownership of their work. How long it takes them to accomplish a project is up to them, as long as the output is delivered. We don't need employee tracking software to see output," says Bhavya Arora, talent management and culture partner for sales engagement platform Outplay. Young workers and juniors in a team are more susceptible to practicing presenteeism. Some organizations position choosing your own working hours as a privilege earned by those higher up the career ladder, and junior workers worry their work ethic may be seen as lacking even if they're absent even for a few minutes. How to switch off "always on" culture 1.    Measure performance by output not hours "We don't believe someone's commitment to work or their performance should be measured by how many hours they've worked," says Outplay's Arora. Qatalog founder Rauf agrees, "Organizations should implement an output-driven culture that focuses on the work people do, rather than worrying about when they do it and how long they're at their desk." 2.    Use tools that suit asynchronous work Communication tools that send notifications can reinforce an "always on" culture and mean workers find it hard to switch off. Encouraging 'asynchronous' instead means finding ways for colleagues to work together even when not logged in at the same time. Tariq Rauf, founder and chief executive officer of Qatalog says, "Asynchronous work lets people with caregiving responsibilities fit work around their life." Qatalog tries to enable asynchronous working with their platform, which centralizes knowledge, processes and resources in their platform. Asynchronous communication tools, like Loom for video messaging, CloudApp for screen recording, Yac, which claims voice messaging can eliminate meetings, and Hypercontext for meeting management, aim to provide for effective, high-fidelity communication      for asynchronous work. "With the right technology, you can break down silos and provide visibility across an entire organization," says Rauf. "Once you can see what everyone is working on, with decisions made transparently, trust is much easier to build. It's not a silver bullet, but it's a strong foundation." 3.    Build trust and lead by example Asynchronous communication tools must feed into a culture of trust and empathy. Leaders should hire employees they trust to get the work done, so there's no need to be logged in at the same time. Psychotherapist Rhodes says, "You're setting a precedent for what's expected of your employees – if a staff member sees their boss showing up to work sick, they'll likely feel pressure to do the same." Small but thoughtful changes in how you communicate can also build trust: Don't send employees texts or emails outside work hours. Let team members control their availability, honoring 'do not disturb' statuses. Segment communication channels, for example, using Slack for regular communication but mobile messaging apps only for emergencies. Rhodes also recommends, "Having a non-contact way for employees to announce sickness is effective in some companies. Staff feel anxious about "phoning in sick" and having to have a conversation where they feel they have to justify how ill they are." Management consultancy McKinsey's 2022 report found 40 percent of workers value flexibility so much, it drives their decision to stay in a job or look for a new one. If workers can't do their best work, employers will lose them. Productivity is in work delivered, not hours worked or how fast employees respond to messages. No workplace benefits from performed productivity, and presenteeism can strip remote work of its benefits. Businesses must make sure they give employees the tools and freedom to work in the way that best suits them.
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.
going remote

Going fully remote? Here’s why trust will matter to your success.

  • min read
    • After many learned fast to work from home during the pandemic, organizations now face a more deliberate choice on how to conduct business. How much do we really need to be in the office – if at all? The quest has provoked high-profile battles between employees and management. Apple employees petitioned to keep their flexible work arrangements. It may be complex to offer employees the choice to come into the office or work remotely – often called 'hybrid work' – tempting businesses to impose a set schedule for all. Big tech companies such as Google and Tesla are driving hard to get their employees in the office more often. Twitter offers full-time remote work if employees want it, but such arrangements are usually limited to techy start-ups. Why and how might other kinds of businesses go fully remote? At the heart of this question is trust between employees and management. I wrote in my book, You lead: How being yourself makes you a better leader, "Building trust is the critical glue to keep workflow and outputs effective." The intention to go fully remote must address three elements – in order of importance: Employee engagement, customer benefit and business results. Remote work upsides and downsides A Capgemini Research Institute study in 2020 showed remote work may reduce overheads by up to 48 percent. The remote option may be obvious for tech companies like pure ecommerce businesses or software-as-a-service (SaaS) providers, especially if they're already interacting with all clients digitally. But there will always be industries where fully remote just doesn't work – even desk-based businesses like legal may need central secure storage for documents. Even for a techy workforce, fully remote isn't easy and needs careful consideration. For example, work from anywhere (WFA) is different than work from home (WFH) or work from a specific geographic region. A Flexjobs study showed 95 percent of remote jobs still require a location. It's also easy to get lured into remote work because of the savings or because employees want it. Some companies, including Google, Twitter and Facebook, want to pay remote workers less, and some employees are willing to accept lower pay for remote work's convenience and flexibility. But different pay for remote and in-office workers will introduce a challenging variable in optimizing performance and recognizing contributions. Office-based workers already get greater recognition and credit than those who work from home. Productivity impacts A two-year Stanford study on remote work released in 2017 showed a 13 percent productivity gain and reduced turnover in employees working remotely, compared with their in-office counterparts. But the study didn't consider customer success or long-term employee satisfaction, and over half the remote workers felt isolated and wanted to return to the office at least sometimes. Productivity gains can also be elusive, depending on existing culture, sector and processes. The report Killing Time at Work '22 testifies to many companies' poor practice in trying to make working remotely function well. Study author Tariq Rauf, CEO of team software provider Qatalog, wrote, "Digital presenteeism is pervasive, with employees working an extra hour each day to show they're still online and contributing, due to fear colleagues and bosses will think they aren't working hard enough." Who's going fully remote? Few well-known companies have opted for fully remote. In Flexjobs' top 30 companies with the most work-from-anywhere job postings, recognizable names include Wikimedia and Airbnb. Then there are less well-known tech brands like open-source research and development provider Protocol Labs, services like content moderators ModSquad and naturally remote companies like Study.com for online learning. None are traditional businesses, suggesting legacy companies are staunchly anchored to their offices. So, leaders considering moving their whole organization or a team to fully remote work should consider these elements. 1.  Build trust and improve communication First, above all else, answer honestly: How much do you trust your team or workforce, and how much do they trust you and other leaders? Establishing trust and rapport is always important in business, but in remote conditions, you must be more attentive and intentional in fostering and retaining trust. Communications are particularly important, especially informal exchanges and channels. For example, when will you have a casual check-in to talk about more personal affairs and less official work? Tyree D. Mitchell, author of Searching for trust in the global economy with Jeanne M. Brett, says, "To unite a team, create a team charter representing how the team works as partners. Explain your objective, role and how people should communicate and be accountable." He also suggests taking into account cultural norms and differences around building trust when dealing with an international team. 2.  Make your intentions clear If going 100 percent remote is a radical departure from the past, be honest about the company's intention. Will it help achieve strategic goals? How does it relate to the company's overall purpose? Does it help your environmental, social and governance (ESG) goals? If your motivation is largely cutting cost through less or no office space, or improving efficiencies and productivity (for example, by eliminating commuting,) double-down on employee engagement and customer satisfaction. There are many reasons offices appeal to some people, like teamwork, socializing and status. Being transparent and including your team in your decision-making process will help the transformation succeed. Your action plan In constructing your action plan to go fully remote, there are five key considerations. First, take an honest look at your existing culture – how you communicate and behave, workflows and levels of trust. What should you keep and what needs changing? Second, involve your team in your decision-making around the transition. Third, consider carefully how to best serve your customers, including how to gain and onboard new ones. Fourth, embrace the messiness! Ensure constant feedback and stay flexible to work through challenges. Finally, ensure you have the right technologies to facilitate workflows and teamwork needed for customer success. Prioritise cybersecurity when choosing your tech and give your staff regular training in how to keep your business cyber safe.
green tech improving business

Six ways green tech can benefit your business

  • min read
    • Two-thirds of customers place importance on a brand's sustainable or eco-friendly image. Buoyed by this growing consumer awareness, business investment in becoming more sustainable is at record highs. Staff are concerned too – 97 percent of executives say their company has been negatively affected by climate change. IT and enterprise leaders must get involved in this new age of corporate social responsibility (CSR.) But these new environmentally conscious ways of doing business can benefit your company in other ways. Here are six ways green tech is improving business while reducing its environmental footprint. 1.   Saving on energy bills Oxford Economics says data-driven tools like smart meters, smart plugs and self-regulating energy systems can cut energy costs by up to 5 percent. It may not sound like much, but will add up to billions by 2030, with the biggest savings likely in small-to-medium businesses. These smart solutions are an easy way for businesses to predict better, optimize and conserve energy, meaning cost savings while reducing climate impacts of energy production, which across the world, is still mostly done by burning fossil fuels. 2.   Gaining more organizational insight These smart devices don't just help save energy and resources. They give businesses improved insight into process efficiencies. There's been huge uptake of 'internet of things' (IoT) devices in industry and manufacturing, largely driven by their ability to predict maintenance needs, maximize productivity and reduce factory downtime. Over 55 billion devices will be connected and talking to one another by 2025, according to market researcher IDC. One example is modular house-building factories –robots are better than humans at arranging patterns to get the most cuts from a piece of wood. 3.   Improving employees' working lives According to international consulting firm McKinsey, remote, digital, and hybrid technologies will define the future of work. Many employers are using online tools to book on-demand flexible office space, vehicles and virtual desktops, cutting resource consumption and travel-related greenhouse gas emissions. Employees relish more opportunity to work flexibly, widespread since the pandemic – whether working from home or across hours that better suit family life. Commuting is no small contributor to climate change. In the US, 75 percent use driving as their main means of getting to work. 4.   Saving on carbon costs With many countries operating internal carbon markets, reducing carbon emissions can, on its own, reduce operating expenses. These schemes require companies to buy carbon credits for emissions they produce, while those that create carbon sinks, like forestry, can make money by selling credits. Renewable energy microgrids are one way to cut carbon emissions. Other companies are replacing fossil fuel-powered vehicle fleets with electric and hybrid vehicles. These can also have health benefits for staff through reduced air pollution, vibration and noise. 5.   Reducing eWaste Our growing mountains of electronic waste are not easy or cheap to recycle, but practice is improving. Green tech can also help here, like using cloud-based file storage and backups, where multiple businesses share the same IT infrastructure. (This, in turn, makes strong, automated cloud security indispensable.) Virtual desktops also mean you needn't constantly equip and re-equip staff with dedicated laptops and PCs, meaning less waste to landfill. Choose your data center wisely for minimum environmental impact – they can use much electricity and water, and create a lot of heat. Doing your research will reveal the most low-impact options, like using data centers in countries where most electricity is generated renewably. 6.   Increasing productivity One UCLA study found employees at companies that voluntarily adopt high environmental standards were 16 percent more productive than peers at less eco-friendly organizations. Reasons might include distance learning, telecommuting and real-time collaboration tech. Artificially-intelligent software personalities and automated helpers may also help employees work without needing to travel while taking over repetitive tasks that reduce focus. Green tech for business will mean many operational benefits alongside all-important protection for our resources, climate and atmosphere. Companies should aim to stay ahead of customers' expectations and move more quickly than regulation requires. The coming years will only bring more environmental scrutiny and awareness, so it will pay to invest in greener tech today.
successful collaborative working

What 20 years of remote collaborating has taught me

  • min read
    • The future of work is partly or fully remote, especially for tech-led professions. According to McKinsey and Company, more than half of employees want more flexibility from their employers and want to work remotely more than from the office. The pace of attitude change has been fast, even if your usual way of working stayed the same. Effective collaboration is an ongoing challenge for many remote teams. Businesses of all sizes have been known to reach for the next new collaborative tool on the shelf, expecting it to bring minds together for a lightbulb moment continually. Thinking back over my career in cybersecurity, I believe it's not the tools that make or break collaboration. But I have a few ideas on what the critical cruxes of collaboration might be. Let your empathy drive how you work I first worked with others remotely at the beginning of the 2000s. The tech was basic back then: A mobile phone, laptop and dial-up internet. I was giving on-call technical support for an internet service provider's security team. Waking up in the middle of the night to giving out-of-hours support was an abrupt introduction to working with others online. Most people would wake me and launch into a description of an incident ticket, immediately asking questions while I juggled my mobile phone, laptop and coffee cup. But there was one person who'd thought about the person on the other end of the phone. They would call to wake me up, say they'd ring back in five minutes and hang up. It meant I was set up and awake when we started working on the problem together. It made a big difference to my ability to think about an issue in the right frame of mind and not make it worse by being half asleep. Shift the barriers to deep focus For over a decade, I worked as a penetration tester in different teams and companies, either onsite or remotely. I would mimic a cybercriminal and try to compromise a software implementation or do general technical audits, aiming to find as many issues as possible. Often this would be as part of a team. Some organizations I worked for insisted everyone work from the same location, while for others, everyone worked remotely. Penetration testing benefits from seeing someone else's screen and easily sharing ideas around a group. A chance comment by a colleague might give you a clue on your target. But it also benefits from long periods of concentration, learning on the fly and going down rabbit holes without being asked what you're doing. I usually preferred the work-from-home teams. It was easier to talk to a colleague over the phone and email screenshots remotely than to focus intently in a busy office. But for others, having team members close at hand and the feelings of camaraderie were most important. Wherever your team is and what type of people make it up, management must play a crucial role in making sure everyone has a chance for deep focus. University of California's Professor Gloria Mark is one academic asking the price of an interruption. Her paper, The cost of interrupted work: More speed and stress, concludes that distracting someone from their work doesn't slow them down, but means they produce poorer quality work and feel more frustration and stress. Use face-to-face time for what it's best for My last full-time job showed me how the remote work approach is more important than tools or factors like how often staff meet. I was giving technical expertise for cybersecurity product sales. Our collaboration tools weren't great. There was the usual nightmare of email and calendar software, partly integrated with more software for phone calls and text chat. Collaboration was mainly over conference call rather than video. I usually worked remotely, but some of the team used offices shared with colleagues or the wider company full- or part-time (known as hybrid working.) Management also drove the team feeling by continually staying in touch and freely giving both praise and suggested improvements. Physical meetings were infrequent but scheduled. They were both practical and social, giving a chance to get to know colleagues outside text or phone interactions. Colleagues and associated teams made the most of face-to-face meetings. The sales team always made sure they spent time together before and after visits to customers and potential customers. Consider team skill mix and have a driving purpose Recently, I worked with a small team to organize the first game-based cybersecurity conference, Play Secure. It was hard establishing a new conference around a novel theme. And with the conference being entirely online, we needed to ensure it didn't feel like just another set of webinars. For fully remote working with a new team, it went especially well. I think the team's success secret was the right combination of interpersonal skills and a shared sense of mission. We didn't get so burnt out through increased online interaction and were motivated enough by purpose to overcome the limitations of the tools. Use your tools on a strong foundation Lockdowns led to my becoming a fully remote worker, which fits the needs of my customers spread across different time zones. My work is usually intensive with short periods of decision support for customers, then intervals for research and consideration. Projects can have different delivery speeds. You need to adapt to others' work demands and availability and establish rapport over a simple video call. In this case, I think tools make a difference. It's hard to find a positive aspect to the pandemic, but the mass adoption of video conferencing has helped my work. It lets me give timely advice to customers without being limited by travel time and cost. When deciding to go remote-first If you or your team want to go remote-first, think through what has worked for you and what hasn't. Take staff preferences into account. Meeting in person once a week, once a month, or once a quarter can greatly affect team wellbeing and cohesion. It's easier for a distributed team to come together than for an in-office team to work apart and avoid interruptions successfully. With the savings on the costs of office space and time spent commuting, opportunities abound for thoughtful organizations to enjoy the benefits of remote work by forging their own 'new normal.'
what happens internet stops

What if the internet stops?

  • min read
    • We've all fired up our laptop and been stopped in our tracks by an irritating 'no internet connection' message. We've fiddled with the router, called our provider or just waited, and all was well. But what if the internet didn't come back? How would we manage, as people, businesses and nations? Internet outages happen. On June 8, 2021, thousands of websites, including the BBC, New York Times and even the UK government, were offline for up to an hour. Millions experienced disruption because of technical issues at US-based internet infrastructure provider Fastly, who blamed a configuration error. The COVID-19 pandemic revealed our unpreparedness for a global 'black swan event:' An unforeseen event with extreme consequences. With everyday life revolving around an internet connection, are we failing to consider and plan for the end of the internet? Reliance on the online world "We now rely on the internet for everyday tasks, from banking to communicating," said Matt Shanahan, founder and CEO of independent internet service provider Stream Networks. "Businesses and society rely financially on the internet." During the pandemic, billions were forced to rely on internet connectivity to work. Attitudes to working from home changed overnight. Many now question the need for commuting to physical workplaces, with large employers like Amazon, PayPal and Twitter now adopting permanent work from home arrangements. While the information connection offers have transformed society, has it dulled the resourcefulness we'd need to get along without it? "There are many more ways to access the information we need," says Dr. Paul Sant, Head of School of Computer Science and Technology at University of Bedfordshire. "I think we've become tuned to using the internet first and so have lost some information-finding skills." Back to before the internet? The internet's date of birth is said to be March 12, 1989. It's roughly when computer scientist Tim Berners-Lee proposed a 'web' of hypertext documents, viewed with a 'browser.' Rustic as it was, this was the first working internet. The next three decades saw an information revolution. If we didn't have the internet, would we go back to a pre-March 1989 technological world? Bingham continues, "We'll likely see the greatest impact in commerce. Most of our economy uses the internet to transact business. We may have serious problems making or receiving payments, online or in-person. That can have severe economic ramifications." David Savage is Group Executive Chairman at Excelerate Technology, a firm that provides resiliency support for businesses and emergency services if an internet blackout happens. "What matters for our clients is to have internet, or 'always on' connectivity, where coverage is low or non-existent. "Emergency services vehicles must use multiple networks for a reliable internet connection, known as hybrid connectivity. Hybrid connectivity lets the user and on-board devices connect to the internet over cellular, satellite WIFI or any other way." Planning for internet blackouts Fastly's June 2021 blackout was, by the company's admission, a basic mistake. But many nations' defense systems now integrated with internet connectivity could be a focus for cyber warfare. An armed force could use an electromagnetic pulse (EMP) to knock out its enemy's power, preventing them logging on. An 'internet kill switch' has become a topic of discussion for many governments. "Whether it's an EMP blast, a fire or a terrorist attack on infrastructure, the risks go beyond just that of internet connectivity. It could cut off society," says Savage. "Fire caused this scenario in a small town in Australia: People couldn't communicate, withdraw cash or fill up with fuel because payment systems were down." Clive Evans, Chair of the Professional and Technical Forum for merchant navy union Nautilus International, wrote: "There doesn't seem to be any fall back for ships at sea, in the event of no satellites and any warlike operations ... The [UK] government seems to let this slip. If they don't do something about this, there could be communications blackouts with ships." It's an area where Savage and his team provide additional support. His firm provides internet resilience for coastguards and other emergency services along the Dorset coast in Southeast England as part of a UK government-funded project. "It involves 'smart buoys' that can monitor sea and surf conditions, digital signage giving real-time safety information to the public and a network for first responders, lifeboats and Coast Guard in areas that would normally be without connectivity," explains Savage. AI keeping businesses online Cybersecurity has become a big part of business risk management. Protecting a business online means more than restricting unauthorized access: Keeping a business operational. Artificial intelligence (AI) is emerging as a way to keep businesses working. "The major innovation in internet infrastructure is using AI to detect and protect networks from long-term outages. It's an exciting area of development," said Stream Networks' Shanahan. Shanahan explains how Stream is using AI to give business users a more reliable service. "AI can automatically re-route application traffic along back-up paths if a primary path is unresponsive. The potential is huge in pre-empting, detecting and fixing everything from human error to cyberattacks to faults in core infrastructure." Invisible until it stops Dr. Emmanouil Tranos, Reader in quantitative human geography at University of Bristol, has studied the impact the internet has on society. He points out how infrastructure is invisible until it stops working. "We could have had the same discussion years ago about aviation. It was taken as a given that aviation was working – then an Icelandic volcano erupted in 2010, grounding all flights in Europe." If the internet stops, life goes on. There are communities and whole cities around the world with little to no internet connectivity. Just 19 percent of people in Ethiopia have internet access. But generations who grew up with this technology may not know a life without it and could be vulnerable. Dr. Sant argues, "We need to improve awareness and reduce reliance on one way of accessing and finding information. We should be teaching youngsters to be fault-tolerant: There is more than one way of finding information, so teaching to look for alternative sources, so they're not subject to a single-point-of-failure, would be beneficial." A world without the internet may sound novel or even bizarre, but it's worth considering. And it's worth considering before such a 'black swan' blackout happens – when we cannot Google the answer.
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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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