Connect with us

Featured

Cybersecurity is everyone’s biz

Published

on

Now more than ever before, businesses need to offer exciting opportunities to boost employee productivity, creativity, and engagement, but they cannot be at the expense of security, writes BRENDAN MCARAVEY, Country Manager at Citrix South Africa.

The future of work very much revolves around the future of security. New ways of working offer exciting opportunities to boost employee productivity, creativity, and engagement, but they can’t come at the expense of security. The work force in today’s businesses is predominantly young, and according to a Citrix commissioned study carried out by Opinium in 2016, younger people aged 18 – 34 are more willing to store private data on their computers when compared to their older counterparts.

Led by this younger generation in the work space, the practices that are already shaping the future of work like —BYOD, unprecedented mobility, any-network access, employee-centric experiences, have the potential of increasing risk for data, applications and networks. The attack surface has never been so broad or so inviting—and threats have never been more sophisticated. At a time when data is both more valuable and more vulnerable than ever, how will we secure the future of work? As a guiding principle, we can’t rely on add-on security technologies and teams operating in siloes.

Security must be woven throughout both the IT architecture and the organisation to ensure that no matter how or where people work, the organisation is protected. At the same time, the measures we rely on can’t be allowed to impair the user’s experience or productivity. Today’s workforce won’t accept arbitrary restrictions or barriers; the same creative spirit that fuels innovation will also lead them to seek consumer-market workarounds.

The key is to make cybersecurity everyone’s business. When employees are fully bought in to security—when they understand its importance and relevance, and they’re empowered to support it without sacrificing their own work, your security team becomes truly organization-wide.

To that end, here are six security best practices for the future of work.

1.       Educate users: User education has been a tenet of cybersecurity since the early days. But that makes it all the more important to reinforce its importance, so that we never overlook it or take it for granted. As people gain the freedom to work anywhere, on any device, knowing how to do so safely must be a top priority. In the employee-centric modern workplace, it’s also important to consider how this education takes place. It’s not enough simply to recite lists of rules and protocols.

2.       Engage with lines of business: Security doesn’t happen in a vacuum. The most effective policies are grounded in a firm knowledge of operational processes. Regular meetings with business decision-makers helps employees understands the implications of new initiatives. It also helps get crucial perspective into the tools, workflows and practices that enable to drive value, helping design measures that maintain protection and control without getting in the way of business.

4.       Modernize and mobilize your security policies: Mobility increasingly defines IT—in terms of both the mobile devices people use, and the constant movement of people, devices and data from one place to another. Ensuring security policies reflect the real world—not some antiseptic, locked-down cybersecurity dream (and employee nightmare). Creating clear rules and guidelines to help employees stay safe without losing the freedom and flexibility they’ve come to rely on. Specify convenient yet secure alternatives to consumer-grade technologies.

5.       Enforce policies fairly and consistently: Inconsistent enforcement can doom even the best security policy—and can undermine the credibility of any subsequent policy. When security becomes part of the culture, the whole organisation becomes safer for the long term no matter what the future brings.

6.       Make it seamless—and automatic: The less you have to rely on human intervention, the more reliable security becomes. This can include everything from conditional access controls that show employees only the apps they’re authorised to use in a given scenario, to business data encryption by default on mobile devices. Open-in controls can prevent email attachments from opening in non-corporate apps. Micro-VPN can ensure security over public Wi-Fi. Automated logging and reporting can facilitate compliance and audit readiness.

There are many opportunities to make security more seamless and transparent for users, and simpler and more efficient for IT to maintain. As the scale and complexity of the enterprise environment continues to grow, steps like these will be critical to stay one step ahead. The future of work gets a lot of buzz these days, and rightly so—it gets more exciting by the day. With these best practices, you can make sure it’s also growing more secure by the day.

Arts and Entertainment

VoD cuts the cord in SA

Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.

Published

on

That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.

The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.

Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.

Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”

The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.

“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”

Continue Reading

Featured

New data rules raise business trust challenges

When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.

Published

on

The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.

GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.

The fundamentals of trust

GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.

The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.

This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.

What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.

The risk of compliance

Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.

A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.

A three-step plan of action

So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:

Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.

Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.

Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.

Continue Reading

Trending

Copyright © 2018 World Wide Worx