Cybersecurity: A business and moral imperative in the post-digital era
Enabled by a connected world, cybersecurity risks represent an existential threat to global security, making the case for caution and action.
The weather continues to be unseasonably pleasant in Davos as we approach the end of a week filled with rewarding exchanges on topics as diverse as the future of mobility and digitization, the existential threat of cyber risks, inclusion for people with disabilities, sustainability, mental health, and the overwhelming desire to drive responsible corporate stewardship. Boots and suits (yes, the icy, highly-secured streets are full of CxOs and political leaders in suits, ties and winter boots) continue to exchange ideas in on-the-fly conversations and organized sessions.
Cybersecurity, ranked among the top five global risks by the World Economic Forum, is on the minds of business and political leaders alike as it poses new and mounting moral and business questions. With digital capabilities touching every part of our daily lives, insights can generate new business value by boosting productivity, efficiency and performance. But with access to data comes great responsibility, as data security and privacy become core values expected of all organizations. Enabled by a connected world, cybersecurity risks represent an existential threat to global security, making the case for caution and action.
From Theresa May, member of Parliament and former Prime Minister of the United Kingdom, to Satya Nadella, President and CEO of Microsoft, the implications are clear and the imperative to act is immediate. Earlier this week, Nadella spoke convincingly about the need for a “Geneva Convention-like” regime on cybersecurity.
The operative word being used to transform thinking here is resilience. It’s a marked shift from C-suites mandating business continuity processes, and implies that cybersecurity is constant and enduring challenge, with potentially no end in sight.
So how do you build organizational and technological approaches that build resiliency? First, you must accept the new reality that breaches will happen – it’s not if, but when. You must plan for it and blueprint how you’ll rebound quickly. Organizations must also balance the competing demands for data-driven decisions and the need for privacy and information security. It’s not about piece parts or best of breed software solutions, but rather a comprehensive view of risks and a strategic fabric that builds purposeful resilience in processes and governance.
It’s encouraging to hear how many forward-looking organizations are anticipating and addressing these issues to ensure privacy with a growing web of threats.
Chief Executive Officer, Corporate Solutions, Americas