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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.
engaging women

Infographic: Why women leave tech careers, and what to do about it

  • min read
    • In tech, there's much talk of what we can do to recruit more women. But we rarely talk about that even bigger problem: Once we recruit women into tech roles, they're more likely to leave the career than men. The good news is, leaders can do a lot to change that. How leaders can help more women (and men) stay engaged at work When it comes to retaining more women, the changes you make will likely benefit all staff. Work on these six areas to help keep everyone in your team engaged. 1.    Get better at onboarding Karen Holtzblatt of WITOps says, "50 percent of women are not clear about what to do to be successful. All new hires need to develop strong connections and knowledge and skill to succeed. Use our Team Onboarding Checklist to onboard right." 2.    Encourage valuing and belonging "Women need to feel belonging and value in their team," says Karen Holtzblatt. WITOps have engaging, practical activities to foster more supportive workplace behaviors. 3.    Use tools to reduce bias "Map the full employee experience and identify where bias influences career paths. Use tools and processes that mitigate human and automated biases," says Dr. Patricia Gestoso, BIOVIA's Head of Scientific Customer Support in Kaspersky's Women in Tech report 2021. 4.    Be all about mentoring Mentoring helps more women rise through the ranks, says global tech leader Margaret Dawson. Leaders should take opportunities to mentor and encourage team members to get a mentor. 5.   Take breaks and switch off 'Always on' work culture is bad for productivity and health, and affects women more because they're more likely to have care responsibilities. Lead by example: Take regular breaks, switch off after hours and encourage all in your team to do the same. 6.    Identify and challenge ways your business centers men Are employee benefits male-coded, like tickets to sporting events? Is competitiveness overly encouraged? Do after-work drinks loom large? Review benefits and offer what more women need, like flexible work and good parental leave. Infographic references 1 Accenture Resetting Tech Culture report 2021 2 Accenture Resetting Tech Culture report 2021 3 Pew Research 4 New study reveals key to the gender gap in C-suite 5 Karen Holtzblatt, WITOps 6 Kaspersky Women in Tech report 2020-21 7 WITOps onboarding research 8 WITOps onboarding checklist 9 Fostering more supportive behaviors 10 Kaspersky Women in Tech report 2020-21 11 Mentoring is hard but rewarding, and it's everyone's job 12 ACCA Global: The always-on culture is bad for productivity and health
career women jobsharing

How job sharing is boosting careers for women in tech

  • min read
    • When Sophie Smallwood returned from parental leave in 2018, she considered job sharing. She was keen to make the most of family life without taking a backwards step in her tech career that featured work with enviable brands like Facebook, eBay and Trip Advisor. But finding both necessary elements – the right job and with the right sharer – proved impossible. "It led to me launching Roleshare because I didn't want to be a statistic and to help other women avoid becoming one too," Sophie says. And the statistics are stark. Research by the Association of British Insurers shows having children means long-term, women earn 20 percent less than men. World Economic Forum (WEF) global shaper Nikita Khandwala says the financial and career impact of having children is one of the biggest reasons behind lack women in senior positions. The part-time penalty The earnings and seniority gap between men and women seems driven by women with children being more likely to work part-time. Khandwala thinks companies like Roleshare, advertising positions supportive of job sharing and helping people find good job-share partners, can help bridge these gaps. WEF in a recent paper even suggested job sharing would help address urgent post-pandemic economic and social challenges like deepening inequalities. Kaspersky's 2021 Women in Technology survey of 13,000 female tech and IT workers in 19 countries found 40 percent feel family pressures have held them back from pursuing career changes since the pandemic. Even more – 44 percent – said men progress faster than women in their organization. Beyond part-time challenges and limits Ellen Wilson and Helena Zaum shared an executive role at Microsoft for four years. They found job sharing a more appealing and effective way to maintain seniority and career momentum after having children. Keen to balance work and family but told her role couldn't be part-time, Wilson, her manager and director wrote a business case for a job share involving each partner working three days a week. When the business advertised the position, Zaum was the successful candidate, bringing new and useful experience to the role. The director who approved their job share has since set up a new unit and advertises all roles as possible job shares. Zaum shared similar motivations. She'd gone part-time after parental leave and reported challenges like a stop-start career, working on non-work days and a feeling of treading water. "Job sharing has been invaluable. It's let me keep my hand in. I think it's a good way of keeping women in the workplace. "We have been a good example of how job sharing can work. People sidle up to me in the corridor wanting to know more about how we set it up. My initial experience of going part-time wasn't easy as there wasn't so much precedent in the business then, but Microsoft has since proven itself a flexible employer and I feel great loyalty." How to run a successful job share Wilson and Zaum agree their job share "worked brilliantly" as they brought different skills and experience, complementary personalities and eagerness to communicate. Zaum points to the "peer mentorship" she and Wilson established in their partnership, which was so successful they both eventually went four days a week. It let them develop their own scopes so their positions became standalone, showing how job sharing can improve both career progression for women and how much the company gets out of a role. Not just helping working mothers Job sharing isn't just for women with children but anyone wanting a different work-life balance. Nicola Johnson-Marshall is in a job share leading communications for banking software standards leaders Open Banking Implementation Entity. She works three days a week and runs a coaching consultancy the rest of the time. And more men are taking up flexible working. Parenting website DaddiLife's 2020 survey found 32 percent wanted more quality time with family. Flexible jobs website Find Your Flex says half its users are men. Roleshare highlights how Brendan Clark previously shared his iSupply CEO position because he wanted more quality downtime. Sam White shared group sustainability and policy director role at Aviva and cites as advantages, prioritizing family and having a more equal marriage. Zaum's husband shares his Pro-Vice Chancellor for Research and Innovation role at Reading University. Why companies should support job-shares While 50 percent of Fortune 100's Best Companies to Work For offer job sharing, up 15 percent on the previous year, reported numbers of people job-sharing are low. Statista figures show 123,000 UK employees on job-share contracts in 2020 down from 185,000 in 2013. Smallwood points out many job share contracts are written as part-time so they may not show up in data. But she and Wilson's experiences show job shares tend to be candidate-driven rather than company-initiated. Zaum thinks managers must be better equipped to enable job sharing in their teams. Roleshare provides a job-share support toolkit for companies, including guides and plans. Smallwood says managers should ask for a joint vision and plan from a job share partnership to ensure they're on the same page practically and values-wise. Smallwood also advises companies to see beyond headcount and budget. A job share may be 1.2 headcount but gives twice the value in experience. Smallwood reports many more job-share advantages for companies. "You get more diversity of thought in a role. You have business continuity. Even if one person leaves the company, you still have the skills from the other. You can bet they'll want the best possible talent to join the team." Zaum and Wilson hope job sharing gets more widely adopted to show how it can be a gender equalizer. "The tech sector is still struggling to have more women in senior positions and companies realize they must be more flexible," says Wilson. What if your tech firm could retain more of its best people? What if it had more diverse perspectives in senior management and increased productivity at every level? Supporting job sharing arrangements can boost the pillars of success by giving you more employee energy in each role. It makes sense for leaders to fly the flag for job sharing in their business.
quantum computing talent

How business could leap the quantum computing skills gap

  • min read
    • Chiswick Health Centre is a large brutalist building in London, UK. Along its snaking concrete entrance ramp, masked people form a socially distanced line. Inside, the open-plan waiting room has neat rows of prefabricated cubicles, and a COVID-19 vaccination nurse is doing his rounds. New drugs and latest findings in the life sciences have never been more important. Innovative techniques to help develop and distribute vaccines have been delivered in double-quick time. And if there are the people to do it, quantum computing could make the process even faster. Where are the quantum computing skills gaps? Although the latest quantum hardware, pioneered by the likes of IBM and Google, has a way to go, in a decade or two, we could even see the 'holy grail:' a universal quantum computer. Ilyas Khan, Founder of enterprise quantum solutions developers Cambridge Quantum Computing, says, "There are two clear sectors in quantum computing. First, the hardware and second, the software and algorithm discovery. There are severe skill shortages in software and algorithm discovery. On the hardware side, the issue is less pressing, but the engineering problem that must be solved is, of course, very hard." Fast growth in the quantum computing market Tech industry insights firm ReportLinker forecasts the quantum market will grow from 472 million to 1.7 billion US dollars between 2021 and 2026. And governments are backing it by investing in education and training. In 2018 US Congress passed the National Quantum Initiative Act (NQIA,) investing more than 1.2 billion US dollars in quantum research and development. The European Union launched its quantum computing flagship around the same time, with an expected budget of 1 billion Euro. China, Australia, Singapore and others are starting their own quantum initiatives. But what's all this got to do with developing and distributing medicines? Drug discovery leading the quantum market The field of medicine and biosciences searching for promising new medicines is called drug discovery. Here, the value of quantum algorithms is already evident. A 2020 poll of life sciences organizations showed almost a third (31 percent) were starting to look at how they could use quantum computing. A further 39 percent said they have quantum computing "on their radar" for 2021. Khan of Cambridge Quantum Computing says things like drug discovery can take many years using the most powerful classical computers. Although quantum computing is still early stage, "it's close to starting to match classical timescales," making it worthy of investment. Pharmaceutical companies are keen to get ahead in quantum. This January, drug discovery firm Boehringer Ingelheim achieved a first in its industry, announcing it was joining forces with Google in quantum computing. In a statement, the company said it would "invest significantly" in the coming years to realize the full potential of the technology. Boehringer Ingelheim has already set up a dedicated quantum lab, hiring "outstanding experts in the field of quantum computing from academia, industry and quantum providers." Talent is key: The poll of life science organizations previously mentioned found 28 percent thought missing skills were a potential barrier to progress. Specialist skills needed for a challenging technology Vincent Yam, Co-founder of AI and quantum computing recruitment agency Tekna Search, explains how niche quantum computing skills are compared with regular software development. "Most people have a Ph.D. in something quantum-related and a physics background, either at undergraduate or Master's level. Even then, two say, superconductivity specialists may have very different skills." Khan says, "Quantum information theorists tend to have physics, maths and computer science backgrounds. A small but growing number have also done graduate or postgraduate quantum information theory." Anticipating quantum skills shortages, investment bank JP Morgan started an internship program for quantum talent in 2020 for Master's or Ph.D. students. Universities are stepping up their programs too. Renowned institutions like the UK's University College London (UCL) and Duke University in the US have launched a Master's degree in quantum technology. Khan thinks there's still not enough investment in education. "The range of quantum computing graduate and postgraduate degree courses must increase substantially." Practical internships can nurture the talent pipeline While true quantum computing is some way off, quantum developments are coming thick and fast. These will impact many businesses in the not-too-distant future. The skills are so specialized and sophisticated that governments are putting their weight behind developing the best talent, and even then, education is falling short. Yam of Tekna Search says he keeps seeing the same top 10 global institutions in his recruitment efforts. This shows how small the pool is and suggests businesses should focus on getting talent early from best-in-class quantum research universities. Tech giant IBM is working to secure the best people early with an initiative aimed at high school students. Quantum computing could help tackle society's biggest problems. Its computational power could hasten our way out of the next pandemic, but it will need the best minds. Companies must think today about who those minds should be, and how to hire and develop them.
women who shaped computing

We should all know about these women who shaped cybersecurity

  • min read
    • The UK's National Health Service (NHS) asks, "Is cyber a man's world?" It's a provocative statement to promote cybersecurity careers to women, but why should we be asking this question today? Surely cyber and computing careers are for everyone. So why are many women tuning out? Today's working wisdom is that diversity benefits teams, but there's slow progress in getting more women to join technology-led careers and keeping them on board. Human computers: The first data scientists The word 'computer,' coined in 1613, was first used for humans who performed computation. Many of the best were women: Nicole-Reine Etable de la Brière Lepaute helped predict Halley's Comet's return in 1758. A century later, Maria Mitchell plotted the planet Venus's motion, earning an astronomy professorship. When the US Civil War ended in 1865, war widows needed to support themselves. Women were hired as human computers. Agnes Meyer Driscoll, known as 'Madame X,' led the decoding of Japanese ciphers and manuals for the US during both world wars. Women solved the ultimate Enigma Britain's Alan Turing is famed for cracking the Nazi's 'Enigma' code during World War II, but it wasn't the work of a lone genius. Of Bletchley Park's codebreaking team, 75 percent were women. Turing's colleague Joan Clarke worked out how to speed up decoding double-encrypted messages, but unlike many of her male colleagues, her technique wasn't named after her. Clarke's job title didn't match her expertise – there was no 'senior female cryptanalyst' role, so she was given the job title 'linguist.' Painstaking calculation devalued as 'kilo-girls' The dominance of women as human computers cloaked an inconvenient truth. Their work was on average better, and they were cheaper than male counterparts. The Harvard Computers, mockingly called "Pickering's harem," supported Edward Pickering at Harvard Observatory in the 1880s, doing work men and scholars found tedious, unpaid or at a fraction of what men earned. The term 'kilo-girl' came about in the 1940s to describe complex calculations seen as 'women's work.' We measure computing power in gigabytes or terabytes, but they measured kilo-girl hours – one kilo-girl was a thousand hours of painstaking calculations. The kilo-girls work was far from trivial: In the 1950s, Gladys West's calculations for the US Naval Weapons Laboratory led to GPS's development. Computing becomes a man's world By the 1960s, human computing had given way to machines. In the 1940s programmers were mostly women, but by the end of the 1960s women made up 30 to 50 percent. Women were still paid less and few were promoted to leadership. The perception computing is for men and boys started at home. A 1984 report showed 1 in 5 girls used a computer at home, compared with 1 in 2 boys. Female computer science graduates peaked in 1984 at 37 percent, before steadily declining. Academic Wendy Hall says by the 1990s, men led professional computing and computers "were sold as toys for boys." Ten women from computer history to know Ada Lovelace invents the first algorithm Publishing the first algorithm in 1843, Ada Lovelace is said to be the world's first computer programmer. She realized Charles Babbage's Analytical Engine could do more than calculation: Combining mathematics and analysis. Ada Lovelace Day celebrates women's achievements in science, technology, engineering and maths (STEM) and encourages young women to follow her path. Hedy Lamarr averts the Cuban Missile Crisis 1940s Hollywood actress Hedy Lamarr co-invented a frequency-hopping method to control torpedoes remotely without the risk of signal tracking or jamming. Naval ships were using the technology by the 1962 Cuban Missile Crisis. It later became part of Bluetooth and Wi-Fi. Grace Hopper invents new ways to code Grace Hopper created the first compiler for a programming language. She programmed and wrote a comprehensive manual for an electro-mechanical computer based on Babbage and Lovelace's Analytical Engine, Harvard Mark I. She wasn't credited for this but is widely miscredited for coining the term 'bug' when a moth caused her computer to malfunction. She later developed computer programming language COBOL (common business-oriented language) and invented new symbolic ways to write code. Margaret Hamilton took us to the moon The 1969 moon landing wouldn't have happened without Margaret Hamilton, who programmed Apollo's flight software.It needed more 'human computing:' After Hamilton's programming, seamstresses hardwired the code by threading copper wire through magnetic rings. Elizabeth "Jake" Feinler organized the internet At Stanford University in 1969, Elizabeth "Jake" Feinler created the first internet directory, ARPANET, alongside mostly female staff. By the early 1970s, they'd put together the first WHOIS directory of web domain ownership. Feinler suggested categorizing domains by where the computer was, like .edu domains for educational institutions. Women who built new audiences for technology Organizing, building relationships and human factors – often thought of as female traits – are critical in computing projects' success and creating demand for new services. Joan Ball set up the first computer-aided dating service in 1964. In 1988, Stacy Horn started a community in New York, the East Coast Hang Out (ECHO,) where users could chat online. Game designer Brenda Laurel's research showed girls wanted to play more interactive character computer games. In the 1990s, her company Purple Moon developed a best-selling game series inspired by that research. In the 1970s, Joan Margaret Winters researched how software should consider human factors for IBM's SHARE project. When you see the iconic trash symbol on your Apple Mac, thank Susan Kare. She worked with Steve Jobs to design its original icons. Today's influencers for women in cybersecurity When young people see people who look like them succeed in a career, they're more likely to choose it. For women considering going into cybersecurity, there's no shortage of inspiration. Parisa Tabriz, the self-styled "Security Princess" (official title: Director of Engineering,) runs Google's security testing labs. Eva Galperin, Director of Cybersecurity at Electronic Freedom Foundation (EFF,) fights for digital privacy, security and civil liberties. Eva Galperin helps women secure their devices against stalkers and spying ex-partners. Rebecca Bace's threat intrusion detection work at the US National Security Agency contributed to famous hacker Kevin Mitnick's arrest. The cybersecurity community nicknamed her 'Den Mother' for her vital mentorship and advice and posthumously inducted her into the 2019 Cyber Security Hall of Fame. Dr. Anne-Marie Imafidon MBE creates skills training and certification to encourage young women to pursue cyber careers through her company Stemettes. Jane Frankland, security entrepreneur and author of InSecurity: Why a failure to attract and retain women in cybersecurity is making us all less safe, helps the C-Suite (senior management) attract and retain women in cybersecurity. Attracting and retaining more women in IT careers In the UK, the proportion of women in IT has stayed at 16 percent for the past decade. But in many countries, such as those in Central Asia, women make up nearly half of the IT workforce. It's the gender-equality paradox: In countries with less gender equality, educated women seek careers with more income security, while in countries with better gender equality, women avoid careers said to discriminate against women. There are green shoots of progress. Kaspersky's 2021 Women in tech report surveyed women in four global regions. Encouragingly, 57 percent say gender equality is improving in their organization. Despite this, 44 percent think male colleagues progress faster. COVID-19 has brought one step forward: 1 in 2 think remote working has improved gender equality – but 60 percent say they're now doing "most" of the housework and homeschooling. In the report, Dr. Ronda Zelezny-Green, Co-Founder and Director of Panoply Digital, says change is slow because "too much activity around gender equality in IT focuses on one-off gimmicks and band-aid solutions that can be spotlighted in the press, instead of focusing on female employees and actions that will make a sustained difference in their professional lives." Dr. Zelezny-Green thinks we should entice more women into the industry by creating new products and services for women. Widely-reported diversity problems with Artificial intelligence (AI) could be seen as an opportunity: "There's huge potential in telling the stories of Timnit Gebreu and Joy Buolamwini, black women leading the charge for more ethical and inclusive AI design. These stories make inroads in IT and tech roles where women are currently underrepresented." In a prosperous future, we won't need to ask, "Is cyber a man's world?" or "Where are the women in cyber?" They're not hiding under the desk. They're making change, but in another industry. We're on the right path, but it's a long journey ahead. With more women, we can better create products that represent users and benefit from a gender-equal computing industry.
by Innovating leaders.
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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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