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digital trust

Customers’ trust in tech is changing. What should business do?

  • min read
    • Of course, businesses need customer trust, but understanding what trust means in a digital world is becoming more important. Digital trust is users' confidence that tech, people and processes they engage with are secure and private. Recent research suggests how customers decide where to place their digital trust is changing, so some businesses are changing their approach. As Minter Dial wrote before in Secure Futures, the 2022 Edelman Trust Barometer report shows eroding trust in institutions while remarkably, our trust in business remains. Now, there's an opportunity for business to use integrity, empathy, and privacy and ethics around new tech like artificial intelligence (AI) and customer relationships management (CRM,) to lead the way. Kaspersky's new podcast, Insight Story, unpacks emerging tech trends with global specialists and businesses successfully using new tech. In Episode 4, I discuss what digital trust means and how organizations can grow it with Müge Fazlioglu (US,) Principal Researcher, International Association of Privacy Professionals (IAPP), Malek Ben Salem (US,) emerging tech security expert and Fabio Assolini, Head of Research in Latin America for Kaspersky's Global Research and Analysis Team. Unpacking digital trust Digital trust covers much ground, Malek Ben Salem says. "It's about data integrity, technology, people and processes. It's our confidence that our privacy is protected and secured, the reliability of digital transactions and how sure we are of the identities of those we engage with. It's also about how much we trust the information we get as users." Müge Fazlioglu says trust is notoriously hard to pin down. "Our trust when we may or may not share data depends on many things, like our perception of the party we're sharing with, our data's value to them and us. We also weigh the data's sensitivity – what might happen if it were revealed." Trust can make or break a purchase IAPP's March 2023 Privacy and Consumer Trust Report shows privacy concerns influence consumer purchasing decisions. Müge says, "Many people take steps to protect their privacy, like deleting an app or withholding some personal information." So paying more attention to trust could pay dividends. "Organizations gain credibility by taking steps to enhance privacy and data protection. We're now seeing some big brands featuring privacy-related messaging in their advertising and marketing of web browsers and smart home devices," recounts Müge. Trust concerns also make brands hit the headlines for the wrong reasons. Amazon's recent purchase of robot vacuum cleaner brand iRobot triggered privacy objections from consumer and civil rights groups, then an EU investigation. How companies help (and harm) trust Tech research consultancy McKinsey's 2022 Digital Trust report said while 70 percent of people trust companies to protect their privacy, most companies aren't living up to the expectation. So what should companies do? Müge says much best practice is around transparency. "Few consumers have a good grasp of how companies use their information – what they collect, and if they follow good practice. So companies need to ensure they write a simple, clear privacy policy and have an easy-to-use page for people to manage their privacy settings." Regulators also think easy-to-adjust privacy settings matter. The US Federal Trade Commission (FTC) recently fined the company that makes the game Fortnite for its hard-to-use privacy settings. Müge thinks regulators, businesses and consumers can all play a role in improving communication around privacy. "How a company communicates its data practices affects trust – the duty should not be on customers to make daily decisions based on lengthy and complicated legal agreements. Regulators have an important role in raising awareness and providing education. Some, like the FTC and European Union data protection authorities, are starting to do that." Müge also recommends being prepared for how you'll handle a data leak. "Responding slowly means more consumer loyalty lost. Have an incident response plan for the inevitable." Data leaks are common but often have a big impact on business. Kaspersky's 2022 IT Security Economics report found that among 3,230 businesses surveyed, data leaks were the most commonly encountered security issue, with 55 percent considering them the most challenging incidents. Malek points to one business leading in digital trust. "Apple stands out in how it uses privacy-preserving technology to train artificial intelligence (AI) on mobile phones. Devices keep data locally and use it to train user speech-recognition and auto-complete models. Then the models are used to update a central model that can be applied to many users. So the data is not shared or uploaded, but still used to improve the AI." Using cybersecurity to build trust 29 percent of businesses with 500 to 999 employees have experienced a cybersecurity incident, according to Kaspersky's 2022 Small-to-Medium Business Cyber Resilience report.  As your business scales into a larger enterprise, so does the likelihood of a cyberattack or data leak. Malek thinks investing in cybersecurity is vital to protect customer trust. "To build secure infrastructure and allow for secure transactions, you need a cybersecurity strategy and proper governance, and you must hire the right talent. More importantly, be transparent." Or, as Müge says, "Shine a bright light on what you're doing." New technologies are evolving cybersecurity's contribution to digital trust. Malek sees many applications of AI in security tech: "It helps identify who is accessing a system by profiling user behavior. It can detect and respond to security incidents. It can classify unstructured data like business documents, so we don't need people to read them to know what's sensitive or confidential." A relatively new approach to security, zero trust, is influencing what we'll see next. "People will own their full identity and use pieces as needed. For instance, if I want to buy something that requires proof of age, I can share just my age without information the seller doesn't need, like full birth date. Zero-trust principles mean allowing access only to the information needed." But Kaspersky's Fabio Assolini says businesses may not be able to adopt these good practices overnight. "Many networks need adapting for zero-trust principles. It's a challenge for administrators, but it's important they understand how it works and prepare corporate networks for it." He also highlights the value of transparency, not just between businesses and customers, but between businesses and suppliers. "You must be able to trust your cybersecurity providers, especially as we're seeing many targeted attacks that abuse cybersecurity software or infrastructure. Security vendors could be more transparent about their technologies. At Kaspersky, we let customers review our code at transparency centers. We'd like to see other companies doing that." He adds, "Training is also important. Sometimes cybercriminals send a phishing attack to just one employee, so it matters that each employee is trained in identifying attack attempts." Asked for one key recommendation for business in building digital trust, Malek says, consider cybersecurity part of your environmental, social and governance (ESG) framework because "it elevates the discussion." Müge says, "Keep in mind all the smart technology you use. It uses many different kinds of information. Use the privacy features and regularly monitor data sharing." Listen to the full Insight Story audio series on Podbean or your usual podcast provider.
going remote

Going fully remote? Here’s why trust will matter to your success.

  • min read
    • After many learned fast to work from home during the pandemic, organizations now face a more deliberate choice on how to conduct business. How much do we really need to be in the office – if at all? The quest has provoked high-profile battles between employees and management. Apple employees petitioned to keep their flexible work arrangements. It may be complex to offer employees the choice to come into the office or work remotely – often called 'hybrid work' – tempting businesses to impose a set schedule for all. Big tech companies such as Google and Tesla are driving hard to get their employees in the office more often. Twitter offers full-time remote work if employees want it, but such arrangements are usually limited to techy start-ups. Why and how might other kinds of businesses go fully remote? At the heart of this question is trust between employees and management. I wrote in my book, You lead: How being yourself makes you a better leader, "Building trust is the critical glue to keep workflow and outputs effective." The intention to go fully remote must address three elements – in order of importance: Employee engagement, customer benefit and business results. Remote work upsides and downsides A Capgemini Research Institute study in 2020 showed remote work may reduce overheads by up to 48 percent. The remote option may be obvious for tech companies like pure ecommerce businesses or software-as-a-service (SaaS) providers, especially if they're already interacting with all clients digitally. But there will always be industries where fully remote just doesn't work – even desk-based businesses like legal may need central secure storage for documents. Even for a techy workforce, fully remote isn't easy and needs careful consideration. For example, work from anywhere (WFA) is different than work from home (WFH) or work from a specific geographic region. A Flexjobs study showed 95 percent of remote jobs still require a location. It's also easy to get lured into remote work because of the savings or because employees want it. Some companies, including Google, Twitter and Facebook, want to pay remote workers less, and some employees are willing to accept lower pay for remote work's convenience and flexibility. But different pay for remote and in-office workers will introduce a challenging variable in optimizing performance and recognizing contributions. Office-based workers already get greater recognition and credit than those who work from home. Productivity impacts A two-year Stanford study on remote work released in 2017 showed a 13 percent productivity gain and reduced turnover in employees working remotely, compared with their in-office counterparts. But the study didn't consider customer success or long-term employee satisfaction, and over half the remote workers felt isolated and wanted to return to the office at least sometimes. Productivity gains can also be elusive, depending on existing culture, sector and processes. The report Killing Time at Work '22 testifies to many companies' poor practice in trying to make working remotely function well. Study author Tariq Rauf, CEO of team software provider Qatalog, wrote, "Digital presenteeism is pervasive, with employees working an extra hour each day to show they're still online and contributing, due to fear colleagues and bosses will think they aren't working hard enough." Who's going fully remote? Few well-known companies have opted for fully remote. In Flexjobs' top 30 companies with the most work-from-anywhere job postings, recognizable names include Wikimedia and Airbnb. Then there are less well-known tech brands like open-source research and development provider Protocol Labs, services like content moderators ModSquad and naturally remote companies like Study.com for online learning. None are traditional businesses, suggesting legacy companies are staunchly anchored to their offices. So, leaders considering moving their whole organization or a team to fully remote work should consider these elements. 1.  Build trust and improve communication First, above all else, answer honestly: How much do you trust your team or workforce, and how much do they trust you and other leaders? Establishing trust and rapport is always important in business, but in remote conditions, you must be more attentive and intentional in fostering and retaining trust. Communications are particularly important, especially informal exchanges and channels. For example, when will you have a casual check-in to talk about more personal affairs and less official work? Tyree D. Mitchell, author of Searching for trust in the global economy with Jeanne M. Brett, says, "To unite a team, create a team charter representing how the team works as partners. Explain your objective, role and how people should communicate and be accountable." He also suggests taking into account cultural norms and differences around building trust when dealing with an international team. 2.  Make your intentions clear If going 100 percent remote is a radical departure from the past, be honest about the company's intention. Will it help achieve strategic goals? How does it relate to the company's overall purpose? Does it help your environmental, social and governance (ESG) goals? If your motivation is largely cutting cost through less or no office space, or improving efficiencies and productivity (for example, by eliminating commuting,) double-down on employee engagement and customer satisfaction. There are many reasons offices appeal to some people, like teamwork, socializing and status. Being transparent and including your team in your decision-making process will help the transformation succeed. Your action plan In constructing your action plan to go fully remote, there are five key considerations. First, take an honest look at your existing culture – how you communicate and behave, workflows and levels of trust. What should you keep and what needs changing? Second, involve your team in your decision-making around the transition. Third, consider carefully how to best serve your customers, including how to gain and onboard new ones. Fourth, embrace the messiness! Ensure constant feedback and stay flexible to work through challenges. Finally, ensure you have the right technologies to facilitate workflows and teamwork needed for customer success. Prioritise cybersecurity when choosing your tech and give your staff regular training in how to keep your business cyber safe.
trust global business

New research on how to build trusted business relationships worldwide

  • min read
    • Trust is the building block of all relationships, but the way we build trust in business isn't the same the world over. Tyree Mitchell is assistant professor at Louisiana State University School of Leadership and Human Resource Development. His latest book with Jeanne Brett, Searching for Trust in the Global Economy, shares findings from studying managers in 33 countries, revealing differences in how they nurture trust relationships. It also asks if the pandemic has changed how we make decisions about trust. I spoke with Tyree about his research and ideas to improve relationships in virtual and global tech teams. Susi O'Neill: Why did you focus on international differences in trust for your research? Tyree Mitchell: Global economic development needs new business relationships. Negotiating them is tricky – there's much uncertainty, vulnerability and unmet expectations. Trust is critical. When negotiators trust each other, businesses use fewer resources to prevent exploitation and have better economic outcomes. Most research and theories on trust are from a Western perspective. Data from the World Values Survey shows different responses. For example, the US is higher on trust than Brazil. To build relationships, you must understand how trust varies between cultures. We wanted to explore what that means when negotiating business relationships and understand from managers and executives how trust happens. How do we decide if we'll trust a business partner? We learned from the 82 managers we interviewed four key actions they use to make trust decisions. First, due diligence – searching for information about the new partner, including financial status, ratings and reviews and data gathering on social platforms like LinkedIn. Second, brokering – a special introduction where a third party puts their reputation on the line. We particularly see this in East Asia. Third, goodwill building – interacting socially to get to know the partner, like grabbing a coffee or going to a sports event together. Finally, testing – getting the partner to act or react, like asking a question when you already know the answer. We want to know if they will be upfront about company difficulties or cover up problems. In the West, we use testing to check if you're forthcoming and honest, as the assumption is you can be trusted. In East Asia, testing is about checking competency, as people tend to embellish things, so partners want to know if you can deliver what you promise. From these actions, we found four standards for determining if someone is trustworthy -- competence, openness, respect and rapport (CORR.) Competence means, are they capable with the knowledge and skills to deliver on their promise? Openness means are you honest and forthcoming? Respect means showing regard for one another, even if you don't have shared values. Rapport refers to building affinity around shared values. What were the main differences you saw between research participants? We analyzed the 82 manager interviews using a framework based on regional differences in trust and the tightness of social norms. There is a cultural difference in how people answer the question, can most people be trusted? For example, in India, the answer is more often 'no' and in Sweden, more often 'yes,' so we call India' low-trust' and Sweden' high-trust.' There are also differences in tightness and looseness of social norms and consequences for deviating. For example, China is high-trust and tight, the US is high-trust and loose, India is low-trust and tight, and Mexico is low-trust and loose. To understand cultural differences in trust decisions, you must understand these differences. There are also differences in how different cultures decide to trust. East Asians emphasize testing more than Middle Easterners or Latin Americans. Latin Americans and Middle Easterners emphasize goodwill building more than East Asians. Latin America, the Middle East and South Asia are lower trust. But in Latin America, rapport and establishing shared values are more important. Respect for cultural differences is vital in the Middle East and South Asia. This may be because the institutions that monitor and sanction deviance from norms in 'tight,' but more diverse cultures don't cross ethnic boundaries. What were the most surprising research findings? East Asia and the West focus primarily on the business relationship. If there's a business relationship, the personal connection follows. China and UK's behavior was similar, but social norms are different. On brokering a relationship through a third party, one US manager asked, "What's in it for the person making the introduction?" That's not considered in the 'tight' East Asian culture – if the third party puts their reputation on the line, they're good to deal with. In this culture, someone can be outcast if they bring embarrassment on themselves or their family – the stakes are higher. How can transparency be improved between partners? Share information openly and honestly. Anticipate being asked questions about past performance and how you see the future relationship. Your potential partner may interpret reluctance to share as hiding, so when you can't share information, explain why. Signal you're engaged and want to learn more by asking questions. Trust is a two-way street. Are there differences in how people build rapport and trust in person versus online? During the pandemic (in the fall of 2020), we went back to the same managers we spoke to before to ask how they developed new relationships and made trust decisions virtually. A manager from Brazil said they found ways of keeping the spirit of face-to-face using technology, as talking to someone online is the same way to make a connection. Could virtual reality (VR) and the virtual office help bridge the geographic divide? Engineers and scientists I've interviewed for other research reacted negatively to the idea that VR could replace or substitute for face time. Personally, I'm comfortable using video conferencing, but I've found using a video game character awkward. I like the possibilities, but our ability as humans to get up to speed and be open to it can be a challenge. The reluctance to use virtual technology could be partly generational. When we re-interviewed managers during the pandemic, one manager from Palestine mentioned that his father initially felt the business could survive without using technology. However, when it was time to make a serious business decision, his father would ask: "Can you send an email or do something?" What advice can you share for managers of international tech teams? Other research shows challenges in inter-cultural teams include violations of respect or hierarchy, prejudice and lack of common ground. Communication styles vary – in East Asia, it's more indirect, but in Latin America and the Middle East, it's more direct. Don't leave anything to chance. While putting together this charter, your conversations will help define how you'll deliver. If someone doesn't show up to a meeting, what happens next? A shared team mental model about what to expect reduces uncertainty. Nothing is perfect, but the charter negates some pitfalls by getting collective agreement.
trust customer privacy

You need these two ways to win customers’ data privacy trust

  • min read
    • Business sees trust in data privacy as a panacea. Companies that foster customer trust see more customer engagement and willingness to share valuable personal information. But what do we mean when we talk about trust in data privacy? What are privacy experts advising companies to do when they recommend building trust? It's one of the driving questions behind my book, The Intelligent Marketer's Guide to Data Privacy: The Impact of Big Data on Customer Trust. Most guidance around instilling trust doesn't adequately explain what trust is, or how to develop it. In researching companies that use privacy as a competitive advantage, I found two types of trust are key. First, customers must trust the company is competent and skilled in protecting their data. Second, they must trust the company's reasons for protecting their data are customer-centered. Although each type of trust is valuable alone, developing both is optimal for customer and business outcomes. Be capable of delivering what you promise The Oxford English Dictionary says trust is "belief in the reliability, truth, ability or strength of someone or something." This definition links trust with data privacy capabilities. For a company to position itself as strong on data privacy, it must have the skills and competencies to be effective in security and protection. For enterprises, this means having resources like data security teams or systems in place, and a talented chief privacy officer (CPO.) You should find it relatively easy to implement (and exceed) privacy regulations. For smaller firms, demonstrating responsible data handling across all interfaces and processes strengthens customer trust in your privacy capabilities. Trust in your company's data privacy abilities also involves your history with data protection. Strong claims about protecting customer data privacy seem suspicious if you've had a well-publicized data breach in the past. But my research found organizations that have suffered a data breach can recover trust by giving customers transparency and control. Ensure you're honest about past lapses when encouraging customers to trust your data protection capabilities following a breach. Be privacy-conscious for the right reasons Customers must also trust your data privacy position is for the right reasons. If trust in your ability to uphold privacy is the cold, rational side of trust, trust in your intentions is the warm, fuzzy side. Ways to build trust in your company's data privacy motivations are less clear and may take longer. This kind of trust is linked to reputation, so just one negative event can deteriorate it, with a long, hard road to redemption. My research found many prominent technology companies suffer from this deficiency in trust. Large firms with ample resources for strong data protections may not necessarily find customers like their privacy stance. For example, even before the Cambridge Analytica scandal, Facebook (now Meta) wasn't well regarded for its privacy practices. When companies like this talk about privacy, customers tend to distrust their reasons. This trust deficit around big tech may present opportunities for small or new tech companies to make a mark, differentiating themselves through customer-centered privacy values. Building customer trust is key to creating value through smooth exchange of personal information and building long-term, mutually beneficial relationships. Businesses of all sizes should pursue customer trust. But, before devoting resources to building trust in data privacy, your business must understand what trust involves. Trust implies distinct company behaviors and practices. Carefully managing trust and not taking for granted what trust you already have, is key to leading on privacy.
earning customer trust

Earn customer trust with ‘inside out’ business values

  • min read
    • I've particularly noticed two business trends since the pandemic. First, people aren't rushing back to work – whether it's called the Great Resignation or Great Reshuffle, we're thinking hard about where and why we work. Second, we've become more dependent on, and aware of, technology and how it's shaping narratives in society. Tech can earn business gains in efficiency and productivity, but there's no shortcut to earning trust. Fuelled by mistrust in media and government, public trust is declining. There's an opportunity for businesses to lead in regaining public trust, and I believe they should start with their employees. Distrust has become the default The pandemic sparked fears about personal and societal issues. There are existential concerns like climate change and growing worries about personal freedoms and economic security. This anxiety and insecurity make it hard to trust. The Edelman Trust Barometer surveys 36,000 respondents in 28 countries on their relationship with business, government and the media. The 2022 Barometer shows distrust has become the default, especially distrust of government and media. Who people trust has become more local, like co-workers and neighbors, and distrust of outsiders has risen. The business of raising trust Trust has long been weak in media, but the Edelman Trust Barometer showed trust in government has fallen around 25 percent between 2020 and 2022. Trust in business meanwhile stayed at about the same level. People are looking to business to tackle big issues rather than their governments. It's an opportunity for business leaders, but not those who picture nothing more than trust-promoting marketing operations and communications ploys. Cutting through the fake The public sees CEOs and business leaders with a wary eye. Between 2021 and 22, those who said they worry business leaders are intentionally misleading people went up to 63 percent. Similar concerns about journalists (67 percent) and government leaders (66 percent) have risen too. Build trust from the inside out The Edelman Trust Barometer found employees tend to give credence to their CEO. But what about your employees? It's worth doing an anonymous internal survey to find out how much they trust your company. Internally, transparency is an excellent way to earn confidence. Show faith in your employees and give them accurate information about your strategy and intentions. There are, of course, limits to how transparent businesses can be. You can't divulge intellectual property secrets or make big announcements before an earnings report as a publicly-traded company. But the way you operate and communicate internally must be consistent with how you want customers and stakeholders to see you. I call this the 'inside-out' model: What goes on at the core radiates out through the value chain. The core is your executive and employees. Moving out from the core are your ambassadors, distributors and suppliers. The next level is customers. Demonstrating consistency over time – from the inside out – will mean greater trust. Gain trust the old fashioned way: Earning it I have seen these three leadership attitudes matter when it comes to instilling trust throughout your organization and value chain. First, when possible, under-promise and over-deliver – for example, in marketing promises, delivery dates and product performance. Second, have a karmic attitude – giving without expecting anything in return. A transactional approach, based on equal exchange, means no margin for 'extras,' and can rapidly decline into an adversarial relationship. A karmic attitude builds up credit. Marcus Sheridan built a successful swimming pool business by giving away relevant and honest content. Credit is important over the long haul if you need forgiveness for an error. Unexpected things happen, and there are unavoidable, big-picture issues like global supply chains breaking down and wholesale price rises. Third, bring your company's purpose to life and ensure it impacts your behavior, language and decision-making. The most important audience is your employees: Ensure they clearly understand and experience the company purpose and vision – many employees say they don't fully understand theirs. However, avoid overselling your purpose – it's better to understand your limits than to promise something you can't deliver. Strive to live up to what you say. Admit mistakes and be honest about your failings. This will help build trust and engender loyalty. Overcoming the challenges of tech and trust As businesses grow, they need more tech to help manage many customers and workflows. Many organizations are starting to use artificial intelligence (AI) to support customer relationship management (CRM,) customer service and eCommerce. While there are great uses for AI, issues around data privacy, invasive personalization and bias are legion. You need a solid ethical framework to manage these. Using empathy to understand the employee and customer journey better is vital. And to be trusted, especially with AI, you must have a firm grasp on the outcomes you want. For example, when using chatbots to augment customer service, tell your customers what kind of agent they're dealing with (bot or not) and be alert to when a human agent must step in to ensure the best customer experience. There's no shortcut to building trust. It takes a concerted effort across the organization. If you've built a loyal and trusting partnership with your employees and stakeholders, they'll be your best ambassadors and be more forgiving of your mistakes. Be vigilant when trust starts to erode: Trust is hard-earned and quickly lost.

Transparency isn’t about your business – it’s about your customers

  • min read
    • Our new digitalized business environment relies on trust. We trust our technology, brands, partnerships and more. Many things can help build trust, like our long-term relationship with a brand or the strength of its reputation. When it comes to tech, when we don't understand how something works or how it handles our data, we trust less easily. So, when it comes to winning trust, transparency helps – like clear verification and risk mitigation measures. Do users care about transparency? In 2021 Kaspersky published its research with over 15,000 adults in 23 countries on their attitudes to online privacy in its report, Consumer appetite versus action: The state of data privacy amid growing digital dependency. We found most of these consumers expected greater transparency about how their data was handled, with 62 percent saying they worry their online activities are constantly tracked by websites or services they use. A similar proportion (63 percent) said they felt transparency of technologies and companies was necessary for digital transformation. Do businesses think the same? International Data Group (IDC) predicted at the end of 2021 that by 2025, half of the world's top 2,000 public companies would be employing more diverse data scientists with the intent to improve customer trust. But what about the other half? Edelman Trust Barometer has studied trust in business, governments, media and other organizations for over 20 years, now with over 36,000 respondents in 28 countries. In 2021, the study found falling levels of public trust in media and government. People felt institutions are not addressing their concerns around job loss, climate change and cybersecurity. The study notes, "We see an even greater expectation of business to lead as trust in government continues to spiral." Taking action on trust and transparency Kaspersky's Global Transparency Initiative (GTI) is now five years old. We've invested many hours and much resource in it because we believe openness and transparency are crucial for cybersecurity. What does GTI involve? We've opened Transparency Centers in several countries and taken a range of actions to be more transparent with our customers, from making our source code available for public review to relocating part of our cyberthreat-related processing infrastructure to Switzerland. Here's more on how the initiative is evolving. We also have a bug bounty program, generously rewarding security researchers who report a vulnerability in our products. Building business cyber-resilience through learning In a digital world, business must be cyber-resilient. Any compromise to IT infrastructure can lead to business loss. As part of our GTI, Kaspersky is helping its partners and customers gain the tools and knowledge to protect themselves and choose reliable software. Our Cyber Capacity Building Program, available online and offline, helps businesses, academia and government organizations to learn skills to ensure the security and integrity of integrated third-party applications and identify and manage cybersecurity risks. We developed GTI as thought leadership – we hope that the rest of our industry will follow suit. But it also protects our biggest asset – our users and their trust. We want to share our experience, expertise and knowledge with the widest audience possible. Because transparency isn't about us, it's about our customers.
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About Secure Futures

Secure Futures magazine is your go-to business guide for opinions, trends and insight into the world of technology and cybersecurity. We help your business to bring on the future. Brought to you by Kaspersky, the global cybersecurity experts.

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