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ciso turnover

Keeping your CISO engaged will benefit your business. Here’s how.

  • min read
    • Between stress, overwork and constant new threats, Chief Information Security Officers (CISOs) face countless challenges. And the security of nations, businesses and society relies on their doing everything they can to rise to the challenges. Growing complex threats and the rapid shift to remote work complicate an already expansive role. Today's CISO needs technical skill and the ability to respond fast to reputation-damaging breaches like ransomware attacks. High stress, low retention Many CISOs haven't been in their role long. Research by Cybersecurity Ventures in 2020 found nearly one in four (24 percent) of CISOs in US Fortune 500 companies had been in their job just a year. A further 16 percent had been in post for only two years. There's no single reason CISOs move around more than other C-suite executives, but higher stress probably plays a part. UK domain registry Nominet's 2020 CISO Stress Report found 88 percent – around nine in 10 – CISOs said they were "moderately" or "tremendously" stressed. The same report found average CISO time in post was just two years and two months. Seasoned CISO Matt White, once fashion brand Chanel's Global Head of Information Security Strategy and co-founder of software-as-a-service platform XaaS, thinks CISOs' biggest challenge is lack of understanding from companies and boards. CISOs have an uphill battle – under-resourced with budget and staff while battling red tape and bureaucracy. Relationships make a fulfilling role What can CISOs do to find a role where they feel fulfilled? White suggests considering what a potential employer wants from a CISO. Do they want change or someone to continue the status quo? Although it may be hard to assess before joining, a CISO should investigate how well the organization has established and resourced its cybersecurity. White adds, "It's paramount to understanding the type of company, its level of maturity and how supportive the board may be of changes." If the last CISO left because they didn't have the financial resources or headcount for a good cyber defense strategy, a new CISO should make sure there's since been change. Kaspersky research, in association with Longitude, a Financial Times company, found a closer relationship between the C-suite and cybersecurity teams leads to better security outcomes. Over a quarter (26 percent) of survey respondents said they believed "strong integration between the C-suite and cybersecurity teams will be very important in the next two years." This group also reported they were better prepared to deal with the impact of cyberattacks. It's important senior managers get involved in elements of cybersecurity. If CISOs foster strong relationships with C-suite colleagues, they can help those executives better understand challenges facing IT security. Continuous skill development With new threats and cyber challenges cropping up daily, CISOs must keep their skills and technical knowledge up-to-date. But their role also demands a range of 'soft skills.' "CISOs, like all C-suite roles, need continuous development, not just with technical skills," says Naveen Vasudeva, Founder and CEO of United Arab Emirates-based CyberTree Paradox, a cybersecurity firm focused on small-to-medium enterprises. "The CISO must be a diplomat, skilled in communicating technical things simply, so others can understand and take action." To thrive in their career and ensure a long tenure at companies they enjoy working for, CISOs should build their skill base. This will mean they're as prepared as possible for challenges that come their way. But if a CISO finds they're completely exhausted and can't perform their job because of lack of company support, the best option may be to seek greener pastures. Strong teams are everything C-suite executives have a vital role in improving CISO working conditions and retention. Not all C-suite members can gain a comprehensive understanding of cybersecurity. Those who do develop that understanding can show inclusive leadership and better support the CISO. A CISO is only as effective as the team they lead. Highly skilled cyber professionals are in hot demand, hard to retain in a competitive market. A Cybersecurity Ventures 2020 study found unfilled cybersecurity jobs grew 350 percent in the eight years to 2021. A CISO may enter a business and find their staff don't have the right skills, making it hard to succeed in their role. Vasudeva thinks selecting the right team is the difference between success and failure. "You can't do it all, and you shouldn't. Pick skills in your team you can rely on and help them develop their next moves, so you can develop yours. It's about leadership, not management – there's a massive difference." Short tenure hurts CISOs and companies, so everyone involved should address the issue. Kaspersky's 2020 global business survey backs this up, with 38 percent of respondents saying lack of consistent management in IT security is a challenge. Being a CISO for just a year or two isn't enough time to make a real difference or embark on transformational projects, let alone change corporate culture. There is no one way a CISO can fully protect themselves from short tenure, but if they focus on enhancing their skills, build relationships with executives and create a strong team, they will likely find themselves in a strong position. C-suite colleagues have an important role to play in retaining CISOs too – raise your cybersecurity understanding so your CISO can rely on your support.
Designing professional development for Millennials and Gen Zers

For Millennials and Gen Z, today’s professional development needs work

  • min read
    • The generations we call Millennials (born 1981 to 1996) and Gen Z (born 1997 to 2012) now make up most of the global workforce. But despite their numbers, today's workplace may not meet their needs, because they're quitting jobs and hopping between positions in growing numbers. Those businesses that examine how they're retaining, developing and supporting these employees will have a chance to get ahead of their competition. There are signs information overload and mental fatigue are making us all gravitate to short-form content, but Millennials and Gen Z express this preference more strongly – they seem to learn, think and communicate differently from their predecessors. If companies want to boost their performance, organizational resilience and enterprise capabilities, they should redesign their professional development programs to engage these audiences better. Where professional learning is going wrong As a futurist keynote speaker and workshop presenter, I train thousands of professionals on how to adapt to industry change and emerging technologies. I need to bring audiences up to speed and inspire enthusiasm within minutes. But I find IT learning and professional development methods are still tied up in rigorous training programs and demanding certifications that take weeks or months to unpack. In the age of Zoom fatigue, things are going in the wrong direction. I've seen a steady increase in the average length of training I'm asked to give, from under an hour to 90−180 minutes. "Today's IT and security pros need to get up to speed on a rising array of breaking trends, technologies and topics in less time than ever," David Thomas, executive director of online programming at University of Denver, told me. "At the same time, they're pulled in more directions and their concentration is becoming more divided." Microlearning as an addition to traditional learning Experts suggest offering a broader range of learning approaches and educational solutions can help fill the gaps around extensive teaching and training programs. Microlearning especially is gaining ground. This rapid-fire approach to learning means breaking content into shorter, more approachable chunks. It helps promote interest in new topics and gets learners up to speed faster. In a 2018 paper, researchers Ján Skalka and Martin Drlík reported that microlearning, in tandem with more comprehensive training methods like coursework and certification programs, helps offset the impact of decreasing attention. It gives a speedy onramp for tech-related topics, reducing the learning curve, driving interest and boosting learning. Tatyana Shumaylova, Senior Product Marketing Manager at Kaspersky says get-to-the-point, bite-sized learning is central to their cyber education program Automated Security Awareness Platform (ASAP). "We understand that maximum engagement is key to learning, so we put that at the heart of our educational approach. For Millennials and Gen Z in particular, the 'old ways' are ineffective, so we trimmed the fat, banished waffle and keep our modules sharp, interactive and impactful." Greater loyalty to businesses that value learning Researchers at Florida International University found leaders and employees admit there's an issue with maintaining attention spans. They also found young audiences can maintain intense focus but are easily distracted. The research found these younger professionals are "most engaged when working on projects that are rewarding and impactful" and when they're doing "meaningful work and being challenged." These generations also actively look for jobs with more development opportunities and are more loyal if they receive continuing education. Companies must adapt development and training programs to short attention spans to engage and retain them. A Millennial herself, Taylor Tresatti, head of industry research for BIZDEV: The International Association for Business Development and Strategic Partnerships, told me she'd found learning and experiential opportunities promised but not delivered many times in her career. So she changed job roles and positions to get them: "As an employee, you have to gain working knowledge of new tools, technologies and trends quickly, without active training or certification from your employer. It would be super helpful to have access to faster and easier ways to master new skills." Investing in tech-rich learning experiences In their 2020 paper Educational experiences with Generation Z, three researchers said younger generations motivate companies to "accelerate and improve the teaching and learning process." This means investing in more technology-powered resources for new ways of teaching and learning, and finding more effective ways to capture and hold audiences' attention. Chris Zimmerman, senior analyst with trend forecasters FutureProof Strategies, told me, "There's a time and place for traditional learning methods and deeper dives. But your first goal in an increasingly frenetic business world should be to pique audience interest. That means looking for ways to present learning material that breaks through daily clutter better. It also means finding better ways to package and present material that bestows working knowledge faster." How to make learning more engaging I recently developed a new training method called POP FUTURE – you can download the instruction manual and guide for free. It's a faster, friendlier way to present learning content, putting future trends, new technologies and emerging business topics in a more intuitive and welcoming context that audiences of more backgrounds and skill levels can understand. My methods include reducing training manuals, workplace guides and reports to quick-hit videos, animated explainers or brief charts, illustrations and infographics. Effective teaching can also include games, exercises and simulations based on real-world challenges, like role-playing strategies for addressing network hacks or data breaches. I also recommend using animated GIFs, eye-catching explainers and graphs, and other social media-friendly content to make simple, understandable visual representations of complex subjects. Developing tomorrow's leaders Millennials and Gen Zers are quick learners, hungry for insight. In a world of shrinking employment tenures, they weigh learning and development opportunities highly when considering jobs. When unforeseen challenges emerge, these audiences won't have the time for traditional learning programs or in-depth curriculums. Supplementing your learning and development regimen with more short-form and microlearning-based content will give your workforce access to more approachable, on-demand learning and speak to more knowledge-hungry employees.
engaging women

Infographic: Why women leave tech careers, and what to do about it

  • min read
    • In tech, there's much talk of what we can do to recruit more women. But we rarely talk about that even bigger problem: Once we recruit women into tech roles, they're more likely to leave the career than men. The good news is, leaders can do a lot to change that. How leaders can help more women (and men) stay engaged at work When it comes to retaining more women, the changes you make will likely benefit all staff. Work on these six areas to help keep everyone in your team engaged. 1.    Get better at onboarding Karen Holtzblatt of WITOps says, "50 percent of women are not clear about what to do to be successful. All new hires need to develop strong connections and knowledge and skill to succeed. Use our Team Onboarding Checklist to onboard right." 2.    Encourage valuing and belonging "Women need to feel belonging and value in their team," says Karen Holtzblatt. WITOps have engaging, practical activities to foster more supportive workplace behaviors. 3.    Use tools to reduce bias "Map the full employee experience and identify where bias influences career paths. Use tools and processes that mitigate human and automated biases," says Dr. Patricia Gestoso, BIOVIA's Head of Scientific Customer Support in Kaspersky's Women in Tech report 2021. 4.    Be all about mentoring Mentoring helps more women rise through the ranks, says global tech leader Margaret Dawson. Leaders should take opportunities to mentor and encourage team members to get a mentor. 5.   Take breaks and switch off 'Always on' work culture is bad for productivity and health, and affects women more because they're more likely to have care responsibilities. Lead by example: Take regular breaks, switch off after hours and encourage all in your team to do the same. 6.    Identify and challenge ways your business centers men Are employee benefits male-coded, like tickets to sporting events? Is competitiveness overly encouraged? Do after-work drinks loom large? Review benefits and offer what more women need, like flexible work and good parental leave. Infographic references 1 Accenture Resetting Tech Culture report 2021 2 Accenture Resetting Tech Culture report 2021 3 Pew Research 4 New study reveals key to the gender gap in C-suite 5 Karen Holtzblatt, WITOps 6 Kaspersky Women in Tech report 2020-21 7 WITOps onboarding research 8 WITOps onboarding checklist 9 Fostering more supportive behaviors 10 Kaspersky Women in Tech report 2020-21 11 Mentoring is hard but rewarding, and it's everyone's job 12 ACCA Global: The always-on culture is bad for productivity and health
financial times report diversity

Two great ways to build a more diverse cybersecurity team

  • min read
    • "A diverse team gives you different life experiences and strengths," says Shawnee Delaney, CEO of US-based insider threat specialist Vaillance Group. Diversity in your cybersecurity team is also a competitive advantage, according to new research. In partnership with Longitude, a Financial Times company, Kaspersky surveyed 750 leaders at enterprises around the world about their approach to cybersecurity. The research finds organizations that actively improve diversity and inclusion in their cybersecurity teams – named the Diversity Leaders for this reason – are better prepared to deal with a range of cyberattacks. For example, they are twice as likely (77 percent) to be prepared for 'black swan events' – sudden events with widespread impact, like a pandemic – than others in the sample (37 percent.) Organizations recognize the benefits of a diverse team. Six in 10 say creating a more diverse and inclusive cybersecurity team will be important in the next two years. They have work to do. Figures show 85 percent of cyber security professionals in the UK are white and 66 percent are male. And only 10 percent of women in IT work in a majority female team, another recent Kaspersky survey found. Two ways to rebalance your cybersecurity team 1. Recruit from different sectors "One of my engineers has no IT security background — he started as a musician," says Ricardo Lafosse, Chief Information Security Officer at multi-national food company Kraft Heinz. "He sees problems differently from me and that provides a whole new dynamic for how to solve an issue." Broadening the talent pool by hiring from unexpected places gives businesses a bigger picture when threatened. Diverse viewpoints make it possible to consider all the ways an invader could attack. "A diverse team gives you different life experiences and strengths," says Vaillance Group's Delaney. "A well-rounded team approaches challenges more creatively." 2. Build an inclusive culture Recruitment strategies are just the beginning. Companies must create an inclusive workplace culture so recruits feel welcome, nurtured and excited to build a career. The National Cyber Security Centre recently found that one in five UK cybersecurity professionals felt they couldn't be themselves at work. Meanwhile, research by Accenture and non-profit Girls Who Code revealed company culture is the top reason women leave a tech career. And a recent international Kaspersky survey found 44 percent of women in tech think men progress faster. "Teams are living organisms, and like all living organisms, they can be healthy and flourish — or not," says Evgeniya Naumova, Executive Vice President of Corporate Business at Kaspersky. Regional variation in valuing diversity in cybersecurity Cyber threats are global, but the research shows regions prioritize diversity and inclusion differently. For example, 84 percent of Australian leaders in the research said they were actively improving diversity and inclusion in their cybersecurity teams. In contrast, only 56 percent of those in Canada agreed with the statement. In Hong Kong and Italy, 72 percent agreed that creating a more diverse and inclusive cybersecurity team would be important in the next two years, but only 52 percent in the UK. This means multi-national organizations must ensure recruitment strategy and culture improvements happen across operations worldwide. Cyber threats are growing in number and severity, and businesses must do everything they can to protect themselves. Diversity might not always be a top-of-mind strategy, but the data shows it should be. As well as the powerful benefits of diversity and inclusion, a global strategy needs more senior leadership (C-suite) involvement. The research found companies with closely linked cybersecurity teams and C-suite are better prepared to manage attacks. If there is strong integration with senior leadership, cybersecurity is likely higher on the business agenda, and the team likely feels more valued, leading to better staff retention. "As cybersecurity leaders, we must push for diversity and ingrain these viewpoints into the fabric of our program," says Kraft Heinz's Lafosse. "The threat actors out there don't care about race or gender. If they find a good hacker, they're going to be part of their team. We need to be able to think that way."

How start-up leaders can juggle roles without losing their heads

  • min read
    • The road to building a successful tech business may be the busiest time of your life. Every tech start-up goes through a phase where its people must do more with less. Often, that means leaders play a range of roles they never trained for nor imagined themselves in. Research increasingly shows multitasking makes us less productive and less effective. If a 'bit of this, bit of that' approach isn't the best way to manage the expansion of your roles, how should you do it? How actors play multiple roles Granted, award-winning English comedy actor of the 1960s and 70s Peter Sellers isn't often touted as a business leadership guru. In Stanley Kubrik's 1964 black comedy Dr. Strangelove or: How I Learned to Stop Worrying and Love the Bomb, Sellers played three lead roles. It wasn't an artistic choice – the studio insisted on it. Although some critics were baffled, Dr. Strangelove became an instant classic. Sellers' performances as three distinctive, outlandishly silly characters transfixed audiences. In interviews, Sellers elaborates on the production process. He speaks of how he was able to give envelopes of time to each character without overlap. He instinctually applied his own twists to each role, and when he realized he wasn't a good fit for a planned fourth role, found a way to make sure someone else could play the part. One actor playing multiple roles in theatre, film and television has a long history before Peter Sellers. One recent example shows just how many parts an actor can play while making an exceptional performance of each. Canadian science fiction thriller Orphan Black starred Tatiana Maslany in more than six roles: Genetically identical human clones. To make it work, the team used cutting-edge filming technologies but also solved problems in low-tech ways, like hanging a series of tennis balls from the ceiling to mark each of her characters' positions in a scene. To help her embody them, Maslany made a music playlist for each of her characters and developed a library of movements, postures and actions for each using her dance background. She also highlighted the importance of keeping in mind what all her other characters are doing in each scene. So what can tech business leaders learn from the blockbuster success of these actors playing multiple roles? How to wear different 'hats' with style and safety Although it may be as worn as a pirate's tricorne, the metaphor of 'wearing different hats' is apt for start-up leaders juggling different roles. Classic hat styling applies: Don't wear them all at once and accept some hats don't suit you. Each hat comes with different opportunities and stressors. Let's take a closer look at some of the hats you may need to wear. The creative hat It's easy to forget when you're deep in the details that leadership is all about creativity – especially in tech. According to successful tech entrepreneur Mark Vernooij and leadership coach Robert Wolfe, creative leadership is the ability to create and realize innovative solutions, especially in the face of change. While wearing the creative hat, keep an eye out for where creativity might help in all your other roles. Or, as Orphan Black's Tatiana Maslany said, keep in mind what your other characters are doing in each scene. Creative hat-wearers also need to make sure they're recording all their ideas effectively when they happen. Try Google Keep app to transform and organize your voice notes as stickies. The responsibility hat Sometimes it feels like it's all on you. On the upside, responsibility means choice and control. On the downside, playing out all the possible business chess moves has been known to keep many up at night. Resting more, and taking more breaks, boosts productivity, and most of us aren't 'checking out' enough. Like Maslany's character music playlists, make yourself some playlists to help you get into, and more importantly, out of, your work headspace. Speaking of headspaces, many find meditation helps them recenter. One increasingly popular meditation app is called, you guessed it, Headspace. The money hat Having good control and understanding of finances is crucial when leading a start-up. When you're wearing the money hat, all 'hats' depend on you. And when managing finances, if the hat doesn't fit, don't wear it. Or, as Peter Sellers did for his intended fourth role in Dr. Strangelove, make sure someone can do the role instead of you. The explosion of the work-from-home gig economy means you shouldn't have trouble finding accountants and other financial service providers to suit your needs. On the other hand, today's money management software is gaining ground in making it simple and intuitive to do yourself. Xero is the market leader in cloud-based business finance and accounting software. Add PocketSmith for personal money management – it integrates with Xero, so you can do it all from a single pane of glass. The tech hat The team behind Orphan Black highlighted how using the most up-to-date technology for filming helped them support Maslany as she played her many roles. Likewise, choosing the right tech to run your business can make or break it. Capterra, G2 and Spiceworks Ziff Davis let you search for different software options, compare them and read reviews. For supplier recommendations, many go to credible, independent researcher analysts like Gartner and Forrester. And the right solution isn't always tech. Like the system of tennis balls hanging from the ceiling during the filming of Orphan Black, if you put the work into understanding your needs, the solution may turn out to be inexpensive and elegant. The at-home hat Often overlooked as a role in its own right, wearing the at-home hat means supporting and developing the functions that mean you, any employees and freelancers can work together effectively from home or elsewhere. It covers human resources, like ensuring your people have work-life balance and technical aspects, like ensuring your business's collaborative software and cybersecurity are up for the task. What your business needs in terms of remote and at-home work will be tailored and unique – like how Peter Sellers found it important to give his characters his own spin in Dr. Strangelove. Remember your home life matters too – the Cozi family organizer app can help you keep track of the events and needs of your nearest and dearest. The cybersecurity hat Cybercriminals are increasingly targeting start-ups, seeing them as low-hanging fruit, because many start-ups overlook cybersecurity as their new business struggles along. But it doesn't have to be that way: Kaspersky research found while breaches cost small-to-medium businesses an average of over $100K US dollars, that figure was a third lower if the breach was detected early thanks to up-to-date software appropriate the business's need. Like creativity, understanding and mitigating risk is an entrepreneur's core role, but cybersecurity needn't be time-consuming. Look for set-and-forget solutions with the level of protection a growing business needs, like Kaspersky Small Office Security. Remember, most cyberattacks aren't sophisticated – they begin with basic good practice failures, like an easily guessed password or clicking a link in a dodgy email. Keep up your team's cyber hygiene with little-and-often education. Every successful start-up leader has been where you are today. With today's tools, it's never been easier to wear many business hats. Whether you take your leadership inspiration from classic cinema, science fiction or more orthodox places, make a success of this stage in your start-up's life by dedicating time to each of your many roles. And remember, the most important hat you'll wear is none at all: Give yourself time to switch off from work regularly, and you'll be full of fresh energy and ideas for all your roles.
autonomy in tech teams

How your tech team can have autonomy without fear of messing up

  • min read
    • What I love about being in tech isn't the technology, but that our mistakes are comparatively meaningless. I learned this binge-watching Grey's Anatomy during UK's first lockdown: If I were a surgeon, I would feel paralyzed by the finality of making mistakes. This is not to say mistakes in tech are never dangerous. If you release tech that supports air traffic control or train signals that doesn't work properly, we're all in trouble. But for most tech teams, mistakes are reversible. So why do most of us approach working in tech like we're dealing with live explosives? We have endless meetings to make sure everyone is 'on the same page,' layer after layer of management and decision by committee. We validate, hypothesize and debate. We rarely let anyone own a project from conception to production. That's a waste. With autonomy, we could have much more fun and achieve much more. Autonomy not adopted despite evidence I shouldn't need to make a case for giving employees autonomy – the evidence is vast. Take Gallup's State of the Global Workplace report, which showed workers given more autonomy performed better and were more sensitive to failure. The battle has moved beyond raising awareness, but we have a long way to go to achieve widespread autonomy in tech workplaces. What gives? Do we have a fundamental problem with our approach to management? If we all know we should be doing it, why is it still the exception rather than the rule? Hierarchical management structures push managers towards caution. We're responsible for our employees' mistakes and find their mistakes embarrassing. We do everything we can to prevent them, which means limiting their autonomy. This way of working may protect us from what they may do wrong, but it also prevents us benefiting from what they may do right. We've designed our workplaces to 'catch' our worst people. Then we're surprised our best don't thrive. Safety nets not safety rules To free ourselves, we must start ignoring individual outcomes. We must stop trying to minimize losses and focus on maximizing wins. But what does that look like in practice? Imagine you have a group on one side of a ravine. You must get them all to the other side. It would be natural to approach this with a 'zero failure' plan – tie everyone to ropes, give crystal clear instructions and get them across one at a time. You'd get everyone to the other side safely, but it would take forever and your most capable would get bored. Caution feels needed because the consequences of failure are severe: Falls mean death. But what if, instead of ensuring no one fell, you made the consequences of falling irrelevant? If you added a safety net to catch people who fell, you could skip the caution because failure wouldn't matter. You could let people find their way over and see what happens. Some would get across easily, some would ask for help and some would fall. But the falling wouldn't matter. Failures become attempts, and failed attempts would show you who needed your support without wasting your time helping those who didn't need it. At the end, you'd find everyone made it to the other side in less time with less frustration and less work from you. You've identified those who need help and those who can help others next time. You've created an environment where the most capable thrive but the least able are protected. All you had to do was add a safety net. Perfect is the enemy of good Using our ravine-crossing example, someone might say, "OK, that was fast, but some people fell. If you stopped that happening, we'd get faster." But if you tried to stop anyone falling next time, you'd be back to micromanaging and over-caution. The adage 'perfect is the enemy of good' encapsulates how trying to eliminate failure often means lower quality results overall. Failed attempts aren't bugs – they're features. When managers must constantly report to one another about what's happening in their departments, it's like reporting on the people who fell trying to get across the ravine. A year down the line, when we fail to hit our targets because we were too cautious, we don't even feel embarrassed because, hey, we didn't make any mistakes! From a productivity perspective, we become 'penny wise but pound foolish.' How confident are you? A culture of autonomy means we stop asking each other to explain what we're doing and why. Just give people specific targets and ask they reach them, then let them get on with it without reporting every attempt. When we give someone something to achieve – whether giving a manager a goal or a worker a task – the only update we should ask for is their confidence they can deliver – that's our safety net. How many status updates do you get from your staff? What if instead of all these, you asked how confident they were of achieving their goal? If the answer was over 70 percent, leave them to get on with it. That question catches people who've gone off track and lets everyone else move ahead without slowing down to explain. Think of all the time you'd save. If the practice were spread across an organization, countless hours would be recovered. And the worst that could happen is some effort wasted on work that turned out not to be useful. It won't be perfect, but perfect isn't an option. We're emerging from a time during the pandemic when we've had to be constantly cautious in every area of our lives. If you manage a tech team, chances are, work is one place that doesn't need that caution. That freedom is a fantastic perk, and what a waste not to take advantage of it. We're lucky to have a job that lets us be so carefree. Let's let our people make mistakes, get stuff wrong and make a mess. After all, we're not surgeons.
by Innovating leaders.
Innovative tech.
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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