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Cybersecurity: Is it Time To Change Our Mindset?

Mark Testoni

For years, the standard approach to cybersecurity has been to build bigger and bigger walls to “keep the bad guys out.” But as the threat of cybercrime has evolved over time, this approach alone is not enough. Here, we look at the growing cybersecurity challenge and key imperatives facing CIOs.

As the Internet has pervaded all aspects of business and personal life, so has the list of cyber threats that could impact your enterprise. It’s not just rival companies looking to steal ideas. Currently an attack on your network could come from a wide range of sources. Your company could find itself under siege from organized crime, terrorist groups, and even foreign governments.

State and commercial interests are merging, with the networks of private companies now seen as key targets when countries are in conflict. For this reason, many corporations are adopting the same cybersecurity strategies as our national security organizations.

The enemy within

A data breach event could potentially cost millions of dollars, leaving your corporate reputation in ruins. With so much at stake, how do you protect your organization and its intellectual property from all attacks?

This is the challenge. Technological developments have moved so fast in recent years that few networks could ever claim to be 100% impenetrable. And as fast as IT security experts establish barriers to their systems, technologically advanced hackers find ways around them.

Rapid detection, agile response

So, how can commercial companies respond to the evolving cyber threat?

What we need is an entirely new mindset when it comes to cybersecurity. We should assume that hackers can and will access our networks. To complement the evolution of perimeter defenses, we need to shift our focus to detecting and acting on attacks as quickly as possible.

If this approach is to be successful, speed is essential. It is not enough to look in the rear-view mirror to understand what happened yesterday. We need a “front windshield view” to analyze, understand, and respond to threats as they occur.

Revolutionary new approach

With traditional computing approaches, companies simply cannot react fast enough to respond effectively to cyber attacks as they take place. These companies are often only able to determine that a cyber attack has already occurred and attempt to limit the damage to their operations and customers. The prevalence of this can be seen in the number of companies issuing reports about data breaches and offering credit monitoring to their compromised customers. Companies need a way to detect attacks as they are happening, and before the attacker has an opportunity to cause damage.

Sophisticated in-memory computing solutions are enabling this revolution in the way we approach cybersecurity. In an environment where there will never be one, single cyber-product answer, we need to bring the best of all worlds together in an integrated, high-performance manner. For example, with our strategic partners SS8, ThreatConnect, and Babel Street, we are leveraging SAP HANA as a high-performance hub to integrate real-time cyber-situational awareness and threat context. This enables the enterprise to understand the threat, find it, and act on it in real time.

This high-performance computing platform can achieve speeds many thousands of times faster than traditional data architectures. This enables the processing of huge data sets in seconds rather than days and allows analysis at true cyber speed. Companies using this capability can detect and stop cyber attacks while they are underway and before their data can be compromised.

Setting priorities

From the outset, we need to understand that breaches are possible and not all targets can be protected equally. Instead we must identify the high-value targets that are most likely to be attacked and prioritize the areas where a security breach would be most damaging.

For example, finance operations and critical infrastructure are key for most organizations. In addition, personal information is a high-value commodity that cyber criminals are increasingly targeting.

Managing security risk

The Internet has given us the greatest opportunity for economic expansion since the Industrial Revolution. And when you consider the fact that e-commerce accounts for trillions of dollars each year, losses due to security breaches seem minimal.

However, cyber crime is evolving and the threat is growing.

There is no absolute solution or quick fix. The imperative for CIOs is to deploy their available resources effectively to close the aperture of risk as much as possible, and re-evaluate their strategy on an ongoing basis. They need solutions with speed to detect and stop attacks while they are underway. And they must use the latest in-memory technology innovations to stay one step ahead of the cyber criminals.

Threats to your organization can come in many forms, including Supply Chain Fraud: Theft That’s Hidden in Plain Sight.

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Mark Testoni

About Mark Testoni

Mark Testoni is president and chief executive of SAP NS2. He is one of the nation’s leading experts in the application of information technology to solve problems in government and industry, especially in the U.S. national security space. With more than 15 years of IT industry experience, 20 years in the U.S. Air Force, and 30 years of public sector management experience, Testoni is a sought-after business strategist and thought leader, with a proven record of rebuilding under-performing organizations and converting visionary ideas into reality. record of rebuilding under-performing organizations and converting visionary ideas into reality.

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CIO , cybersecurity

Engaging Digital Experiences: The Key To App Adoption

Eric Solberg

Building a technically perfect application that no one uses is a hard lesson for an IT team. It’s not good enough to have applications that are robust, secure, and scalable; applications must also be useful. For an enterprise application to maximize user adoption and establish long-term success, IT must deliver an end-user experience similar to those found in consumer applications. User-centered design practices are ideal for delivering modern and engaging user experiences (UX) at the enterprise level. While the term UX has been around for years, the concept of “digital experience” has evolved over the past year with the advancement and consolidation of UX, design, mobility, collaboration, and content services in the cloud.

Application designers strive to create a digital experience that leaves users feeling connected to an organization. Whether an application provider is a startup, a small business, or a large enterprise, when an effective and engaging UX is embraced, users develop trust in the brand.

Every enterprise IT department is an application provider. Every interaction between an enterprise and an employee, business partner, or end user has the potential to generate revenue, decrease costs, and achieve strategic business goals. Improperly designed, these digital experiences can also lead to dissatisfaction, inefficiency, and increased costs. When complex applications add friction to tasks that drive your business, users will either stop using the application or use it in an unproductive way.

Business end users have come to expect a superior UX, and enterprise designers have few excuses for not getting it right.

How to improve the digital experience

Ensuring that solutions are mobile-enabled is key for an improved digital experience. Simple, task-oriented applications are a good place to start for mobile enablement as they demonstrate quick value to a wide segment of enterprise users. These applications usually need to run on multiple mobile devices and tend to favor prebuilt apps, micro-apps, and hybrid app architectures that leverage HTML5 and responsive design. Some organizations prefer to focus on fully mobile-enabling a specific process or job function by designing and building rich and sophisticated applications from the ground up.

Desktop digital experiences can easily be optimized by applying a modern-styled rendering layer – that leverages Web or mobile delivery – over classic user interface (UI) technologies. Cloud-based enterprise portal and content management services can also modernize the enterprise UX for both internal and external users. A modern enterprise portal provides one-stop access to updated and new applications, and composite or mash-up applications that orchestrate interactions with core enterprise processes in new ways. It is a much leaner and more flexible portal approach than the monolithic employee portals familiar to many enterprise users.

A digital experience that combines mobile, portal, and other channels of engagement places the focus on the long-term customer relationship as opposed to one transactional interaction. Add in Big Data and machine learning technologies, and a highly contextualized digital experience can be achieved to meet user needs and expectations.

A digital experience that incrementally engages with a user across devices and locations often incorporates information collected from connected devices (IoT), allowing for seamless integration between people and machines. Digital experiences may also leverage new channels and modes of interaction, including automated chat bots and virtual private assistants that augment or completely replace traditional application interactions.

An effective strategy for application innovation places the user at the center to deliver a superior digital experience across multiple mobile, portal, and IoT channels. To achieve this strategy, every organization requires an agile platform that facilitates innovation by providing tools and services that fully support iterative and collaborative design, development, test, deployment, and measurement phases of your application lifecycle. This agile platform is known as the cloud platform.

The creation of innovative and useful cloud applications is about more than providing users with an engaging digital experience. It’s about redefining the role of IT to treat every enterprise business process interaction as an opportunity to exceed user expectations and to grow the brand value of your organization.

For more on digital experience, visit SAP Cloud Platform.

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Eric Solberg

About Eric Solberg

Eric Solberg is a product manager for the SAP User Experience Platform and has been with SAP for about 12 years, delivering platform technologies. Eric has 20+ years of industry experience as a full-stack developer, software architect, development manager, and technology leader from startups to leading enterprise software companies prior to joining SAP. Eric got his start in Southern California, then moved to Silicon Valley as the Internet was exploding on the scene in the late 90s. Outside of work, Eric is a passionate hobbyist in the maker community - tinkering with anything that involves cool technology, and enjoys home wine making and gourmet cooking.

Machine Learning: Man Vs. Machine Or Man + Machine?

Jean Loh

Part 1 of a 2-part series

Is there one term to describe the fantastic machines and infinite computing power built around the cloud, innovative chips, and semiconductors already in use by a growing number of companies?

“Artificial intelligence (AI) technology,” according to SAP’s senior director of advanced analytics, Chandran Saravana, on Coffee Break with Game Changers Radio, presented by SAP on May 3, 2017.

He and SAP’s senior director of Big Data initiatives, David Jonker, joined producer/moderator Bonnie D. Graham (follow on Twitter: @SAPRadio and #SAPRadio) for a lively discussion on “Machine Learning: Man vs. Machine Or Man + Machine?”

Chandran observed, “Businesses are already relying heavily on this level of AI. We’re at the top level right now. But when it comes to machine learning, you have to bridge a big gap to teach the machines how to learn – so machines can become smarter every day.”

New to the term machine learning? It describes a computer science subfield that analyzes algorithms iteratively to find hidden insights, but without being explicitly told where to look. Examples include Google’s self-driving car, Facebook’s personalized news feeds, and Amazon’s pushing relevant purchase recommendations to customers. An upcoming use case comes from financial services, where companies are combining this technology with linguistic-rule creation to detect and prevent fraud.

Machine learning offers a range of applications across every industry and line of business, from HR and marketing to finance, with use cases reflecting who you are and your mindset.

Will these innovations result in a world of man versus machine or man plus machines?

Looking back in time

David added historical perspective. “In the 18th century, machines were seen by many skeptics as taking over the world. At that time, the focus was on man plus machine, not man versus machine, but people were worried nonetheless. Of course, we can see today the dramatic, positive, impact this advancement had on our society, economy, and personal wealth in the Western world. I am a proponent of machine learning in a person-plus-machines future.”

Chandran noted the importance of adding the human quality of empathy when designing end-user experiences of a product, service, or point of interaction. “Machines can do many things, but there are always disproportionate capabilities when it comes to people. We [humans] have the cognitive abilities to think and respond to certain types of emotions. Whether you’re selling a product or service, customers are key,” he continued.

David pointed out that human brains have difficulty correlating a particular observation when assessing massive volumes of data. “This is where the machine can help the human to become smarter. You leverage the machines to understand this data, learn from it, and help humans make a better version of it.”

Call to action: embrace and adapt to machine learning

Given the pace of business, people need a machine to perform deep analysis. David acknowledged, “Machine learning can assist the human, coming back to that whole idea of person plus machine. When we talk about enabling the intelligent enterprise, it’s that combination that’s going to be so fundamental to building the future.”

But we first need a better understanding of how to manage and leverage Big Data. Chandran said, “Teaching these machines how to learn requires a lot of skills sets, such as those of data scientists and machine-learning architects and specialists.” Universities and other educational institutions are developing programs and expertise to bridge this gap.

The future of the workforce?

David observed that much of the current workforce will need to be “retooled” to take on machine learning. “An adjustment needs to happen in the workforce. The challenge is acquiring specialized skills sets and a background in science, technology, engineering, or math (STEM) … it’s a huge opportunity.”

“Machine learning capabilities need to be extended to a variety of users in the enterprise, not just the data scientist role,” advised Chandran. “Those without a STEM background need the right tools to leverage machine learning to gain the insights to build a simple, predictive model.”

David concluded, “Machine learning isn’t about theorizing in an ivory tower. It’s about empirically looking at data, inferring insights, and reflecting on it in a way that humans typically do not. If they can’t figure out how to move things across the business, organizations will not reap the full benefits of machine learning.”

As in the Industrial Revolution, the companies and pioneers who can rethink their business in fundamentally new ways will thrive.

Learn more

Listen to Coffee Break with Game-Changers Radio: “Machine Learning Trends – Part 1: Enabling the Intelligent Enterprise” on demand.

Automation is the top priority for global business organizations that want to drive costs down. Join Randy Garrison of SAP and Weston Jones of Ernst & Young, LLP on July 17 at 1 p.m. EDT to understand what robotic process automation can offer you today and in the future. Register now!

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Jean Loh

About Jean Loh

Jean Loh is the director, Global Audience Marketing at SAP. She is an experienced marketing and communication professional, currently responsible for developing thought leadership content that is unbiased and audience-led while addressing market challenges to illuminate and solve the unmet needs of CFOs, CIOs, and the wider global finance and IT audience.

Taking Learning Back to School

Dan Wellers

 

Denmark spends most GDP on labor market programs at 3.3%.
The U.S. spends only 0.1% of it’s GDP on adult education and workforce retraining.
The number of post-secondary vocational and training institutions in China more than doubled from 2000 to 2014.
47% of U.S. jobs are at risk for automation.

Our overarching approach to education is top down, inflexible, and front loaded in life, and does not encourage collaboration.

Smartphone apps that gamify learning or deliver lessons in small bits of free time can be effective tools for teaching. However, they don’t address the more pressing issue that the future is digital and those whose skills are outmoded will be left behind.

Many companies have a history of effective partnerships with local schools to expand their talent pool, but these efforts are not designed to change overall systems of learning.


The Question We Must Answer

What will we do when digitization, automation, and artificial intelligence eject vast numbers of people from their current jobs, and they lack the skills needed to find new ones?

Solutions could include:

  • National and multinational adult education programs
  • Greater investment in technical and vocational schools
  • Increased emphasis on apprenticeships
  • Tax incentives for initiatives proven to close skills gaps

We need a broad, systemic approach that breaks businesses, schools, governments, and other organizations that target adult learners out of their silos so they can work together. Chief learning officers (CLOs) can spearhead this approach by working together to create goals, benchmarks, and strategy.

Advancing the field of learning will help every business compete in an increasingly global economy with a tight market for skills. More than this, it will mitigate the workplace risks and challenges inherent in the digital economy, thus positively influencing the future of business itself.


Download the executive brief Taking Learning Back to School.


Read the full article The Future of Learning – Keeping up With The Digital Economy

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Dan Wellers

About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

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Why Millennials Quit: Understanding A New Workforce

Shelly Kramer

Millennials are like mobile devices: they’re everywhere. You can’t visit a coffee shop without encountering both in large numbers. But after all, who doesn’t like a little caffeine with their connectivity? The point is that you should be paying attention to millennials now more than ever because they have surpassed Boomers and Gen-Xers as the largest generation.

Unfortunately for the workforce, they’re also the generation most likely to quit. Let’s examine a new report that sheds some light on exactly why that is—and what you can do to keep millennial employees working for you longer.

New workforce, new values

Deloitte found that two out of three millennials are expected to leave their current jobs by 2020. The survey also found that a staggering one in four would probably move on in the next year alone.

If you’re a business owner, consider putting four of your millennial employees in a room. Take a look around—one of them will be gone next year. Besides their skills and contributions, you’ve also lost time and resources spent by onboarding and training those employees—a very costly process. According to a new report from XYZ University, turnover costs U.S. companies a whopping $30.5 billion annually.

Let’s take a step back and look at this new workforce with new priorities and values.

Everything about millennials is different, from how to market to them as consumers to how you treat them as employees. The catalyst for this shift is the difference in what they value most. Millennials grew up with technology at their fingertips and are the most highly educated generation to date. Many have delayed marriage and/or parenthood in favor of pursuing their careers, which aren’t always about having a great paycheck (although that helps). Instead, it may be more that the core values of your business (like sustainability, for example) or its mission are the reasons that millennials stick around at the same job or look for opportunities elsewhere. Consider this: How invested are they in their work? Are they bored? What does their work/life balance look like? Do they have advancement opportunities?

Ping-pong tables and bringing your dog to work might be trendy, but they aren’t the solution to retaining a millennial workforce. So why exactly are they quitting? Let’s take a look at the data.

Millennials’ common reasons for quitting

In order to gain more insight into the problem of millennial turnover, XYZ University surveyed more than 500 respondents between the ages of 21 and 34 years old. There was a good mix of men and women, college grads versus high school grads, and entry-level employees versus managers. We’re all dying to know: Why did they quit? Here are the most popular reasons, some in their own words:

  • Millennials are risk-takers. XYZ University attributes this affection for risk taking with the fact that millennials essentially came of age during the recession. Surveyed millennials reported this experience made them wary of spending decades working at one company only to be potentially laid off.
  • They are focused on education. More than one-third of millennials hold college degrees. Those seeking advanced degrees can find themselves struggling to finish school while holding down a job, necessitating odd hours or more than one part-time gig. As a whole, this generation is entering the job market later, with higher degrees and higher debt.
  • They don’t want just any job—they want one that fits. In an age where both startups and seasoned companies are enjoying success, there is no shortage of job opportunities. As such, they’re often looking for one that suits their identity and their goals, not just the one that comes up first in an online search. Interestingly, job fit is often prioritized over job pay for millennials. Don’t forget, if they have to start their own company, they will—the average age for millennial entrepreneurs is 27.
  • They want skills that make them competitive. Many millennials enjoy the challenge that accompanies competition, so wearing many hats at a position is actually a good thing. One millennial journalist who used to work at Forbes reported that millennials want to learn by “being in the trenches, and doing it alongside the people who do it best.”
  • They want to do something that matters. Millennials have grown up with change, both good and bad, so they’re unafraid of making changes in their own lives to pursue careers that align with their desire to make a difference.
  • They prefer flexibility. Technology today means it’s possible to work from essentially anywhere that has an Internet connection, so many millennials expect at least some level of flexibility when it comes to their employer. Working remotely all of the time isn’t feasible for every situation, of course, but millennials expect companies to be flexible enough to allow them to occasionally dictate their own schedules. If they have no say in their workday, that’s a red flag.
  • They’ve got skills—and they want to use them. In the words of a 24-year-old designer, millennials “don’t need to print copies all day.” Many have paid (or are in the midst of paying) for their own education, and they’re ready and willing to put it to work. Most would prefer you leave the smaller tasks to the interns.
  • They got a better offer. Thirty-five percent of respondents to XYZ’s survey said they quit a previous job because they received a better opportunity. That makes sense, especially as recruiting is made simpler by technology. (Hello, LinkedIn.)
  • They seek mentors. Millennials are used to being supervised, as many were raised by what have been dubbed as “helicopter parents.” Receiving support from those in charge is the norm, not the anomaly, for this generation, and they expect that in the workplace, too.

Note that it’s not just XYZ University making this final point about the importance of mentoring. Consider Figures 1 and 2 from Deloitte, proving that millennials with worthwhile mentors report high satisfaction rates in other areas, such as personal development. As you can see, this can trickle down into employee satisfaction and ultimately result in higher retention numbers.

Millennials and Mentors
Figure 1. Source: Deloitte


Figure 2. Source: Deloitte

Failure to . . .

No, not communicate—I would say “engage.” On second thought, communication plays a role in that, too. (Who would have thought “Cool Hand Luke” would be applicable to this conversation?)

Data from a recent Gallup poll reiterates that millennials are “job-hoppers,” also pointing out that most of them—71 percent, to be exact—are either not engaged in or are actively disengaged from the workplace. That’s a striking number, but businesses aren’t without hope. That same Gallup poll found that millennials who reported they are engaged at work were 26 percent less likely than their disengaged counterparts to consider switching jobs, even with a raise of up to 20 percent. That’s huge. Furthermore, if the market improves in the next year, those engaged millennial employees are 64 percent less likely to job-hop than those who report feeling actively disengaged.

What’s next?

I’ve covered a lot in this discussion, but here’s what I hope you will take away: Millennials comprise a majority of the workforce, but they’re changing how you should look at hiring, recruiting, and retention as a whole. What matters to millennials matters to your other generations of employees, too. Mentoring, compensation, flexibility, and engagement have always been important, but thanks to the vocal millennial generation, we’re just now learning exactly how much.

What has been your experience with millennials and turnover? Are you a millennial who has recently left a job or are currently looking for a new position? If so, what are you missing from your current employer, and what are you looking for in a prospective one? Alternatively, if you’re reading this from a company perspective, how do you think your organization stacks up in the hearts and minds of your millennial employees? Do you have plans to do anything differently? I’d love to hear your thoughts.

For more insight on millennials and the workforce, see Multigenerational Workforce? Collaboration Tech Is The Key To Success.

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