In the old days you could buy some firewalls and declare your company to be reasonably secure (assuming you had actually set-up some useful rules on the new firewalls).
About 10 years ago you would typically set-up a discrete security function that would take on the increasing governance requirements, define policies and expect the supporting Tech teams to enforce the policies.
Now with the software revolution in full swing, the vast majority of the cyber attacks are either based on social engineering, infrastructure weaknesses or software design exploits. I've been lucky enough to have obtained a number of security related patents and I can sympathise with CISOs who are finding it challenging to deal with the increasingly complex and more frequent cyber attacks.
Today, organisations are beginning to realise that cyber security is a collective capability. This requires a different approach to cyber security. You need to encourage everyone in the organisation to become your first line of defence. This requires cyber security education and changing security from being a barrier to an enabler. It sounds easy but for established organisations it can be challenging changing the preconceived ideas of how cyber security operates.
If you're not from a software engineering background, the new digital and big data technologies can be daunting. This year I've been engaged to help an established company figure out how it can adopt new digital, IoT and big data techniques without breaking the bank.
The term Big Data appears to be the best at generating confusion. If you have over 500,000 rows or you're regularly quering over 1TB of data, it's likely you can gain some operational benefits from adopting a database technology like AWS Redshift.
If you find that you're investing in high CPU cloud instances for data processing, then maybe it's time to look at data pipelining via tools like AWS Kinesis.
You will be successful in adopting Big Data technologies once you clarify what the measurable benefits will be and ensure that your organisation has gained the required skills to operate the new solutions.
Established businesses will only continue to be successful if they embrace digital technology efficiently and with a clear strategy. I've helped a mixture of large corporates and newly acquired businesses to re-focus their approach to technology and to get some stunning results.
One well known brand obtained 140% website traffic growth as a result of the changes I put in place.
Here are some videos of the advanced apps I've helped with and an AI that tells you what to read!
Part of the turn around team that helped to restructure EMAP.
Review the global R&D centres and propose changes to improve product development.
Making Cyber Security a collective responsibility at large corporates.
Associated subject matter expert consultant.
Created the first fast food app to be integrated with mobile billing.
In other engagements I've been asked to rebuild the software engineering capability. Typically these engagements are stimulated by either poor quality software being delivere or a perception that the software engineering function is not working hard enough.
Unfortunately, there is no universal answer to speeding up software development. There are however a number of common themes:
Who is accountable for the digital products?
A simple question yet it's odd how the answer varies depending on how well the digital product is actually performing.
It's fair to say I've seen numerous examples where software engineers end up thinking they are wholly responsible for the product. Even though the same organisation has a Sales and Marketing team and the occassional Product Owner.
The best digital products are delivered by integrated teams that are empowered. This allows the software engineers to be fully utilised and minimises the misunderstandings between the various legacy organisational departments. In some cases the improvement has seen feature delivery take 300% less time! Thus, it's not something that can be ignored.