Cyber Security: be paranoid not afraid

cyber security 2

What you need to know about Cyber security. 

I recently attended a workshop with several Chief Data Officers and led by Dr Phil Jones MD and Head of Cyber Security for Airbus Defence and Space, and it focused minds on the challenges around CYBER SECURITY. 

Lots has been written about Cyber Security. The new Cyber World of Big Data and connected or networked devices is GOOD. The digitally connected world is an opportunity for the 21st Century, with data stored, processed , discovered and used to make the world better and easier. The CHALLENGE around Security is the Risk and Danger if not properly looked after. 

Cyber Security should be on the mind of all CEOs but in essence is part of any retailers loss prevention team. We wouldn’t leave a shop without a front window, or leave the doors open or unlocked during the night when no one is there. So we should just orientate ourselves to thinking about Cyber Security in the same way we look at Loss Prevention. 

There are 3 categories of Cyber Attacks and Cyber Security

  1. Hacktivists
  2. Cyber Criminals
  3. Nation State Asymetric Warfare.

Cyber Attack costs money : the costs of cyber attack are in the P&L: operational, financial and intangible assets on the balance sheet: brand image / trust. 

Organisations need to have strategies against all three types of attack: . 

  1. Most Hackers attack organisations where there is a large amount of Kudos to be gained from exposing them ( eg Ashley Madison  ) and/ or its relatively easy compared to other sites.The best defence against Hacking attack is to have an organisation that hackers love and trust  ( relatively ) and wouldn’t want to expose, and make it difficult enough to stop them trying ( because there are easier places to hack for the same kudos) 
  2. Cyber Criminals: Go where it’s easiest to attack. don’t leave the front door open, or make it easy to get it. There are some simple things organsisations can do to BE CYBERSTREETWISE. GCHQ and the government have laid out advice on cyberessentials and cyber essentials plus that will significantly reduce threat.
  3. Nation State Attack: if the Chinese Or Russian or any other Government wants to attack your organisation there is probably not that much individual organisations can do in this DAVID vs Goliath battle. But don’t make it too easy for them. If your organisation is of Strategic importance to UK Government then get GCHQ to advise. (Tip: if you’re not sure or don’t know , you probably aren’t )

Cyber Security may appear to be highly technical but the same principles can be applied it as you do to Physical Security

DataIQ Summit 2016 thoughts

change reality

I have just spent a day at and spoke at the DataIQ Summit.  David Reed organised a broad church of specialist data leaders who shared their experience of transformation in data led organisations

I shared the stage with leaders from amongst others UK Government, Open Data Institute, The Guardian, Channel4 , Barclaycard Europe Npower as well as the inspirational Alan Mitchell and Inma Martinez

Whilst each speaker shared a different technical solution, there were several consistent themes

  • Customer First: around being given access to customers’ data is a privilege, so be innovative, be clear, bring the business along with you, put customers in control
  • Getting the full potential from data is a Cultural Transformation programme, start with People, Behaviours, Process and then systems and methodology.

I shared learning around how data is not difficult, and the challenge for organisations is improving data literacy. To gain permission and build confidence, you need to find the sweet spot of combining three different areas: be clear on the commercial imperatives, develop customer propositions that solve customer solutions that deliver against those commercial imperatives, and then align the technical teams ( IT, Analytics, developers) to develop the customer solutions that solve the commercial imperatives.

sweet spot

I used case studies from best practice examples how organisations developed through a Crawl, Walk and the Run methodology: (Disney, Sainsbury’s Obama and Trump, Starbucks, 7-11, British Gas, London Transport & Strava)

(check out detailed stories on my blog http://www.andrewmann.me)

In summary other speakers:

Sue Bateman at Government Data services talked through how we don’t just need a data strategy, we need a SMART one to avoid haystacks

Jenni Tennison at Open Data Institute: talked through Open Data is good, use it to innovate and grow. Give customers control, Be clear and add value.

Openness and transparency is at the core of Julia Porter @Guardian strategy for handling personal data.  Being given access to someone’s data is a privilege: Be clear open honest and put customers in control.

guardian datablog

Making Viewing more individual and personalised at Channel 4 Sanjeevan Beta explained how they evolved the customer value exchange using data driven approach to building an engagement ladder.

James de Sousa from Post Office talked through how they are on the journey to create a data driven organisation that is 350 years old and deliver on their purpose: we help you get life’s important things done.  He talked through 3 points to accelerate the change:

  • Push the customer agenda breaking down the product silos,
  • Development of an Agile Scrum process to drive rapid change,
  • Focus on commercial value to take people with you.

The new GDPR is a hot topic for organisations. Christine Andrew from DQM discussed how best to prepare and gave her view on 7 actions to focus on:

  1. Map data flows
  2. Map the customer journey
  3. Categorise and prioritise data by risk (not all data is equal)
  4. Review your partners. If they can’t tell you quickly how they are prepared push harder that’s where the risk is)
  5. Evidence your standards (lots will emerge from ICO, DMA etc)
  6. Ensure you’re are properly resourced for change
  7. Audit yourself to see how prepared you are.

Rob Kent talked through the Cultural Change Programme that the Royal Mail has been going through in the last 5 years. His learning was to focus on where you can create value to gain support in the organisation and at same time build a roadmap for new capabilities.

“the data to run our business would be the data to grow our business”

Rob’s 5 point plan for Royal Mail

  • Set up the Governance (data is a sign off for all investment proposals)
  • Understand data flows
  • Create people process and culture (centralised teams with similar skills)
  • Make efficiencies and invested in People & Skills
  • Invested in Technology and mandated people to use it.

Payal Jain at Barclaycard laid out a calm and measured but very passionate story of her journey at Barclaycard that make the kitten into a Lion.  She laid out the 4 key components she used to deliver the Analytical maturity curve at Barclaycard:

  • People
  • Behaviour and Culture
  • Data Capability
  • Analytical Methodology

Big Thought: It’s not the size of your data that counts: It’s what you do with it.

Two Thought Leaders stood out for me with the questions they posed:

Alan Mitchell at Ctrl+Shift talked about shifting the dial on customer data: debunking Data Constraints and Myths (More data is better, single view of customer is nirvana, more data means you are closer, purpose of data use is to improve the organisation) and laid out a future for data use :

  1. Safe by default,
  2. Leveraging Trust to build a shared relationship,
  3. Flip your data assets ,
  4. develop more information services with the customer.

Certainly a thought piece for creating a different relationship with customers that industry leading organisations should be adopting.

Inma Martinez was an inspiration. She laid out the Brazilian idea of happiness everyday not compartmentalised and set the challenge: “Are you only trying to make sense of the present… what about the future?”

Data is worthless without contextual assumptions: She talked through her experience of creating transformational insight using data through mixing people in a team to randomly collide and increase creativity. The right People teams drove change.

Inma

Three tips:

  • Don’t just analyse the present 2D predict the future 3D
  • Accept messiness
  • Uncover anomalies / deviations which will become trends

Inma is currently looking at the worlds Social Media (Disambiguating the present) to understand the sentiments that are driving people so that Data intelligence can be used to drive product innovation not just marketing. Watch out women control 75% of decisions!

One final point should go to David Reed chairing the day who is championing gender diversity in the Data industry: the speakers at the conference were equally spilt male/ female. A deliberate choice and we should all applaud David’s passion and drive to address the imbalance of women in data industry

 

 

Speaking at BRC Insight Conference

change reality

In a time of transformational change, an improving economy, and dynamic technical advances retailers are facing a number of significant challenges as well as opportunities. Leveraging customer insight to build a competitive advantage is now a necessity but often the question remains of how to turn data into actionable insight

I have just spent a day BRC Insight 2016 conference organised by British Retail Consortium and attended by key insight professionals as a speaker and panellist.

I opened Keynote Presentation about how using data is not technically difficult the challenge is around building data literacy. People, Process and culture not the technical implementation.  Finding a sweet spot that combines delivery of commercial agenda, by building relevant customer propositions through technical use of data is the utopia that can be achieved. Four uses of data emerge and I then illustrated the story through case studies of organisations who have made the change in People and Culture and become data driven organisations: Disney, Sainsbury’s, Walmart, Starbucks, 7-11 and Strava amongst others. Check-out case studies on http://www.andrewmann.me

sweet spot

Martin Newman CEO PRACTICOLOGY made a Chairman’s address to set the scene for the day. With over 30 years’ experience in Omni channel retailing, and a friendship with Tim Berners-Lee, Martin laid out how Digital and Data skills should not be in silos in organisations, and DIGITAL/Data should be distributed as a core skill around the organisation which needs to structure around the customer. Bring back good old fashioned personalisation like the Walton’s, where they knew you well. Burberry have started to do in-store personalisation for customers through store colleagues, and assign dedicated staff members to every on-line order.   The customer is now 100% in control of when and from where they buy and retailers need to recognise that in their behaviour.

waltons shopkeep Ike Godsey

Tom Feldmann CEO Brand Alley talked how customers have become fickler and retailers have to be more relevant to them and collect data from every touch point. Brand Alley is a pure play on-line membership retailer with 2m upmarket members. They sell end of season lines for luxury brands and recruits new users for those brands (check them out on www.brandalley.com)

brandalley

Over Coffee the discussion with Richard Baker (chairman of Whitbread and DFS) who I worked with at Sainsbury’s  reinforced how retailers need to use data to improve increased humanisation taking personalisation of the experience back to a human interaction either on digital or face to face. Very relevant for Costa and Premier Inn amongst others.

richard baker

 

Yossi Erdman from ao.com talked through how they have kept very closely focused on the commercial imperatives in UK’s largest digital white goods retailer, and developed a customer proposition that is more than just price, making white goods products sound interesting, and bringing the service they provide to life.  Good examples of listening to the customer and engaging colleagues in a positive way. Focus on real people , the customers of ao.com and let them tell their own stories. Simple yet very effective.

ao.com 2

John Bovil IT and Ecommerce Director from Monsoon Accessorize talked through the challenges they face joining the dots for members and transitioning from a multichannel retailer to a connected enterprise.  IoT will create so much data that organisations will start to creak and break in the new connected world and they are moving towards the utopia of data & analytics available any-time, anywhere for colleagues through the eyes of the customer.

A common theme emerged across all the presenters and delegates around the challenge in making Process and People changes to change the Culture in an organisation to be more customer focused. Increased listening at pace, together with an increased level of personalisation will drive more customer centric colleagues and organisations.

Talking Omnichannel

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Last week I was invited to speak at The Executive Network’s Multichannel Customer Journey Conference in Royal Garden Hotel London , with James McClure General Manager Airbnb , Tamsin Todd MD Crystal Ski Holidays TUI and Adam Wilson from TheO2 amongst others.

The over-riding theme from delegates and other speakers was around making change happen. There is reasonable clarity amongst leaders in what is required to deliver an improved Omni-channel customer experience that drives growth. The difficult challenge is the How to drive change in an organisation at the pace required.

I talked about driving change in an organisation starts by having clarity on the organisations purpose and goals, aligning internally first, telling the story through multi-layers of Me, We and Us to align leadership, colleagues and customers to all become advocates.

To tell the story effectively three key areas need to be aligned to deliver an improved Omni-channel customer experience.

  1. clarity around the commercial imperatives that need to be delivered:
    • driving the bottom line by improving efficiency of the operation
      • by making it better for customer,
      • simpler for colleagues or
      • cheaper to run,
    • or driving profit by growing top-line customer numbers and L4L sales growth.
  2. Developing customer solutions that deliver those commercial imperatives.
  3. Aligning the Technical teams in Analytics, IT and development around an agreed customer solution that delivers the commercial goals.

Other delegates had examples that built on this theme:

James McClure from Airbnb aligned the organisation around a common purpose to “experience the world like a local”, working with partners renting space in their homes and using data driven analytics to improve the relevance for “renters”

Checkout my blog for more detail: https://andrewmann.me/2016/04/17/blow-up-bedrooms/

Adam Wilson from The O2 talked about how the whole organisation aligned around improving the customer experience because that drove repeat visits. The whole organisation focused on providing more information to visitors at key time. Data driven analytics and real-time data are used to continually make a visit better.

Abhi Chacko from Gatwick Airport had a challenge around limited capacity in a growth market that needed to be stretched. He talked through how they are using Open Data working alongside airlines like EasyJet to make the experience of visiting the airport better for customer by providing flight departure details on everyone’s phone app rather than searching for a departures board to find out when you have to go through, simpler for colleagues with Easyjet baggage dropping services and quicker which improved the capacity in a limited resource.

Tamsin Todd CEO Crystal Ski Holidays talked through how they improved the customer experience in an omni-channel environment, creating value for customers and driving incremental sales and efficiency.

Aligning organisations around the customer to deliver improved Omni channel experiences is definitely a challenge faced by many organisations and requires leadership on Exec board and beyond to drive change.

checkout my other blogs :

https://andrewmann.me/2016/03/16/use-storytelling-to-explain-your-companys-purpose/