Posted on

ECSO’s Luigi Rebuffi: Bridging the Gap In Trust and Talents Within Cybersecurity

The impact that COVID-19 has had on cybersecurity has shown how much work businesses still need to do when dealing with cyber threats. From attacks such as the SolarWinds hack, there is a need for CISOs to build awareness, prevention, and security practices into their organization’s culture.

As the Secretary-General and Founder of the European Cyber Security Organisation (ECSO), Luigi Rebuffi shares with us his insights on the role of Public-Private Partnerships (PPP) in digital security, the challenges that come with it, and how organizations are bridging the talent gap within cybersecurity.

 

Understanding The Role of Public-Private Partnerships in Digital Security

Private-Public Partnerships (PPP) in cybersecurity continue to be a necessity for both the government and the private sector to overcome the increase in cyber threats. While PPPs can serve as a foundation for effective critical infrastructure security and resilience strategies, there is still a need for clarity from both sides.

Rebuffi highlights how cooperation will be key in setting up an effective relationship between the government and businesses to effectively use PPP in cybersecurity.

 

How can PPP be used effectively for both the private and public sectors to overcome digital threats?

 

When looking at a public-private partnership, the traditional relationship in the private sector gives information to the public sector, which will then assess the situation and give guidance on how to solve the crisis.

However, a more dynamic cooperation must be continuously built up in order to be ready and react rapidly in an efficient partnership in case of a crisis. That is what we’re trying to set up with ECSO, since 2016, where there is full cooperation in different elements of the cybersecurity ecosystem.

Cooperation with the public for policy and legislation to give certain advice and standards, certifications, investments, discussion on the cyber threats, and what are the cyber threats that the private sector is facing every day, not only during the crisis periods.

And the cooperation should not only be about overcoming the crisis but also about how you support the companies, including SMEs and startups through education training in the development of certain innovative technologies and services.

It is a full spectrum of cooperation. Not just a quick fix in the case of a crisis, like the SolarWind attack. And we need to change that, to have that full public-private cooperation across different ecosystems. It is a bilateral relationship, not just a transfer of information.

 

Establishing Trust and Overcoming the Challenges In Public-Private Partnerships

The creation of the PPP was meant to improve the collaboration between private stakeholders and the public agency for Information Sharing. However, establishing trust has always been the biggest barrier for many businesses to engage in PPP.

Rebuffi reiterates the point that the key foundation in building a solid bridge between the private and the public sector will be on CISOs to build trust while overcoming the challenges that come with incorporating PPP within their organization.

 

What can organizations do to foster trust and improve the relationship between the public and private sector and bridge the gap in PPP?

 

Trust is not easy to build, especially in this period characterized by COVID-19. Establishing trust via remote connection is not an easy task, especially when you are working on sensitive matters such as cyber security. You need a kind of bottom-up approach where you first build up trust in your sector.

For example, if you are in the private sector, it is easier to build up trust with the people that you know, the people who are around you, in your region, in your country, and your sector. So you build trust from the bottom up.

The problem then is to see how you can link with other sectors or from other countries.

 

What challenges does the CISO face in establishing and nurturing PPP within their organization?

 

CISOs are still struggling because they are still trying to convince their management of the importance of cybersecurity, IT systems, and the investments needed. It is something that I imagine will be exacerbated by the acceleration of the digital transformation due to COVID-19.

The challenge will be more pushed towards getting the system working to have better control of data so that when we talk about digital sovereignty, we can think about better control of data. Looking ahead to cybersecurity trends in 2024, CISOs will likely encounter evolving challenges in managing these aspects, necessitating even more robust and forward-thinking strategies. They will need to stay abreast of the latest developments and adapt to the rapidly changing cyber landscape. And CISOs who are dealing with security, sensitive applications, and services, would need trusted and reliable supply chains.

So, on one end, they have to overcome the skepticism within their organization while finding resources to “feed” their systems correctly and find trust in reliable solutions. Of course, there’s also the problem of educating employees, as the human factor is also non-negligible.

 

Fostering Talent to Bridge The Cybersecurity Skill Gap

With cybersecurity becoming an integral part of an organization’s business strategy, the demand for talent has grown significantly as well. However, the number of skilled and qualified workers is still well below the demand, with gender balance still being a major issue.

Rebuffi continues to advocate for more gender balance in cybersecurity through the Women4Cyber Foundation and highlights how CISO and IT leaders can still help nurture an environment for building talents in cybersecurity.

 

How can IT leaders and CISOs attract, retain, or build cybersecurity talents within their organization?

 

CISOs, IT leaders, and I would also say human resources, have to show to the talents that they have the opportunity in this cybersecurity domain for a structured and well-paid career.

Some people are interested in working in cybersecurity as it is a career that is evolving continuously. You keep learn and you face challenges in a very dynamic environment while somehow contributing to the growth of the society or organization. But talents want to be properly compensated and want to see a path in their career.

And of course, IT leaders and CISOs have to show their employees that they can give adequate education and training to those who want and are looking to transition from a traditional job to one that is more linked to the digital sector due to the digital transformation.

 

How have initiatives such as Women4Cyber helped in fostering cybersecurity talents?

 

We are at the beginning stages with Women4Cyber, which is growing like a strong wave, and now we see the creation of national chapters across Europe. We are starting to see that people want to cooperate with different activities, support inclusion, and increase the participation of women in cybersecurity.

And this is important to us because we cannot exclude 50% of the population from the talent pool simply because they are women, and businesses are slowly learning that and trying to be better.

I will say that we are seeing smaller companies, like IT startups, and larger companies awakening and looking for experts, as well as hiring more women. But as I said, the movement is a strong wave that will come up and businesses have to realize that we desperately need people and they need to support that.

Posted on

The Retail Landscape in 2022: What’s in Store?

Consumer shopping habits have changed drastically in the past two years. Retailers from all business environments transformed to accommodate fluctuating customer expectations. The adoption of retail tech has also increased among brands to not only survive but thrive during these uncertain times. As the year comes to a close, what key retail trends are expected in 2022?  

 

Shifting Consumer Priorities and Habits 

Customer personalization 

According to Gregory Ng, CEO of Brooks Bell, today’s customers want to connect with their favorite brands smoothly on their own time. As more retailers provide an omnichannel experience, customers expect to receive quick, responsive, and personalized engagements throughout their buying journey. Several initiatives brands have taken include offering personalized product recommendations based on previous purchases, designing quizzes to ensure the product is tailored to individual customer needs, and gifting customers coupons during their birthday month. Whether retailers have a presence online, in-store, or both, a personalized shopping experience yields positive results. A study by Boston Consulting Group found that customers who experienced high personalization were 110% more likely to add more items to their carts and gave higher net promoter scores.  

Sustainability

Results from PwC’s December 2021 Global Consumer Insights Pulse Survey shed light on the increasing influence of sustainability on purchasing decisions. Consumers have become more eco-friendly compared to six months ago, and 51% of respondents take sustainability into consideration when buying a product, alongside pricing and convenience. Retailers are responding accordingly, introducing greener products, processes, and services. At Systembolaget, more organic products in climate-smart packaging are on their shelves due to customer demand. “It is about designing your channel and products in the most sustainable way and thinking it through from start to finish,” says Systembolaget CEO, Magdalena Gerger. A growing number of companies, from fashion to furniture, are also embracing the circular economy to reduce waste and extend product lifecycles.  

Smartphone shopping

Smartphones have made the online shopping experience seamless, accessible, and convenient. In PwC’s December 2021 Global Consumer Insights Pulse Survey, 41% of respondents state that they shop daily or weekly on their smartphones. For e-commerce sites and retailers, websites and apps are their shopfronts and they need to be mobile-friendly to boost sales and engagement. As smartphone usage is high among consumers, retailers must rewire their marketing efforts for the highest visibility in a mobile environment.  

 
Seize networking opportunities with Europe’s top retail leaders at IndustryForum Retail in the Netherlands.
 

Rethinking Retail Marketing Strategies 

An optichannel approach

Retailers who want to elevate customer experience levels should consider an optichannel strategy. By enhancing existing omnichannel marketing with statistics and user insights, retailers have a strong framework to improve automation, resource allocation, and communication with customers. The transformation from omnichannel to optichannel can be made possible with immediate steps such as mapping out customer journeys, quickening social media response time, and repurposing content.  

Customer data utilization

The more consumer data retailers collect, the better it is for business. But where should brands draw the line? Data privacy and protection must always be a priority for retailers and they need to strike a balance between collecting the data needed and making customers feel safe. However, finding this balance may be challenging with Google’s decision to end third-party cookies by 2023 and Apple’s new privacy policies. Retailers will now have to find creative ways to collect and leverage first-party data for marketing purposes.  

 
Join now: Learn about the newest tech in retail at our exclusive events, StrategyForum Retail and E-commerce in Denmark and European StrategyForum Retail in the Netherlands.
 

2022 Technology Trends in Retail 

AR and VR 

Augmented and virtual reality technologies provided solutions to create in-person shopping experiences during a time when customers preferred not to leave their homes. Fashion and beauty retailers were quick to adopt AR and VR, allowing customers to virtually try on their products before buying. Earlier this year, H&Mbeyond announced their collaboration with NeXR Technologies to develop a virtual fitting room. A personal avatar of a customer is created with the help of body scanning, giving them the freedom to adorn their avatars in different outfit combinations on an app before committing to a purchase. Virtual fitting rooms have the potential to increase online conversion rates and reduce returns. 

Sensor technology

The ubiquity of smartphones has paved the way for sensor technology in retail. This technology is a game changer for physical retailers where consumer data collection is slower than their e-commerce competitors. With sensor technology, physical retailers can gain valuable customer information to enhance experiences and improve marketing efforts. For instance, scan & go apps allow customers to purchase and pay for items on their mobile phones, making their shopping trips fast and secure. Retailers can also install sensor technology inside store floors to track customer paths and determine the most-visited aisles and shelves.  

Headless commerce  

This system gives brands the flexibility to build composable and customizable applications to fulfill their customers’ needs. Companies that embrace headless commerce can launch and optimize new updates quickly as the front-end and back-end of an application are separated. Furthermore, headless commerce ensures the compatibility of a brand’s website across all viewing formats and devices. Even without a huge budget and experienced development teams, companies can utilize these headless commerce solutions to modernize their shopping platforms.

 

As the retail and e-commerce space gets more crowded, brands have to consistently find innovative ways to stand out and remain profitable. Leveraging the right technology and strengthening customer relationships are the building blocks for a resilient and sustainable retail business.  

Posted on

Siemens Mobility’s Bernhard Karollus: Mobilizing Digital Change Towards Hybrid Work Culture

At the heart of hybrid work culture and digital transformation in IT, CIOs play a pivotal role in nurturing these initiatives to ensure their organizations maintain consistent business growth in a volatile market. From data and analytics to cyber security and more, the CIO will push the Digital Strategy of organizations to the next level. 

As the Head of Regional IT EMEA2 for Siemens Mobility Austria, Bernhard Karollus shares with us his insights on digital transformations, post-pandemic growth, and the key technologies for organizations making the shift towards new work environments.

 
Want more insights from Bernhard Karollus? Join him and many other industry leaders in Management Events’ 600Minutes Executive IT event in Austria.
 

The Transition Towards Digital Transformation

Digital transformation and change culture continue to be the main focus for IT leaders across industries. The pandemic has shown that organizations that are agile enough to incorporate digital strategies while prioritizing flexibility will be the ones that survive.

For Bernhard, however, identifying the challenges shouldn’t be the focus. Instead, keeping the organizations focused on the big picture while understanding what it means to embrace change culture should be the priority of CIOs.

 

What remains as major challenges for companies in achieving digital transformation? How do you, and Siemens Mobility, approach these challenges?

 

Defining remaining challenges would mean we know a target state. I perceive this approach as wrong. We are playing the infinite game, tackling the challenges of today, realizing there are new ones just around the corner.

As part of Siemens, we are concentrating on the platform economy and digital ecosystems when looking at the very broad picture.

 

Are organizations still resistant to change? What can those in IT leadership roles do to nurture the culture of change?

 

Tough cookie, because there is no general response to this question. There is a wide range of positions towards change even within single organizations. 

Avoiding the view and prejudices of one’s own IT bubble helps to understand the pace that a specific organization can take when going through massive change. As a permanent activity, I like the approach of small life hacks to nudge diverse parts of the organization and single employees to embrace change.

 

New Work Culture and Hybrid Environments 

With over 60% of companies allowing or incentivizing remote work, it’s clear that the home office is here to stay. While there are still challenges in complete remote working, the idea of hybrid working culture is an area in which IT leaders need to consider seriously.

However, the transition towards new work culture comes with its unique pitfalls, and Karollus outlines the challenges and how Siemens Mobility approached the idea of a hybrid workplace environment.

 

What are the pitfalls the CIOs should be aware of when transitioning into and implementing new work cultures?

 

When the pandemic started, the challenge for IT was to act quickly and provide technology solutions. Implementing new work cultures is a different corporate challenge with employees and a complex mix of stakeholders involved.

Technology is part of the solution but considering the digital dexterity of your workforce, resistance to change, and close attention to the interests of other stakeholders should be carefully considered.

 

What was Siemens Mobility’s approach toward a hybrid workplace environment?

 

We are using a holistic new normal approach with our HR, real estate, IT, and EHS departments joining forces to provide a wide variety of components building the hybrid work environment of the future. It all started with top management attention when our CEO announced 3 of 5 days working outside of the office wherever legally possible. 

What should I add? Tone from the top plus all relevant organizational units working together simply is a successful approach.

 

Incorporating Emerging Tech and Modern CIO Traits

The journey towards a hybrid working world will require IT leaders to work hard to build and maintain team dynamics. At the same time, investing in tools that will help further strengthen their business strategy can go a long in establishing a solid foundation for a successful new landscape of work

From initiating small-scale PoCs to encouraging the adoption of emerging technologies, Bernhard shares his insights on how Siemens Mobility faced these challenges and what other IT leaders need to be aware of in their journey towards a new working world.

 

What are the key investments in emerging technologies that companies need to focus on in the transition towards hybrid work culture?

 

Companies should derive their investment focus from their business strategy using tools like technology radars and core technology definitions. Gladly, many technologies can be tested in small-scale PoCs or garage projects when looking further down the horizon, while others looking at industry or topic leaders can provide guidance.

There is only a very limited technology scope that Siemens in general is not active in when it comes to digitalization. Siemens Mobility is part of the Siemens innovation ecosystem and has defined corporate core technologies. 

 

What are the strategies for IT leaders to encourage team growth and collaboration while maintaining talent wellbeing in a hybrid environment?

 

There was never something like a one-fits-all solution in the productivity/wellbeing equilibrium. Even less, when it comes to growth and collaboration. Especially as managers of managers, IT leaders, in my opinion, are well-advised to be members or partners to decisions that influence the large picture of the new work environment, actively shaping it.

At the same time coaching your direct reports openly and inclusively, while carefully optimizing team structure will shape teams that grow and collaborate in a good way. 

A word of warning: all the teams within one’s organization are different, there can be conflicts between different areas of responsibility due to the more and more individual approach of leaders. These need to be sensitively managed or avoided.

 

Finally, in the post-pandemic world, what are the traits that CIOs and IT leaders should possess to lead the workforce and the overall organization’ into the new working world?

 

Closeness to all business and support functions units is key for sure. Being open and having a team that is open to challenges from whatever topic field will not only allow to lead the workforce into the new working world but also one’s organization.

And finally, nothing told us as the pandemic did, that continuous learning is key to overcoming the challenges from permanent change.