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neurodiversity interview nicola whiting

How cybersecurity businesses are welcoming neurodiverse talent

  • min read
    • Neurodiversity's importance in organizations is gaining steam, with many large, tech-rich enterprises like Ford, IBM and Microsoft reforming their HR processes to ensure they recruit and retain neurodiverse talent. Neurodivergent people have conditions that mean they think differently than others, for example, autism, attention deficit hyperactivity disorder (ADHD) and dyslexia. I asked Nicola Whiting MBE, co-owner of Titania Group and NeuroCyber board member,  why neurodiversity matters in cybersecurity and how businesses can be more inclusive and supportive of neurodivergent employees. Gemma: Why is neurodiversity important? Nicola: Neurodiversity – where you have many different thinking styles and perspectives – increases the range of ideas in a business, which means competitive advantage in innovation and resilience. It's the opposite of groupthink – when everyone has similar ideas, so businesses stagnate and make poor decisions. More personally, being autistic, I'm saddened by how many brilliant neurodivergent people struggle to get jobs in our industry, despite the known skills gap. JPMorgan Chase reported in 2021 that neurodivergent employees in certain tech roles may be up to 140 percent more productive than neurotypical colleagues. However, businesses still struggle to build inclusive practices that let all neurotypes thrive. I want to help change that. You're on NeuroCyber's advisory board. What are its aims? NeuroCyber's founder and CEO, Mike Spain, has a neurodivergent son. He saw too few opportunities for neurodivergent people in cybersecurity and wanted to change that. NeuroCyber believes in inclusion at every level – over half the board are neurodivergent. We're driven to improve career outcomes for neurodivergent colleagues, enriching the sector and reducing the UK's cyber skills gap. Why does the cybersecurity industry especially benefit from neurodiversity? In cybersecurity, everything we do is either innovation – creating new things – or resilience against attack and business threat. Neurodiversity is essential for both. For example, if you follow the principle 'to defeat an attacker, you must be able to think like an attacker,' you need a variety of neurotypes because attackers are similarly varied. What about in leadership? Should boards and C-suites consider neurodiversity? Absolutely. Boards should be especially wary of groupthink. Many innovative, well-known entrepreneurs are neurodivergent, like Richard Branson, who is dyslexic, and Elon Musk, who is autistic. There are also many neurodivergent industry leaders who don't disclose the fact because they fear stigma. Which cyber organizations are 'doing it right' with neurodiversity? One organization I admire is Genius Within, founded by Dr. Nancy Doyle. They believe in creating inclusive workplaces, allowing neurodivergent people to thrive and maximize their talents and strengths. What's your advice for companies that want to become more diverse and inclusive of neurodiversity? Follow the principle of 'nothing about us without us' (NAUWU.) Teams that can drive their processes and practices are more engaged and have better outcomes. You should also acknowledge that people have unconscious bias that draws them to prefer working with people that look and think like themselves. You can see it in the questions we prioritize in recruitment like, "Will this person fit with the team?" rather than, "What new skills and talents will they bring, and how will we support them?" There's plenty of fantastic advice on reducing bias in hiring and retaining team members, much of which is free. Companies needn't look far to learn how to improve their processes, practices and culture for greater diversity and inclusion. What will organizations gain if they take action on neurodiversity? Taking action on neurodiversity can mean benefits in terms of growth, innovation and resilience to risk. You'll also gain the personal benefits of inclusive, welcoming work environments. It always pays to diversify. Opinions reflect those of the expert. Interview has been edited for clarity.
data ethics interview

How data ethicists are helping tech business be better

  • min read
    • Using data responsibly is a hot topic. Tech companies must ensure they don't cause harm, for example, by breaching consumer privacy or reinforcing bias through automated decisions. It's a moral and legal question, but it may be unclear how businesses and governments should approach their data responsibilities despite increased regulation. We still see egregious data use practice. Alice Thwaite is technology ethicist and responsible owner for ethics at OmniGOV, MG OMD, working with the UK government on communications and advertising. We chat about what data ethics means in practice. Gemma: What does it mean to be a data ethicist today? Alice: Ethics is the study of how to live. An ethicist takes a theory of how humans want to be treated and how we should interact with the wider world, and thinks about how an action or technology could contribute to that goal. We use ethical methodologies and knowledge about the consequences of a technology or business model to transform the business into one that prioritizes ethics. Businesses have always operated in the realm of ethics, but usually without a systematic approach. Ethicists co-create frameworks with stakeholders like customers, colleagues and wider society so that an organization's values become critical in business decisions. What does that look like in practice? First, we help organizations understand where they're making ethical decisions and show how they'll need a more systematic process to reach their ethical goals. Second, we educate organizations on ethical methodology and issues. Third, we assess practice to understand what the company wants to prioritize and how current practice meets ethical goals, making suggestions like 'ethical pilots.' Finally, we implement and measure ethical pilots so they can become policy. We don't work in a vacuum – we must be in constant contact with various communities. For example, before establishing diversity, equity and inclusion (DEI) initiatives, a company might think racial equality is important but have no roadmap to get there. With an influence campaign, education, auditing and an implementation program, they may still have a way to go. But they're now measuring ethnicity pay gap and thinking about inclusive work environments for different people. They can keep following the 'influence, educate, assess, implement' process to fruition. Where do organizations start? What tips do you have for those keen to start doing ethics? Hire someone to build an ethical program and link them with a sponsor who can ensure the organization implements their recommendations. They may have a degree in philosophy, international relations, social science or community work experience. Ensure they can learn as much as possible about business ethics and support their attempts to transform the culture. Those in data security or compliance should recognize an ethicist has different processes. The goals may be similar, but the process aligns more with social science and humanities methods. What questions should organizations wanting a data ethicist ask? Are we committed to change? Do we want a world prioritizing human values like democracy, dignity and freedom? Are we prepared for the discomfort that comes with changing procedures? If you're prepared to change, write a job description incorporating things I've mentioned and encourage your team members to apply. Opinions reflect those of the expert. Interview edited for clarity.
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."
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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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