Borderless Data vs. Data Sovereignty: Can They Co-Exist?
Businesses have long understood that data sharing has limits (or borders).
Legal separations keep data from various subsidiaries distinct or limit
sharing between partners to specific data types. Multi-tenant software
applications often require logical partitions to keep customer data private.
What is rapidly changing are new data sovereignty laws, often cloaked as "data
privacy" regulations, that enforce geographic boundaries on where data is
processed and stored. Businesses must comply with the laws of each country
where they operate, and data sovereignty presents a clear compliance challenge
as companies hurry to rethink how and where they safely acquire personal data
to share and protect. Countries enacting regulations keeping personal data
inside their borders may deem their citizens' data of strategic national
importance. More commonly, it's an enforcement mechanism that acknowledges
personal data as an asset owned by individuals that businesses must use and
share according to that country's laws. Recent data sovereignty requirements
cannot be easily bypassed or pushed to the consumer's consent.
All change: The new era of perpetual organizational upheaval
With upsets coming from all directions—whether they be supply chain
disruptions, surging inflation, or spikes in interest rates and energy
prices—companies need to focus on being prepared and ready to act at all
times. The key is not just to bounce out of crises, but to bounce
forward—landing on their feet relatively unscathed and racing ahead with new
energy. ... But it’s raising huge questions: How can companies provide
structure and support to all employees regardless of where they are? How do
they address the potential risks to company culture and the sense of
belonging, as well as to collaboration and innovation? The pandemic
exacerbated other trends, including the continuing skills mismatch in the
labor market, which the onward march of technology is intensifying. It threw a
harsh light on the challenge of workplace motivation—sometimes referred to as
the “great attrition,” with workers leaving their jobs, or quiet quitting,
essentially downscaling their efforts on the job.
A guide to becoming a Chief Information Security Officer: Steps and strategies
The technical skills are a must-have. Know all about network security, cloud
security, identity access management, adopting and adapting infrastructure,
along with tools and technologies that allow for the preservation of
organizational data privacy, integrity and computing availability. Security
engineers who are interested in becoming CISOs often focus on problem hunting.
CISOs need to not only be able to find problems, but to identify problems and
vulnerabilities that aren’t apparent to those around them. Learning to ask the
right kinds of questions and thinking about issues in unconventional ways take
time and practice. CISOs need to continuously update their mental models
when it comes to thinking about cyber security. The mental model required for
on-premise cyber security implementation is different from that required for
the cloud. As an increasing number of automation and AI-based tools emerge,
mental models will again need to be retrofitted. Many aspiring CISOs sell
their technical credentials to prospective employers. This is
important.
TinyML computer vision is turning into reality with microNPUs (µNPUs)
Digital image processing—as it used to be called—is used for applications
ranging from semiconductor manufacturing and inspection to advanced driver
assistance systems (ADAS) features such as lane-departure warning and
blind-spot detection, to image beautification and manipulation on mobile
devices. And looking ahead, CV technology at the edge is enabling the next
level of human machine interfaces (HMIs). HMIs have evolved significantly in
the last decade. On top of traditional interfaces like the keyboard and mouse,
we have now touch displays, fingerprint readers, facial recognition systems,
and voice command capabilities. While clearly improving the user experience,
these methods have one other attribute in common—they all react to user
actions. The next level of HMI will be devices that understand users and their
environment via contextual awareness. Context-aware devices sense not only
their users, but also the environment in which they are operating, all in
order to make better decisions toward more useful automated
interactions.
Intel Announces Release of ‘Tunnel Falls,’ 12-Qubit Silicon Chip
“Tunnel Falls is Intel’s most advanced silicon spin qubit chip to date and
draws upon the company’s decades of transistor design and manufacturing
expertise. The release of the new chip is the next step in Intel’s long-term
strategy to build a full-stack commercial quantum computing system. While
there are still fundamental questions and challenges that must be solved along
the path to a fault-tolerant quantum computer, the academic community can now
explore this technology and accelerate research development.” — Jim Clarke,
director of Quantum Hardware, Intel Why It Matters: Currently, academic
institutions don’t have high-volume manufacturing fabrication equipment like
Intel. With Tunnel Falls, researchers can immediately begin working on
experiments and research instead of trying to fabricate their own devices. As
a result, a wider range of experiments become possible, including learning
more about the fundamentals of qubits and quantum dots and developing new
techniques for working with devices with multiple qubits.
What bank leaders should know about AI in financial services
While this technology has many exciting potential use cases, so much is still
unknown. Many of Finastra’s customers, whose job it is to be risk-conscious,
have questions about the risks AI presents. And indeed, many in the financial
services industry are already moving to restrict use of ChatGPT among
employees. Based on our experience as a provider to banks, Finastra is focused
on a number of key risks bank leaders should know about. Data integrity is
table stakes in financial services. Customers trust their banks to keep their
personal data safe. However, at this stage, it’s not clear what ChatGPT does
with the data it receives. This begs the even more concerning question: Could
ChatGPT generate a response that shares sensitive customer data? With the
old-style chatbots, questions and answers are predefined, governing what’s
being returned. But what is asked and returned with new LLMs may prove
difficult to control. This is a top consideration bank leaders must weigh and
keep a close pulse on. Ensuring fairness and lack of bias is another critical
consideration.
Are public or proprietary generative AI solutions right for your business?
Internal large language models are interesting. Training on the whole internet
has benefits and risks — not everyone can afford to do that or even wants to
do it. I’ve been struck by how far you can get on a big pre-trained model with
fine tuning or prompt engineering. For smaller players, there will be a lot of
uses of the stuff [AI] that’s out there and reusable. I think larger players
who can afford to make their own [AI] will be tempted to. If you look at, for
example, AWS and Google Cloud Platform, some of this stuff feels like core
infrastructure — I don’t mean what they do with AI, just what they do with
hosting and server farms. It’s easy to think ‘we’re a huge company, we should
make our own server farm.’ Well, our core business is agriculture or
manufacturing. Maybe we should let the A-teams at Amazon and Google make it,
and we pay them a few cents per terabyte of storage or compute. My guess is
only the biggest tech companies over time will actually find it beneficial to
maintain their own versions of these [AI]; most people will end up using a
third-party service.
Governance in the Age of Technological Innovation
To keep abreast of technological change and innovation, the board needs to
ensure that its innovation and risk agendas are up-to-date, and that
innovation is incorporated into the organisation’s strategy review. This may
involve reviewing key performance indicators, performance measures and
incentives. Within the board, the appropriate composition, culture and
interactions can promote innovation. Not all board directors will have the
relevant technical expertise, but more diverse boards can build collective
literacy and enhance human capital in the boardroom, said De Meyer. Where
necessary, committees such as scientific or innovation committees can be
created to drive greater attention to these topics. In these cases, naming
matters, said Janet Ang, non-executive Chair of the Institute of Systems
Science in the panel discussion. For instance, referring to a committee as
“Technology and Risk” instead of narrowly naming it as “IT” gives it more
weight and scope. Fundamentally, boards should not only strive for conformance
but also performance, urged Su-Yen Wong, Chair of the Singapore Institute of
Directors.
Can You Renegotiate Your Cloud Bill by Refusing to Pay It?
Hyperscalers in cloud continue to face questions about the cost and
reliability of their services, especially in light of the brief AWS outage on
June 13 that affected Southwest Airlines, McDonald’s, and The Boston Globe
along with others. Further, some organizations face regulatory requirements
that preclude the use of the cloud for certain datasets and transactions, Katz
says. “There’s really no one-size-fits-all answer because every manufacturer,
every organization, every company has different requirements.” There can be
times when a cloud-first approach does not make sense for organizations. Katz
says his company worked with a client whose dataset is very transactional with
lots of changes and database read-writes. “We ran an assessment for them and
going off to the public cloud was going to be eight times more expensive a
month than keeping it on prem.” ... Much of the market is pushing toward a
cloud-first world, but the economics could become challenging in the future.
“At some point in time, the cost of doing business in the cloud is going to be
exponentially higher, usually, than if you were to buy a depreciating asset
and then kick it to the curb,” Katz says.
Red teaming can be the ground truth for CISOs and execs
What red teams can give CISOs is the cold, hard truth of how their network
stacks up against threats that could be ruinous to the business. Red teams
leave no stone unturned and pull on every thread until it unravels. This
shines light on the vulnerabilities that will harm the finances or reputation
of the business. With a red team, objective-based continuous penetration
testing (led by experts that know attackers’ best tricks) can relentlessly
scrutinize the attack surface to explore every avenue that could lead to a
breakthrough. This proactive, “offensive security” approach will give a
business the most comprehensive picture of their attack surface that money can
buy, mapping out every possibility available to an attacker and how it can be
remediated. It is also not limited to testing the technology stack; for
businesses concerned that their employees are susceptible to social
engineering attacks, red teams can emulate social engineering scenarios as
part of their testing. A stringent social engineering assessment program
should not be overlooked in favor of only scrutinizing weaknesses in IT
infrastructure.
Quote for the day:
"Leadership is just another word for
training." -- Lance Secretan
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