“Against a backdrop of unrelenting social and economic pressures, marketing leaders look toward a future where smarter marketing leads to deeper, more valuable connections between customers and brands,” said Andrew Frank, Distinguished VP Analyst in the Gartner Marketing practice.
Gartner says in the years to come marketers will face greater scrutiny over their operations. What strategies should marketers incorporate into their 2023 plans to drive results and regain the confidence of business leaders?
In this PodChats for FutureCIO, we are joined by Lawrence Yip, a seasoned marketing professional for a Singapore-listed industrial and township developer in Asia to share with us insights on CMO strategies that deliver value and trust.
1. Name one lesson from the past 3 years that you think will have significance to the CMO and marketing role in 2023 and beyond?
2. What would you say is the most significant change in marketing following the pandemic?
3. Coming into 2023, how can CMOs turn the threat of a recession into an opportunity?
4. How do you see CMOs operationalizing AI?
5. What skills must the CMO develop further in 2023 to support growth and resilience?
6. To what extent should CMOs depend on technology to support the business?
7. What is your advice for aspiring marketing professionals in 2023?
Shared services are the consolidation of business operations that are used by numerous parts of the same organisation, or different business units that are part of a conglomerate. In some instances, these shared services capabilities have been honed to the point where they are spun off as independent businesses selling their capabilities to other companies outside of the group.
Just how lucrative is the market? Coherent Market Insights forecasts the global shared services market to reach US$98.17 billion by 2027.
To know more about the opportunities, challenges and what lies ahead for shared services, we are joined by Elmer Sarmiento, director of finance and accounting operations at Personiv.
What is the business of Personiv?
Please briefly describe your role at Personiv.
How has the pandemic influenced/impacted the finance function?
You’ve built a career around shared service. What is driving the demand for shared services particularly in the finance function?
Which finance functions are best suited to outsource and by inference best suited to stay in-house?
If a CFO should decide to opt for outsourcing finance to a service provider, what considerations should be kept in mind?
Among the many technologies available to finance (both old and new), which do you think will have the biggest value to the finance function in the performance of its duties and responsibilities?
What is your advice for finance professionals seeking to build their careers post-pandemic?
S&P forecasts that Asia-Pacific will achieve real growth of 3.5% in 2023 while Europe and the U.S. will likely face recession. But Asia, being a supplier to the world, will likely not be totally out of the woods.
Technology has made financial reporting easy for everyone involved in the process, from the finance and accounts team preparing reports to the regulators, investors, and others who use those reports. That said, technology is only one aspect of the reporting process.
With reporting regulations continuing to evolve, and market certainty remaining unpredictable in 2023, how should the CFO, finance leaders and, indeed the entire, finance department work to ensure the team is able to meet expectations?
With us today on PodChats for FutureCFO is Ryan Gan, global reporting & statutory leader, Baker Hughes, to talk to us about the continuing transformation of finance reporting.
1. What is Baker Hughes and your role as global reporting & statutory leader for the company?
2. Finance reporting – can you describe the work conditions for the finance controller and his/her team?
a. In your view, what have been the most significant changes to the function since the pandemic started?
3. Gartner says there is mounting pressure to digitize finance. Given the many other priorities on the finance’s plate (for example, accelerating digital business), is digitizing finance (some say transforming finance) still high on the agenda? Why?
4. Of the many technologies being introduced – AI, data analytics, automation, etc – which do you see are the ones finance will prioritize on in the short-term, mid-term and long-term?
5. Hybrid/remote work is said to continue in 2023. Given all the learnings of the past 3 years, do you think hybrid work will impact the productivity/efficiency of the finance function?
6. Moving into 2023, what do you see are the top challenges for controllers/finance?
7. Drawing from your experience, what would you recommend are top action items in 2023?
2022 was a colourful year for Asia Pacific with the continuing pandemic and the Ukraine-Russia war combining to strain even further the global supply chain of which APAC is a major part.
Into 2023, we remain hopeful that economies in the region will pick up from 2022 and continue their recovery journeys. One of the notable technology trends that saw significant adoption from 2020 onwards is cloud computing. While there was a notable shift in the adoption of this service, FutureCIO discussions with heads of technology, be it infrastructure, software or security, is that on-premises investments are not going anyway anytime soon.
Indeed if there is ever one word to describe the approach many in the region are taking that would be hybrid or some combination of their own infrastructure, including on-premises and private clouds, and outright use of public operated by one of those hyperscalers.
So whatever shape or form it will take, IT infrastructure will remain an important point of discussion, planning and management in the years ahead.
In this PodChats for FutureCIO, we are joined by Ms Geetha Gopal, Head of Infrastructure Projects Delivery and Digital Transformation at Panasonic Asia Pacific to share her perspective on infrastructure trends for Asia Pacific in 2023.
1. Define for us the scope of work of the infrastructure & operations (I&O) leader?
2. What do you see are important issues facing IT infrastructure managers in Asia?
3. Given that organisations in Asia are favouring a hybrid model for infrastructure (own, managed and public), how does this setup affect the work of the IT infrastructure team?
4. How does the I&O team with the office of the CISO to ensure the security of the infrastructure and the data/applications it supports?
5. Given the growing complexity of the IT infrastructure vs the difficulty of acquiring/keeping the right set of skills, expertise and experience, what will be important to I&O leaders and the team?
6. Drawing from your experience, what are some best practices for ensuring a smooth working relationship between the CIO, CISO and I&O?
7. Advise for other I&O leaders in 2023?
“In the midst of every crisis, lies great opportunity” Albert Einstein
In times of recession, the often approach taken is cutting corners. Budget cuts can come in the form of delayed expansion, modernisation plans or upgrades, cutting marketing budgets, and in some cases layoffs.
While technology spend is not immune from any budget cuts, arguments arise when the cybersecurity discussions come into play. Given that cybersecurity is a top priority among organisations in Asia-Pacific, and apply this to the reality that economies are headed towards a downward trend, how do leaders decide what to keep, what to leave out for now, when it comes to the protection of the organisation’s digital assets?
Joining us on PodChats for FutureCISO is Adrian Hia, senior regional vice president, ASEAN & greater China at Zscaler.
1. With the threat of a local or global recession looming, is now the time for the CIO and CTO agree in terms of what investments need to be prioritised for 2023?
2. How should the CIO and CISO decide – together and separately – which areas make sense to upgrade, keep and defer for when the recession is no longer a concern?
3. Given that we appear to be in a near-constant state of crisis, how should leadership plan their investment strategies, particularly around information technology? And how does one do so while pursuing the digital transformation aspiration of the company?
4. At the end of the day, push comes to shove, what areas of cybersecurity should be prioritised and what can be left behind for another day?
5. Topic: How to recession-proof cybersecurity strategies, what is your advice for decision-makers when addressing cybersecurity regardless of the state of the economy or business?
6. Where does Zscaler fit in our discussion around recession-proofing cybersecurity strategies?
The chief technology officer, also known as a chief technical officer or chief technologist, is an executive-level position focused on the scientific and technological issues within an organisation. A CTO is very similar to a chief information officer.
It can be argued that the shortening cycle of technology advances coupled with the near-constant uncertainty that is the hallmark of 2022 will continue to be the norm in 2023. And as businesses continue to depend on technology to innovate both externally and internally, what must the chief technology officer do to be effective at his or her role?
With us today on PodChats for FutureCIO is Vishal Ghariwala, CTO for APJ and GC at SUSE (SUSA) to share with us his perspective on the makings of a great CTO.
1. What makes for a great CTO? (experience, qualifications, expertise)
2. Describe the role of the CTO in Asia Pacific in 2023? What is the most significant (if any) change in the role since the pandemic?
3. Given the many business goals, how does the CTO juggle between wish lists, priorities, and the reality of constrained budgets?
4. To be effective at his/her role, how should the CTO work alongside other members of the C-suite?
5. What remains the top challenges of the CTO in 2023?
6. What is your advice for those wishing to pursue a CTO career?
A Cybersecurity Ventures report, Women in Cybersecurity 2022, estimates that women held about 25% of cybersecurity roles globally, up from 20% in 2019 or 10% in 2013.
The forecast looks promising that by 2025, women will hold 30% of cybersecurity roles and 35% by 2031. So there is some progress. However, given the long road ahead, how should we prepare in the current generation of women aspiring for a role in cybersecurity not just to enter the profession but also to prosper and become the leaders they are meant to be?
Joining us today on PodChats for FutureCISO is Ms Mel Migrino, chairman and president of the Women in Security Alliance Philippines.
1. Perhaps to start, you can talk about what is Women in Security Alliance Philippines all about?
2. Having met cybersecurity leaders such as yourself, what one characteristic is common to some of the best cybersecurity specialists you know?
3. What is your view of women representation in the cybersecurity space?
4. What is driving this inequality in representation in the cybersecurity space?
5. What needs to happen to encourage greater participation of women in the cybersecurity space?
6. For women aspiring to enter the security space, what characteristics must they hone, qualifications they need to build?
7. What personal risks should those interested in pursuing a CISO career keep in mind?
8. Any advise for those interested to pursue a career in cybersecurity?
The impact of the pandemic and the rapid acceleration of digital initiatives in a short time forced organizations to control and manage disruptions to their business. As security and risk management leaders handle the recovery and renewal phases from the past two years, they must consider forward-looking strategic planning assumptions when allocating resources and selecting products and prioritizing services and initiatives. How do security and risk management leaders keep pace with the future of digital in a post-pandemic scenario?
In this PodChats for FutureCISO, we are joined by Sean Duca, VP and regional chief security officer, APJ with Palo Alto Networks to share with us what lies ahead for CISOs and security professionals in Asia this coming 2023.
1. Gartner predicts that by 2025, 60% of organisations will fail to realise the benefits of zero trust. Why do you think this is so?
2. Gartner forecasts that by 2025, 40% of boards will have a dedicated cyber committee and 50% will have performance requirements for C-level?
3. Gartner predicts that by 2025, 30% of nations globally will pass legislation on ransomware. Do you think this is too little too late by then?
4. Onto Palo Alto Network’s own predictions for the coming year:
a. Why do you think the acceleration of 5G adoption will deepen vulnerabilities? (viewed from enterprise)
b. When you say cloud supply chain attacks will disrupt businesses? How can enterprises address new potential vulnerabilities while adopting the use of clouds – public or private?
c. Data sovereignty has been around for decades. Why will intensify in 2023 and how can enterprises comply with evolving regulations on this, while taking advantage of the borderless opportunities accorded by the Internet?
d. The metaverse is nascent at this stage. For organisations looking at this intently, how should they approach the technology?
5. Looking at 2023, what are your top 3 recommendations for CISO and CIOs as they look to protect the enterprise against the unpredictable?
IoT Analytics says the digital supply chain market is accelerating. The firm identifies eight supply chain technology innovations that are helping to make global supply chains more robust, including AS/RS technology, intralogistics robots, IoT track and trace, AI-enabled software, and supply chain digital twins.
In this PodChats for FutureIoT, Matthieu Kulezak, market research analyst at IoT Analytics lists out and explains how these technologies are redefining the future of global supply chains.
1. Define the Digital supply chain.
2. Looking back from pre-pandemic to this period (mid-August 2022), how have things changed regarding digital supply chains?
3. In accelerating digital transformation, which areas of the software have gained relevance in the industry vertical of the supply chain?
4. Which trends are helping in digitising the supply chain?
5. How are companies approaching the topic of cybersecurity in the supply chain?
6. In summarizing everything we’ve discussed, what is IoT Analytics’ recommendations for business, operations and technology leaders?
Any device that is connected to the internet is susceptible to some form of cyberattack. Apart from the fact that IoT devices inherently have very little built-in security, and that patch management can be difficult because of their physical nature, the interconnectedness of these devices and the subsequent complex environments they are implemented in pose grave security threats across entire networks.
Monitoring is a vital part of every security strategy, ensuring that all classic security tools like firewalls, unusual detection systems or privileged access management (PAM)-tools work flawlessly.
Suitable monitoring solutions can ensure physical security by integrating door-locking systems, security cameras, smoke detectors or temperature sensors into central monitoring. And businesses in APAC should be prioritising this in 2023 to reduce their risk of cyber-attacks and data breaches.
In this PodChats for FutureIoT, David Montoya, the global head of IoT at Paessler, talks about the challenges organisations face as they integrate IoT into the operations, and why monitoring may be the best path forward to securing IoT as the converged future of IT, OT and IoT.
Paint us a picture of the security landscape where it involves IoT?
Technologies like IoT, security practices and regulations have evolved, why do IoT continue to be vulnerable?
Is the lack of standards around IoT protocol a problem for securing IoT?
Will this wide range of protocols also hinder the effective use of monitoring tools and services?
As IoT start to connect – be part of the enterprise, how should the CIO, CISO and the COO or head of operations work together to better secure IoT as these connect to the enterprise?
Your thoughts for 2023?
The workplace of the digital economy can be described as the convergence of old practices with new technologies, with the winner likely to be influenced by any number of factors including staying ahead of the technology curve.
Gartner says that the “future of work” continues to be synonymous with a remote and hybrid workforce. But while this shift is a seismic change for many organisations, it is only part of the equation.
Workforce planning — anticipating future talent needs — is at the epicentre of a future of work strategy and is a top priority for HR leaders. But today’s workforce planning is disconnected from reality and current strategies are ineffective at combating the disruptive landscape. Think: shifting skills, scarce talent, high turnover and a shift in the employee-employer dynamic.
In today’s PodChats for FutureCIO, we are joined by Ethan Li, chief strategy officer at MaivenPoint to talk about the evolving corporate learning for the hybrid workforce.
1. What are the key trends of the hybrid work model in 2022?
2. Why has this model worked so far? If any, what has not worked?
3. What mistakes can we learn from the Great Resignation?
4. We are coming into 2023, how do you see hybrid work evolving?
5. What is your recommendation for leaders to build a positive hybrid work culture?
6. To help our audience understand where you are coming from, what is MaivenPoint?
IDC says Asia/Pacific organisations continue to refine hybrid working practices and organizational culture to accommodate new ways of working that enhance productivity, security, employee retention and customer satisfaction.
Automated learning and low-no code tools will catalyze employees’ skills training and development and keep businesses to stay relevant in the digital-first economy. At the same time, frontline workers are expected to have more access to technology that allows them to design and implement automated processes.
In the book, Strategy That Works, authors Paul Leinwand and Cesare Mainardi, noted that successful companies narrow the strategy-execution gap by committing to what they do best instead of chasing multiple opportunities. They also build their own unique winning capabilities instead of copying others. In addition, they out their culture to work instead of struggling to change it and invest where it matters instead of going lean across the board. Successful companies also shape the future instead of reacting to it.
A gap exists when expectations are not met. In this PodChats for FutureCIO, Arvind Wang, co-founder, Chairman and CEO at Laiye explains how to narrow the work execution gap.
1. What is a Work Execution Gap? Why does it exist?
2. What is the impact of work execution gaps in the profitability and growth of a business?
3. How does a business narrow the work execution gap? (do not focus on WES here)
4. How/Why/When/where does a work execution system fit into the narrowing the work execution gap?
5. Is WES the only way to narrow the gap?
6. WES is new. As in many new efforts, there is a high risk of failure. How does an organisation adopt WES while minimising the risk of failure?
What is your recommendation to business/HR/Ops/IT leaders looking to narrow the work execution gap using WES?
A persistent pandemic around the world and global geopolitical conflicts continues to dominate headlines. Navigating uncertainties and managing supply chain challenges accordingly has, out of necessity, become a top business priority.
The Business Costs of Supply-Chain Disruption report by the Economist Intelligence Unit estimates that the disruptions of the past two years are costing companies, on average, 6 to 10% of annual revenues. This doesn’t include reputational costs as companies struggle to maintain supplies of their goods.
The report goes on to say that, as a consequence, businesses are exchanging efficiency for greater resilience. Some are prioritising costlier suppliers in less risky markets.
The EIU cautions that such strategies come at a cost. “But firms are working to mitigate these costs through investments in technology, simplified and regionalised supply chains, and, in some cases, simplifying the design of goods to make components easier to source, as this report discovers.”
In this episode of PodChats for FutureCIO, we are joined by Kuntha Chelvanathan, Partner, Supply Chain, and Procurement Transformation, IBM Consulting, APAC, to provide with some perspective around supply chain resilience and growth amid the continuing uncertainties.
1. For chief supply chain leaders, what are the top three learnings since 2020?
2. How are these learnings translating into change in terms of how supply chain systems and processes are designed and operated?
3. Specific to visibility, define for us what is visibility in the context of the supply chain?
4. Uncertainty will likely continue to be the norm in the years ahead. Given this, how should the CSCO help better prepare the organisation to improve the supply chain’s resilience?
5. What is important to supply chain operations going forward? What are the key imperatives they will focus on?
Access to low-cost, low-power sensor technology, the availability of high-speed connectivity, the increase in cloud adoption, and the growing use of data processing and analytics are among the key drivers boosting for the deployment of IoT technologies. It also helps that smart city efforts continue to progress.
As Asia comes out of the three-year economic slump because of the pandemic, what lies ahead for businesses? What is the role of IoT in the return to some form of normalcy?
Earlier FutureIoT spoke to Danny Mu, principal analyst at Forrester Research, on recent trends around IoT adoption in Asia and where it will lead us in 2023 and beyond. What follows is an excerpt of that dialogue.
1. Drawing from the Forrester report, State of IoT in Asia Pacific in 2022, where is the concentration of IoT deployment?
a. Why is that?
b. What is driving this deployment of IoT?
2. Which industries are leading the deployment?
a. Compared to other regions outside Asia, how sophisticated (mature) is the level of use of IoT?
3. Within the leadership at organisations deploying IoT, what do you see are the primary motivations?
4. How do you see these IoT deployments impacting other initiatives like transformation, modernisation, etc.?
5. Given that security is a rising concern for businesses, how should enterprises deploying IoT manage the security strategy of the company?
6. As we step into 2023, how should enterprises review IoT deployment strategies to ensure that these initiatives meet expectations?
Ransomware remains one of the more dreaded cyberthreats of the decade. But for a ransomware attack to be initiative, the attacker must first have your credentials. One such enabler of ransomware operations are infostealers.
According to Secureworks Counter Threat Unit researchers, on a single day in June 2022, over two million credentials obtained by infostealers were available for sale on just one underground marketplace. Check Point estimates that up to 21% of malware worldwide is made up of infostealers.
In today’s PodChats for FutureCISO, we are joined by Alex Tilley, head of intelligence research for Asia-Pacific at Secureworks, to shed light on how to counter the rise of infostealers.
1. What is an infostealer malware? How does it work?
2. Are infostealers prevalent in Asia? What are the motivations? Any difference between the types of infostealer malwares used in Asia compared to elsewhere?
3. How do infostealers work? In what situations (in Asia) are infostealers more successful in this region?
4. We’ve noted the rise in use of VPNs during the pandemic. Will the use of VPN lessen the threat of infostealers?
5. So the increase of MFA and VPNs aside, what are the misconceptions among CISOs, security professionals and users when it comes to combating infostealers?
6. Will the adoption of FIDO2 and passwordless or passkeys help in the fight against infostealers? Do you anticipate cybercriminals finding ways around these?
7. Coming into 2023, what strategies will work best against infostealers? How should CISOs work with CIOs and the rest of the organisation to better secure the business against infostealers?
8. Closing our PodChat, what are your expectations for 2023?
The role of the Chief Information Security Officer (CISO) is growing, and the scope of digital business intensifies. Among board directors, 64% say their organization is trying to significantly alter its economic architecture to put more emphasis on digital (revenues, margins, productivity, etc.). At the same time, 88% say they recognize cybersecurity is a risk to the business.
A great CISO has the ability to assess and prioritize appropriate assets that need to be protected. Understand and prioritize the risks to those assets. Convey those risks in terms that boards can understand to allocate necessary budgets. Identify and implement appropriate controls to protect those assets.
In this PodChats for FutureCISO, we are joined by Apol Salud, Chief Security and Digital Officer for Gur Lavi Corporation.
1. How has the role of the CISO shifted in the current environment?
2. When demonstrating business value, what is one of the most important strategies for CISOs to keep in mind?
3. How do you juggle the differing expectations, interests, and demands of leaders in your organisation, as well as users, third-party business partners, regulators, and customers?
4. Coming into 2023, what will be the key challenge facing the CISO?
5. What makes for a successful CISO? What one quality do you think will prove most valuable to a CISO’s future?
6. Where do you see the CISO career moving?
Shifting customer behaviours amplify uncertainty, burdensome cross-functional collaboration yields worse organizational outcomes, and disruptive market dynamics erode traditional sources of brand value. These are some of the challenges facing heads of marketing as we enter 2023.
Gartner says customer demand and buying behaviours continue to fluctuate unpredictably amid pandemic waves, supply chain disruption, inflationary price increases and geopolitical instability. At the same time, strategic marketing priorities — such as innovation, customer experience (CX) and digital commerce — transcend functional boundaries, becoming enterprise priorities with complex cross-functional execution.
Also, traditional sources of brand value are under pressure amid new forces, including disruptive market entrants, heightened audience expectations and the ease of digital learning about unfamiliar brands.
“As CMOs enter 2023, the current environment demands a relentless focus on customer value, purposeful evolution of the marketing function, and continual optimization of brand value,” said Ewan McIntyre, chief of research in the Gartner Marketing practice. “In order to meet the enterprise mandate of driving growth amid continued disruption, CMOs must act decisively to prioritize their investments and their strategy for the year ahead.”
In this PodChats for FutureCIO, we are joined by Srinivas Gattamneni, chief executive officer with ADA, a data and tech-enabled digital marketing and commerce solutions provider.
1. What is the value of marketing today? As a practice, how has it evolved from marketing practices of 2012?
2. What do you see is lacking among marketers in Asia? (skills, experience, etc)
3. What are the top 3 challenges marketers face as they modernise the practice in Asia?
4. How do you see CIO, CMO and Chief of ecommerce work together?
5. Forrester and Gartner are of the opinion that marketing should put greater focus on creating customer value. How would you interpret this into action items for marketers?
6. Coming into 2023, what are your top predictions for marketing and recommendations for marketers?
7. Are marketing practices today sufficiently open and mature to drive this customer experience?
8. What is the value proposition of ADA?
The prevalence and severity of mobile-related compromises continues to escalate in 2022. Perhaps even more interesting is that small and medium-sized businesses perceived the risk to be more significant compared to those from larger organisations (73% vs 60% respectively).
On a more positive note, the rise in cyber threat awareness has also seen a rise in cybersecurity budgets among 77% of respondents to the Verizon 2022 Mobile Security Index report.
The research found that companies are now spending more evenly across the give National Institute of Standards and Technology (NIS) Cybersecurity Framework.
With 2023 just around the corner, 77% of respondents expect the budgets to increase in the coming 12 months.
FutureCISO spoke to Don Tan, senior director for APAC at Lookout for his take on evolving mobile security landscape in Singapore and other ASEAN markets.
Click on the PodChat player for more details about the above responses by Tan.
1. What is the state of mobile security awareness in Singapore and ASEAN?
2. What are the most common security threats to mobile devices in 2022?
3. Why is it important to secure mobile endpoints and what does it do beyond perimeter security to help employees to be productive yet safe?
4. What is a Security Service Edge (SSE) platform and its benefits for organisations?
5. What is your advice for organisations considering adopting SSE solutions?
6. When it comes to SSE, is a single source better than best of breed?
7. In all our discussions on SSE, what does Lookout bring to the table?
We’ve had two years of experiences dealing with unrelenting uncertainties. Some have come out stronger, others not so much. As we prepare for the new year, we continue to face uncertainties but with expectations that we are better prepared for what lies ahead. Or are we?
With us, today on PodChats for FutureCIO is Amit Walia, CEO of Informatica – a software company best known for its Enterprise Cloud Data Management and Data Integration solutions.
In the Gartner CIO agenda 2023, it is revealed that while CIOs and other technology executives are tasked with delivering on increased digital technology investments, senior leaders feel that their expectations are not being met. Why do you think this is so?
The past two years we’ve seen businesses accelerate transformation initiatives. This is expected to continue in 2023. How do you see these initiatives being pushed forward in 2023?
It is our understanding that we will continue to experience a talent shortage in the region. How should CIOs approach the execution of IT initiatives when skills are in short supply?
We’ve seen organisations shift to a subscription model around technology investments. Do you think the days of custom code on-premises solutions are behind us?
As a CEO of a software company, what worries you the most? What is the next big thing in technology, and how are you preparing your organisation for that?
Coming to the end of our PodChat, we started off with a comment about digital investments not meeting the promised returns. What should CIOs do to resolve this disconnect?
According to Check Point Research, global attacks increased by 28%in the third quarter of 2022 compared to same period in 2021. The average weekly attacks per organization worldwide reached over 1,130.
Complicating the situation is the talent shortage, especially for experienced cybersecurity professionals. According to the 2022 Cybersecurity Workforce Study by ISC(2) there is a shortfall of 2.2 million cybersecurity workers in Asia Pacific. This means that the current 859,000 security professionals are likely stressed and burnout at their place of work.
It can also be argued that CIOs, CISOs and CHROs are themselves frustrated as they look to fill in missing posts while stressed at trying to keep existing staff from leaving.
In today’s PodChat for FutureCISO, we are joined by Anastasia Tikhonova, Head of APT Research, Group-IB, to shed light on what it takes and means to become a security researcher or getting started as a security researcher.
1. With you as our guest expert, I’m sure our audience it will find our session today most interesting. For starters, what is a Security Researcher?
2. What qualities, characteristics and perhaps credentials does one need to become a security researcher?
3. How do you avoid burnout?
4. For best results, how should CISOs and security teams work with a Researcher?
5. When does it make sense to build your own “Research” team or when to outsource?
6. What is your advice for those interested in a career as a security researcher?
Hiring and retaining staff is the most difficult task facing CFOs over the next 12 months, according to a survey from Gartner. This is also reflected in CXOCIETY’s FutureCFO summits held in five key markets in Asia including Hong Kong, Indonesia, Malaysia, the Philippines, and Singapore.
Gartner posits that the tight labour market is part of a trifecta of factors including persistent inflation and supply chain disruptions that are set to continue challenging corporate profitability through 2023.
Beyond talent, two other issues among CFOs participating in the Gartner survey forecasting at 36% and cutting the right costs at 35% made up the top three challenges facing CFOs.
In this PodChats for FutureCFO, we are joined by Philip Madgwick, Senior Director, Alteryx, Asia, to share with us his perspective on how Asia’s finance leaders can use data analytics to be strategic enablers of digital transformation to drive business outcomes amid continuing uncertainties.
Data-driven has been a term we’ve come to associate with organisations undertaking digital or business transformation.
1. How does fostering a data-driven culture empower the finance team to deliver insights-driven decision-making in an agile and scalable manner, and drive business outcomes?
2. Can you describe the challenges and pitfalls impeding the Office of Finance in its data-driven journey?
3. How can enterprises better equip CFOs and their finance teams to step up as a strategic business partners and navigate the upheavals in the economic market?
4. Can you share three best practices to help guide finance teams as they undertake finance modernisation?
5. Given all the emerging technologies that continue to evolve, what is your prediction and guidance for finance in 2023?
Exponential technologies such as artificial intelligence (AI), blockchain, and automation have sparked the next wave in enterprise transformation, offering both challenges and opportunities for the enterprise.
As enterprises look to embrace these technologies, CFOs and finance organizations are uniquely positioned to take their current roles of stewards of data, algorithms of measurements, and validation of benefits, to bring about the next generation of business – that of the cognitive enterprise.
In an IBM Global C-Suite study, two-thirds of CFOs surveyed confirm that their agenda includes taking an active role in developing strategy, driving growth, reducing costs, managing risks and providing insights.
But about half of CFOs report their finance organizations aren’t as effective as they need to be. Finance needs to engage and weigh in much faster on emerging opportunities.
In today’s PodChat for FutureCFO, we are joined by Sanjay Patil, Executive Partner, Finance and Supply Chain Transformation, IBM Consulting, ASEAN, to share with us his views on action items to accelerate finance transformation.
1. Why is artificial intelligence important to the CFO and the finance team?
2. As finance teams undergo their own transformations, how does AI impact the transformation journey?
3. Gartner says AI adoption in finance is still nascent. What are your recommendations for the CFO (and finance team) ensure that AI benefits are achieved even during the early stages of adoption?
4. What questions should the CFO and finance team asked themselves and IT to ensure that everyone understands what is happening, and thereby minimise risks of unmet expectations?
Southeast Asia has for decades been an export manufacturing hub to the world competing with another powerhouse manufacturer in the region – China.
But with the US-led trade tension with China, Southeast Asia or the ASEAN region is presented with a golden opportunity to take a bigger slice of the manufacturing demand in the years ahead. Of course, to do this most of the ASEAN member nations must move up the value chain stepping out of the shadows of what is primarily viewed as – a location for low-wage assembly work.
Next-generation Industry 4.0 technologies and mounting pressures on companies to lower their greenhouse gas emissions, meanwhile, are creating new opportunities by changing the game
In line with its rebirth as a more modern manufacturing base, the Boston Consulting Group forecasts that by 2030, the manufacturing industry in SEA will see increase in foreign-direct investment by up to US$22 billion, potentially generate up to US$600 billion, and see and create up to 140,000 new jobs annually.
But what will it take to become the factory to the world?
Chris Lee, regional vice president for Asia Pacific at Rockwell Automation's software business unit joins FutureIoT for a look at how industrial IoT is transforming Asia's manufacturing sector.
Click on the PodChat player for more details on Lee’s observations, opinion and recommendations on how industrial IoT is transforming Asia’s manufacturing sector.
1. What is the significance of smart, connected factories?
2. In terms of Southeast Asian as a manufacturing hub, where do we stand?
3. What are the challenges that Asian manufacturers will face, as they try and adapt these new technologies to their existing operations in the region, including the partners in the ecosystem?
4. What do you see is the role of government in supporting these manufacturers?
5. How do you see Asian manufacturers adopting new technologies while complying with ESG requirements as demand for a more sustainable manufacturing practice rise?
6. How should manufacturers accommodate concerns around cybersecurity?
7. Is reshoring going to be a concern for manufacturers in Asia?
8. What are your thoughts on rising inflation in 2023?
9. What is your advice for Asian manufacturers as they start to look to implement or integrate these new technologies be more competitive, efficient, productive, as a supplier to the world?
Challenging may be the appropriate word to document the environment that will greet businesses in 2023. We are faced with continuing supply chain shortages, a war in the West that promises to keep energy costs for the immediate future, and rising inflation – not to mention the shadow of a pandemic that mutates too frequently to offer respite for governments, citizens and businesses.
In the book, "Leaders. The Strategies For Taking Charge," economists and authors Warren Bennis and Burt Nanus described the challenges posed to management and leadership by various external factors and what the consequences are for corporate leadership.
VUCA or Volatility, Uncertainty, Complex and Ambiguous was what the US Army War College’s response to the collapse of the USSR. Today VUCA is being applied to many of the conditions we are facing today.
In today’s PodChats for FutureCFO, we are joined by Erik Saito, SVP and GM for EMEA and APAC, Workiva, to share his perspective on Imperatives of a modern CFO's office.
1. How would you characterise the business climate today?
2. What does VUCA mean for CFO leadership and strategies?
3. How would you compare the focus of the CFO pre and during VUCA?
4. For the finance team, how is VUCA impacting the team in the performance/fulfilment their functions?
5. How should the CFO (and finance team) adjust how they perform their duties to reflect VUCA conditions?
6. To what extent do you see technology as enabling the CFO and finance team to continue being effective in times of VUCA?
7. Any recommendations for the CFO and finance leadership to be more effective in times of VUCA?
Insider Intelligence posits that there will likely be 64 billion deployed IoT devices worldwide within the next five years. However, expectations are that beyond smartphones and computers, many other IoT devices will not carry the same level of security precautions – at least not in the near term.
It is further expected that IoT devices and sensors will form part of the digital ecosystem. This suggests that an organization’s attack surface will grow as more devices are connected to the internet.
How then should enterprises improve their security posture even as they deploy more IoT solutions into the organisation?
In this PodChats for FutureIoT, we are joined by Dr Doris Dor, chief product officer for Check Point Software Technologies, to share with us her perspective on how to secure an IoT-enabled enterprise.
1. What are the IoT cyber security threats faced by enterprises?
2. How common are these threats?
3. What are common misconceptions and challenges encountered today when enterprises try to secure IoT devices?
4. Can advanced technology such as AI, machine learning and deep learning solve these problems?
5. What are the roles of AI, machine learning and deep learning in IoT security?
6. What are the latest innovations in these areas?