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GDPR – Requirements for Cloud Services and Online Privacy

The Cloud and EU GDPR

The General Data Protection Regulation (GDPR) came up with huge challenges for almost all size of companies. No matter whether it’s a medium-sized company or a tech giant hardly anyone is excused from the new data protection regulations.

But why do even the world’s largest corporations have significant problems with the new regulation? It is mainly due to the very diverse regulations of the countries. While Belgium is also living up to protect itself in terms of data protection, the regulations outside of EU are less mature. One thing is certain: those world’s largest corporations that are also active in the Belgian market have to adapt to the GDPR. This includes cloud providers, since, under GDPR, the storage and processing of personal data in the cloud is only possible with the consent of the concerned person. In addition, the removal must be guaranteed at the end of the business relationship. Personal data must be encrypted in the cloud to protect against fraud. And these are just a few of the many other requirements.

 

A provider comparison requires time & know-how

SMEs mostly rely on service providers from a pool of about twenty to thirty major vendors, including Mailchimp, Salesforce, Dropbox, Microsoft Office 365, and AWS. Why are so many companies using US-based cloud solutions? Well because applications like Dropbox or Microsoft Office 365 are well known and easy to understand. The general agreement for widespread use has increased significantly in recent years, cloud applications are now an integral part of everyday work almost all around the world. However, the fact is that small and medium-size businesses often do not have the necessary technical know-how when deciding on a cloud provider, in order to analyze the available solutions in terms of data protection. And once a cloud solution is used, companies are more likely to face a change.

 

More and more enterprises have moved to the cloud. It represents big advantages for an enterprise: it also allows for a better optimization of IT resources because cloud solutions are almost unlimited scalability and have a great flexibility. All at a contained cost. As a general rule, in regards of GDPR regulations, Cloud solutions are not prohibited, also not necessarily risky as far as the data protection regulations are concerned. However, it is riskier to use a provider from a third country, since the risk of doing some significant data protection errors is high. With that being said, the cloud service provider cannot do anything with your data, unless you instruct them to do so and the data remain within your controllership.

 

The data protection regulations are in force since 25 May 2018, brings the following legal innovation: under the GDPR personal data may not be stored longer then needed for the predefined purpose. Therefore, retention periods must be implemented, and it must be able to delete data effectively when retention periods has expired: both for data locally stored and in the cloud. The difficulty here is that data can be stored on multiple locations, under multiple jurisdictions, by cloud service providers, and therefore there is the challenge to identify and manage multi- jurisdictional retention requirements. The deletion of data will also impose a challenge. To delete data completely, backups must be taken into consideration as well. Therefore, it is important to have a clear overview of how backups are secured, and retention is managed by your cloud service providers. In this case, Cloud users are no longer solely responsible but also the cloud provider for any violations of the law.

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Security is not equal to privacy

However, companies that use cloud services cannot stay ignorant. Although certain levels of security are required in a cloud solution, depending on the complexity of the data processing and protection of personal data, data protection may not be required. The US provider Dropbox had to give in to the strong pressure and adapt its privacy policy. However, there is still a security-related need for improvement with Dropbox and other cloud providers – for example, in the case of encryption in the case of digital transmission of documents. If needed, a company-hosted solution can be use or the technology can be deployed on its own server. This allows companies to store their data locally, without the need for a third country or subcontractor.

 

Server locations are becoming increasingly transparent

When choosing a cloud provider, questions about the frequency of backups, secure location of the server cabinet, ventilation or backup generator are less relevant today. If a company wants to use a cloud solution, the key question is which country the servers are located in. The US providers had to improve in some aspects here, in order to meet the requirements of the GDPR. While the specifications in the contracts were still relatively vague a year ago, today one has an increasingly better insight into which country precisely there data is stored. However, market-leading vendors continue to find it rather inaccurate, arguing that they need some flexibility to move an increased volume of data as needed.

 

Next step

If your enterprise is using cloud service providers, it’s very important to have a good overview of your data lineage. Its important to acknowledge where your company data is stored, how it can be transferred and what access possibilities you have to your own data. The location of your data is important to determine applicable law. You also want to check whether the security measures the cloud provider has taken are sufficient, an audit can be a good measure to do an assessment on these measures, so you want to incorporate this right in your agreements.

LOW-CODE: 5 SUCCESS FACTORS FOR DIGITAL TRANSFORMATION PROJECTS

Low-Code Technology Accelerates Digital Transformation

 

The clock is ticking and in the few upcoming years, disruptive technologies will push many companies out of the market. The main reason of failure is that the digital transformation is progressing very fast, and many companies have missed out on the digitization process, therefore many digital transformation leaders find themselves in a painful and challenging situation.

Often, this is not because they aren’t aware of the necessity, but simply lack the resources and complexity of the technology environment and inability to quickly implement necessary changes. Digital environment requires rapid change and deep integration into diverse ecosystems.

 

The greatest change is faced by the IT department. It is no longer just a supplier of hardware and software solutions, but a service provider in many areas. On one hand, employees must ensure the operability of existing systems, on the other hand, IT-based processes must be established. In addition to the time-consuming maintenance of existing systems, there is often hardly any time to deal with trends or to develop new applications. To keep pace and stay in trend-zone, more and more companies are turning to low-code technology. A low-cost platform is an effective way to speed up application delivery and let companies become more agile and accelerate their strategy execution.

 

 An overview of five success factors of low-code technology accelerating the digital transformation projects:

 

The Need for Speed

It typically takes companies months or even years to develop new applications or Web interfaces, resulting in large backlogs. But stakeholders, customers and executives are no longer willing to wait that long. Here, low-code has its advantages: the development of a wide variety of applications can be significantly accelerated. With this method – developers do not have to program code manually but can model applications in a flexible way – it takes about 16 to 20 weeks to develop new applications on average. Low-code IT developers are better able to meet the increased demands of digitalization – and to satisfy stakeholders as well as senior management and end users.

 
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Design Thinking

This concept is based on visual prototyping and close collaboration between end users and developers. Here, too, low-code platforms are showing their strengths: Companies can not only forward visual mockups to users simply and quickly, but also just as easily. Based on their feedback, developers can then make targeted changes to the application. Even bugs can be resolved quickly since the time-consuming, manual coding is eliminated. In addition, low-code makes it easy to play changes and new versions of an application at the click of a mouse. New versions can be created within hours or maximum days.

 

Lower Risk and Higher ROI

Many companies are reluctant to develop a new application. Often it is not clear in advance whether it would meet the requirements of the stakeholders or customers. With Low-Code, Minimum Viable Product (MVP) can be created very quickly. This allows companies to easily test if the application could meet the requirements. At the same time, they do not have to worry about investing too much time, resources and money in development, because the workload is limited. Developers and others can focus on solving business problems rather than working through mundane, error-prone technical requirements. The risk of catastrophic failure drops significantly, giving organizations more confidence to innovate.

 

User Experience Design

Low-code can also be used to comfortably and visually model web user interfaces and mobile apps. Thus, the user experience, which has a high priority in application development, can become the center of the development process. Considering user feedback allows a fast, collaborative design iteration – no matter where the developer or user is.

 

Scaling – So that digitization can grow with success

Low code allows much better scaling – both prototypes and mockups. From this, completely integrated enterprise applications can be developed within a very short time. If visual prototyping was originally a marginal phenomenon, it can establish itself as a solid instance among the developers.

 

Software is powering the world, and low-code development is the single most disruptive force in application development today. With organisations pursuing transformation, it is important to recognise that low-code is a viable measure for solving the challenges of transformation.  According to a new market research “Low-Code Development Platform Market published by MarketsandMarkets, industries such as healthcare, public sector, manufacturing and retail are already benefiting from adopting low-code to meet these challenges. Therefore, as the global low-code development platform market size grows from $4.32 billion in 2017 to the predicted $27.23 billion by 2022, at a Compound Annual Growth Rate (CAGR) of 44.49%, low-code is mainstream and here to stay.

Checklist: 6 Tips For Companies To Handle A Software License Audit

 

Software Asset Management

With progressively complex business models, where the use of software has become essential throughout business life, it can be a huge challenge for organizations to manage their software assets properly. The challenge can englobe them being licensed correctly, avoiding unnecessary overspend etc.

 

Software vendors are becoming more reliant on license compliance audits. These have increased in frequency as vendors look to better protect their investment in intellectual property.If a software manufacturer announces a license audit, many IT managers might feel out of their comfort zone. Because audits often have expensive consequences. To ease the software license testing process, we’ve listed here below 6 golden rules.

 

In license audits, manufacturers use independent auditors to check whether their customers are using the software to the agreed extent. Common result of these checks: high fines because the company uses more licenses than it has purchased.  The reason for this sub-licensing is usually not intentional, but lack of clarity. “Anyone who keeps an eye on their own licenses and prepares in good time can look forward to the audit and avoid receiving the significant costs of noncompliance.

 

Rule number 1: Know the risks!

If a company uses more software licenses than it has bought or rented, it can involve significant risks. Software vendors sometimes require a sublicense penalty that can be very sensitive. In addition: Regardless of this, the responsible managing director or the responsible IT manager can be personally answerable, since a sub-licensing often cannot be “arranged with the care of a proper businessman”. A prison sentence of up to three years may be the result. Although such drastic consequences are the exception; In any case, criminal proceedings are imminent.

 

Rule number 2: Knowing what to expect!

Audits can hit any company that has purchased software from specific manufacturers. It all starts with a letter from a software manufacturer, such as Microsoft, announcing the test. After receiving the letter, the company has 30 days to prepare for the audit. At this stage, the company must provide all records of the software use that the software manufacturer wants to see during the review. On the first day, the auditors – usually two employees of an auditing firm – first conduct an introductory discussion with SAM managers. They show the completed license agreements and an overview of the used software licenses. The examiners then randomly check the information from individual workstations and check whether software licenses are available for the corresponding devices. The duration of the audit varies on company’s’ size. The on-site test can take only a few days or several weeks.

 

Rule number 3: Know your rights and obligations!

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By purchasing or renting the software license from the manufacturer, the company concludes a license agreement. This contains the so-called examination clause. With this clause, the manufacturers secure the right to check the license status in a company. The audit is part of the license agreement between the company and the software manufacturer. Details vary by contract, but the rule is to provide the auditors with access to all the information they need to be audited. Don’t destroy any information and don’t lie, ever!

 

For example, the auditor must have an access on the IT systems on which the appropriate programs: / software will run, if necessary for the audit. He must also check licenses for subsidiaries or other branches of the company and the customer must prove for each used software that he has licensed what he uses. Companies with more than 500 employees pays an external consultant to come on board in the event of an audit. This consultant will ensure that the rules are respected. It is important to consult an experienced and above all independent consultant. Because if the consultant is also a partner of the software manufacturer, there is a conflict of interest.

 

Rule number 4: The right preparation!

To pass the Software audit examination each company should use so-called “software asset management” tools (SAM tools) for the administration of its software licenses. With such management systems, companies always have an up-to-date overview of the used licenses and the existing license agreements. If the number and required type of software does not match the number and type of licenses, the system immediately alerts. Future needs can also be precisely planned with these tools.

Providing an effective SAM program

Rule number 5: Implement the “license balance” correctly!

The result of the audit is the license balance – it recapitulates in concrete numbers, how many licenses are used in a company, and which of them were actually purchased. If the result is that the company is correct or even over-licensed, the audit can be considered completed. On the other hand, if the company is under-licensed, a penalty is often incurred. In addition, the missing licenses must be bought in a fixed period of time.

 

Rule number 6: Check out in case of over licensing!

Not infrequently, a software audit reveals that a company is over-licensed or has licenses that it no longer uses. Then the company wastes money. And not only because the company has too many licenses: maintenance contracts were often signed for these licenses, which account for up to 25 percent of the purchase price every month. In this case, the maintenance contracts should be stopped immediately. It also makes sense to offer these licenses to a reputable used software dealer for sale: If the company sells excess licenses, it stops not only the cost explosion through the maintenance contracts but can also reduce part of the capital previously invested.

 

Source

Software Asset Management and disputes advisory

How to Prepare for a License Audit

Information Technology System’s Risk And Crises Management – Myths And Reality

IT risk assessment

 

IT is a technology with the fastest rate of development and application in all branches of business, therefore it requires adequate protection to provide high security.  The goal of the safety analysis applied on an IT system is to identify and evaluate threats, vulnerabilities and safety characteristics. With that being said, we’ve noticed that risk and crises assessment concepts arestill under increasing discussion in the industry lately, but the discussions also show that many strategic decision makers have not yet coopted the idea: this results in some naïve myths that serve as a illusorybasis for corporate security policies and undermine the cybersecurity of the company.

 

In order to minimize losses, an effective risk management process is an important component of a successful IT security program. The principal goal of an organization’s risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets.

 

Let’s first define what actually risk management is. Risk Management is a task to recognizes risk, accesses risk, and takes measures to reduce risk, as well as measures for risk maintenance on an acceptable level.

 

The main purpose of Risk Assessment is to decide whether a system is acceptable, and which benefits, or consequences would provide its acceptability. For every organization using IT in its business process it is important to conduct the risk assessment. Numerous threats and vulnerabilities are presented, and their identification, analysis, and evaluation enable evaluation of risk impact, and proposing of suitable measures and controls for its mitigation on the acceptable level.

 

In the chart below you can see the needs of organizations and integration of risk management.

 

integration of risk management

 

With that being listed, let’s seethe most common misconceptions that prevent companies from performing a mature risk assessment and to minimize this risk.

 
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Myth # 1: IT risk assessment is expensive and complicated

The complexity and cost of risk assessment change depending on the processes: There are many simple options, such as a risk matrix to assess and prioritize risks, based on their impact on the IT infrastructure. Companies can even adapt simple measures, like a, simple excel sheet table, to list all potential risks and current situation, without spending money on a product or a consultant.

 

Myth # 2: Only large amounts of data is the key to survival

Not every company on the planet earth has the same size, and that explains that they all have different sizes of data sets. There’s no doubt that large companies have more resources to implement more sophisticated and high-level security measures. Businesses of all sizes store valuable data and attackers often choose those that are less secure. Sometimes a small amount of confidential information can often be more valuable than a large amount of unimportant data.

 

Myth # 3: Risk Assessment is just a buzz word and doesn’t add value

In fact, IT risk assessment is a very powerful tool for making real changes that improve security. The Netwrix IT Risks Report 2017 found that in 32% of companies’ senior management is not concerned with IT security issues, so the need of allowing budget to IT managers for new security measures remains inexistent. IT department must create awareness with a concrete assessment of the risks, so they can identify management weaknesses and educate them about the impacts of data breaches and financial impact.

 

Myth # 4: We never had a cyber-attack, so we are on the safe side

Thinking that a company is 100% secure is one of the worst nightmares that a business can dream of because there will always be weaknesses regardless of the quality of the control processes on a high end. An in-depth IT risk assessment will help identify, prioritize, and take appropriate security measures. Time passes and brings a lot of changes in IT environment together with the advances and progress the threat landscape. So, one should be smart enough to place security checks every trimester.

 

Myth # 5: We have a Business Insurance, so we will get our money back in case of accidents

Many executives believe that insurance will cover all the costs in the event of a data protection incident and weigh in false security. In particular, if the investigation reveals that the company was responsible for the incident, fines and other sanctions become inevitable. Those in leadership positions are the first to be fired in the worst case.

 

Equifax, the largest credit bureau in the United States, is still under investigation following the data protection incident in May 2017 and costs are currently at around $ 87.5 million. The final cost will undoubtedly be many times higher, but the Equifax policy is likely to cover only up to $ 150 million. Within weeks, the CIO, the CSO and the CEO had to resign in September last year and no insurance could have helped.

 

Conclusion:

Information security management is a multidimensional discipline, which is composed by a series of sequential actions that aim at protecting information and organization’s information assets from threats. In order to establish an effective risk assessment program, develop balanced security policies and protect data from theft and loss, the understanding the concept of risk assessment in IT is required. The ability to identify and prioritize security risks is an important key in minimizing cyber threats and simplifying compliance with various standards such as GDPR and others.

Why Do We Need More Security In Healthcare Network

WHY WE NEED MORE SECURITY IN HEALTHCARE NETWORKE

Undoubtedly, the Internet of Things (IoT) and related services have revolutionized the healthcare industry. There are many examples for this, i.e. it is possible to directly access patient records, provide remote diagnostics, and provide appropriate treatment options. There are also lifecycle management and apps for monitoring vital signs.

 

Two motifs are particularly driving growth in this segment. Firstly, the offered services should become more efficient and, secondly, they should offer its users better treatment quality. The so-called “connected health” market has grown so fast that experts predict that it will reach a volume of around 612 billion US dollars by 2024.

 

The number of IOT devices is growing continuously. However, this also has its weaknesses, because at the same time it increases the number of cyberattacks. According to the results of the 2018 Thales Data Threat Report, 77% of US healthcare organizations have been breached, along with two out of five respondents in the healthcare industry worldwide who claimed to have been victims of a data breach last year. Personal medical devices, monitoring devices that can be used at home, and similar applications, certainly have both health and commercial benefits. However, the main question is if we cannot even protect 100% a single network boundary, how would it be possible to secure 1,0000000 or even more “mobile” perimeters?

 

healthcare thalese security

 

The healthcare industry contains many sub-industries that already work together in an ecosystem, but they need to strengthen their work relation and need new strategies in protection of personal health information (PHI). These sub-industries ensure the security of systems that deliver patient care. Here’s a look at the role each type of organization plays in the healthcare ecosystem as it relates to software security:

 

healthcare ecosystem

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Given the potential value of the personal information held on or exchanged between these devices, it is not surprising that healthcare is one of the industry most likely to be victims of cyber-attacks. Certain patient records contain little more than the necessary basic information on the treatment history of a patient. We can face a bit different situation with the US Electronic Health Records (EHR). Not only are these records much more detailed but they also contain other valuable data such as credit card and social security numbers. The electronic health record is also a database in which treatment data, medicines, allergies and other health data of the health insurance are to be regularly stored across all sectors and cases nationwide. Depending on which model is used, the data is stored in centralized or decentralized database. However, participation is initially voluntary, and the patient should be allowed to decide on the type and extent of storage.

 

The theft of patient’s personal information can have traumatic consequences. Under certain circumstances, human lives are at stake here. The consequences of a data breach are hard to imagine. A striking example from the recent past. One can only guess that what would have happened if the FDA had not recalled 465,000 networked pacemakers due to hacking fear. Last year, users were advised to bring in a patch designed to fix a potential vulnerability in their devices.

 

With regard to medical data, it is absolutely necessary that the correct data must be correctly transmitted to the right device. And then the right treatment processes are triggered, and medication are precisely implemented, of course, with the right patient.

 

Patients and healthcare professionals alike demand a certain level of security when implementing such devices. The devices themselves must be as secure as any data and information they transmit and share. Encryption and secure key management, for example, are essential in ensuring the confidentiality of data stored and shared between medical networked devices.

 

Recently, Thales has partnered with Device Authority in order to protect healthcare IoT. The solution authenticates each new device hardware and establishes a strong root of trust and identity within the network. End-to-end encryption ensures the integrity of the data in question.

 

Cutting costs, working effectively, increasing motivation, adopting a healthier lifestyle, and reducing error margins are the mottos of each health providers. It is beyond argue that innovative technical applications have meanwhile provided better services to patients. However, an overabundance of new opportunities and uses has also opened up new opportunities for cybercriminals and increased the risk of data breaches. Unlike many other data breaches, health care is very quickly about the lives of patients and at least highly confidential data. Healthcare providers should do their utmost to limit such risks as much as possible and to ensure that patients and other stakeholders can trust each device.

GDPR: Artificial Intelligences’ Major Blockage

The data protection and privacy law, which came into effect across the EU on 25thmay have a great impact on companies building machine learning systems. We know that in order to build these systems, companies’ needs large amount of data, but Big data is completely opposed to the basis of data protection.

 

According to the EU Data Protection Regulation, companies must meet three specified transparency requirements (along with other suitable safeguards) in order to better inform data subjects about the Article 22 (1) type of processing and the consequences:

 

  • inform the data subject purpose of data storage;
  • provide meaningful information about the logic involved; and
  • explain the significance and envisaged consequences of the processing.

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The logic behind is to be aware of how far this transparency provision is interpreted and whether companies have to fear or not.

 

AI is omnipresent: From the analysis of large and complex data sets such as genome data in medical research, Predictive Policing in the police and security sector to digital language assistants such as Apple’s Siri or Alexa of Amazon. Even fitness apps are increasingly relying on the use of AI and machine learning in order to be able to offer each user a tailor-made training plan optimized for them.

 

This trend has not gone unnoticed by politicians. After the European Commission presented a European concept in the field of artificial intelligence at the end of April, the parliamentary groups also took part on 26 June 2018 , to discuss over recommendations for action in the handling of artificial intelligence – especially in legal and ethical terms – by the summer break in 2020. The AI ​​concept of the European Commission also provides extensive research and development measures with the aim of promoting AI innovation in Europe.

 

Even if the use of AI does not necessarily have to be associated with the evaluation of personal data in every case of application, for example in banking and insurance, it also stays suitable for the comprehensive evaluation of personality traits (so-called “profiling” / “scoring”). According to European data protection authorities, an example of profiling and classifying is the following:

 

“a business may wish to classify its customers according to their age or gender for statistical purposes and to acquire an aggregated overview of its clients without making any predictions or drawing any conclusion about an individual. In this case, the purpose is not assessing individual characteristics and is therefore not profiling.”

 

It is therefore astonishing that the concepts of the EU Commission with regard to the data protection measurement of AI use have so far remained rather vague for companies.

 

Regardless of the admissibility of a particular procedure, these transparency obligations are often seen as extremely critical in the light of the protection of trade and business secrets. The reason for this is that the person concerned must also be provided with “meaningful information about the logic involved” and it is still unclear to what extent and to what amount this information is to be given. The key question is whether the person in charge, ie the company using the AI, is only required to explain the principles and essential elements underlying an automated decision-making process descriptively, or whether the disclosure of calculation formulas, parameters and algorithms can actually be demanded from this.

 

In any case, with the view expressed here, there is no obligation to disclose formulas and algorithms from the GDPR. The transparency provisions of the GDPR therefore only require “meaningful information about the logic involved” of automated decision-making, but not the actual publication of these logics. According to this, the responsible party owes only a description of the principles underlying an automated decision-making process, that is to say about the fundamental laws by which an algorithm makes decisions. The purpose of the GDPR obligations is therefore not (as often represented) to enable the concerned person to recalculate the results of an automated decision-making process, for example the “score” of the concerned person. This would require, for example, the specific calculation formula and the calculation parameters. Rather, in the context of the transparency provisions, for example in the context of a privacy policy, the data subject should only be given the opportunity to obtain advance information on the extent to which his data is processed by a particular service provider and, if appropriate, to look for alternatives.

 

This view is not contradicted by the requirement of “meaningfulness” of the required information. On the other side, for the average user, a comprehensible description of the underlying processes may represent a greater added value than the disclosure of the mathematical-technical logics themselves. Only by then a generally understandable description can meet the requirements of the GDPR. This requires that all information to be provided must be provided in an intelligible form and in a “clear and simple language”.

 

In summary, the GDPR lurks no real danger for the protection of know-how. Rather, their admissibility requirements and transparency obligations in the use of automated decision-making are consistent and appropriate: Human individuals should not become the ordinary “ball” of machines. If machines make automated decisions without being checked by professionals for precision, it can lead to insignificant results as well.

From Good Ideas to Effective Innovation Management

Innovation Cycle Stages

‘Innovation … is generally understood as the introduction of a new thing or method … Innovation is the embodiment, combination or synthesis of knowledge in original, relevant, valued new products, processes or services.’  Luecke and Katz, 2003

 

Creativity is often seen as the basis for innovation. For innovation to occur, there needs to be a creative idea and the ability to convert that idea into action to make a difference. The result is a specific and tangible change in the products, services or business processes provided by an organization: ‘All innovation begins with creative ideas . . . we define innovation as the successful implementation of creative ideas within an organization. In this view, creativity by individuals and teams is a starting point for innovation; the first is a necessary but not sufficient condition for the second.’  Amabile et al, 1996

 

Innovation is vital for business survival in today’s highly competitive markets where it is increasingly difficult to differentiate products and services. Innovation is important for the following reasons:

  • it allows businesses to expand their customer base by refreshing the market with new and improved products
  • it is a key component of competitive advantage and helps companies stay ahead of competitors before competitors’ innovations take market share
  • it provides incremental revenue and profit and also increases shareholder value.

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In order to generate innovative products and services from ideas, a targeted innovation management is required. Businesses that are not growing through new product and service introduction are likely to decline as their existing sales portfolio matures. It is not surprising that companies such as Procter & Gamble and General Electric have actively embraced the management of innovation. Their principal goal is to drive growth and then to improve shareholder value.

Therefore, innovation management must be implemented strategically and established in order to successfully implement and thus monetize good ideas. An MVP (Minimum Viable Product) alone is not sufficient without a corresponding MVO – Minimum Viable Organization.

 

Purposeful, effective, and scalable innovation management enables a business to gain significant competitive advantage while improving customer loyalty and satisfaction. Coupling agile transformation not only helps meet high expectations of speed of implementation, but also provides synergy effects in both directions.

 

Here below are listed the four Best Practices from CGI Germany, which are crucial to success.

 

  1. Setup of Innovation Management:

The internal “Innovation Management Team” must set up the necessary processes, create the organizational structure for implementation and run successful internal marketing. This includes, for example, establishing the required roles and committees, such as an evaluation board, the possible implementation of a suitable IT tool for the management of the ideas and the portfolio, setting up the structures for ongoing communication and the selection of the innovation methods to be applied. This includes accompanying measures to promote the culture of innovation. Having your own budget is imperative – and above all embedding in the corporate strategy and access to influential and recognized sponsors. Sometimes it is also necessary to consolidate various innovation approaches in the company, thus exploiting synergy effects and achieving an even stronger focus on the common strategy. An external consultant can bring in valuable experience and know-how, which are adapted to the company.

 

  1. Ongoing Innovation Service:

Every single innovation campaign and every innovation project has to be prepared, carried out and supervised. Often, the internal team lacks manpower, so important issues cannot be addressed due to limited resources. Here, an external service provider can provide valuable support by, for example, taking over complete campaigns or projects as required or even providing only partial services such as the planning and implementation of design thinking workshops. He can also contribute important experience to typically critical issues such as conducting a good evaluation. Overall, it is important for the ongoing Innovation Service to work on a continuous improvement of the overall process.

 

  1. Support of innovators:

Some innovators have brilliant ideas, but unfortunately, they are never implemented because they cannot represent the value of the idea. In part, the company’s internal barriers, such as administration or access to resources, are far too high and demoralizing. Here, a pool of internal or external “Innovation Guides” and subject matter experts helps to support the innovators.

 

  1. Culture Shift Support:

Last but not least, it is also the task of a good innovation management to prepare the breeding ground in the company so that an innovation-friendly climate can emerge. This includes accompanying communication, workshops, community building, culture hacking, brainstorming and promoting collaboration across areas. Experienced external service providers bring along a well-filled method case for specific measures of a viral approach.

 

“Innovation management without digital transformation is possible, but not digital transformation without innovation management. In order to compete and provide customer-focused services fast enough, many companies rely on an external service provider. Innovation Management is not a one-time project but involves a continuous change in the mindset and has a high strategic importance in times of digital transformation “says Andrea Schmitz, Director at CGI in Munich.

#GDPR: How Enterprises Can Ensure GDPR Compliance in Cloud Industry

With the Global Data Protection Regulation (GDPR) on the horizon, businesses operating in the EU will have to think, more than before, about compliance.The GDPR causes uncertainty within company’s management, because they are often unclear about whether they store personal data and, if so, where these are. GDPR is a legislative challenge that business must have to overcome.

 

May 25, 2018 is over, the EU General Data Protection Regulation is in highlight and companies are reworking their strategies towards its adoption. Any company that collects or processes personal data of EU citizens must comply with the obligations of the new law. Many still encounter new stumbling blocks on their way to conformity.

 

Here below are four simple steps for companies to consider all personal data collections, regardless of platform.

 

 

  1. Set up automatic data discovery in local and cloud environments

Without comprehensive data inventory, GDPR compliance is virtually impossible. Automated discovery solutions can help keep your collections of data up-to-date – especially when adding or removing new systems on-premise or in the cloud. They search thousands of applications. They are able to identify SaaS solutions that store or process personal information. They can filter the data and are able to generate specific views depending on what the company is most interested in. This is how companies make sure that nothing goes wrong.

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  1. Categorize personal information and know where it is

Many GDPR processes require companies to know not only where personal data is located, but also what kind of personal information it is. For example, to implement the “right to be forgotten”, companies must be able to locate the subject’s personal data and then filter out which data needs to be deleted and which data must be retained.

 

  1. Regulate access to personal data

With localized databases, most businesses do a good job of maintaining access controls. However, as with automatic detection solutions, these controls are eliminated in SaaS-based personal data collections. Many companies rely on simplified access control hierarchies here. However, these provide users with far-reaching insights into their personal data. Making access to all personal data, including the SaaS-based repositories, visible and controllable is an important step towards GDPR compliance.

Why Enterprises Must Switch to Windows 10

Why Enterprises Must Switch to Windows 10

Many companies are still reluctant to switch from Windows 7 or 8 / 8.1 to the current Windows 10. Because Microsoft has changed its release concept and now brings updates every six months. IT managers fear that they will be overrun by update projects in the future.

But given the announced support end for Windows 7 in 2020, a switch is unescapable. This article explains how an IT organization should proceed once the dice have fallen in favor of Windows 10 – and why you should rely on processes for the “day after” rather than on the LTSB (Long-Term Servicing Branch) version.

 

According to StatCounter, at the beginning of the year, the worldwide adoption of Windows 10 among Windows users had already surpassed the 30% mark, with its market share of 42,3%. However, this high market penetration primarily comes from the consumer segment: in many companies, IT departments are still reluctant and hesitates the transition to the current version of Windows.

 

Modern release cycles

Together with Windows 10, the release policy was also modernized in Redmond: Following the example of agile software development, the software house announced a continuous update based on the “Rolling Releases” principle: “Windows as a service” is the goal. Every spring and autumn (“semiannual channel”), there are updates for the Windows 10 variants Home, Pro, Enterprise and – for the education sector – Education. These can contain not only bug fixes but also new features. Thus, the users should benefit constantly from functional innovations and security updates.

 

Windows automatically downloads and installs updates in the Current Branch (CB) release track, intended for both home and business users. With the “Windows Update for Business” option, administrators can defer security patches for up to 30 days for test purposes, and feature upgrades for up to 365 days. Only the release branch “Long-Term Servicing Branch” (LTSB) maintains the familiar two to three-year interval between operating system iterations.

The half-yearly renewal rhythm, according to Microsoft, should provide development in the company. However, so far many IT organizations have remained suspicious of the expense of migrating to Windows 7 or Windows 8 / 8.1 across the enterprise. The fear: Due to the greatly shortened OS update cycles, one could in the future permanently have to struggle with the updating of the client systems.

 

LTSB is usually not an option

Officially, LTSB is a specialized edition of Windows 10 Enterprise that promises the longest intervals between feature upgrades of any version of the operating system.

Many IT leader consider the idea of ​​simply migrating all clients to Windows 10 LTSB hoping that the update projects will proceed as usual. However, this approach is not advisable: the approach leads to a dead end!

 

Because Microsoft has provided LTSB only for those endpoints whose software image permanently remains virtually unchanged, so for example, cash register systems, ATMs, medical equipment or control computer on production lines, as they perform a single important task so it’s more important that these devices be kept as stable and secure as possible than up to date with user interface changes. On the other hand, LTSB is not intended as a release option for office computers – and that sooner or later becomes noticeable.

 

For example, the LTSB variant does not have the modern, sleek edge browser that Microsoft introduced with Windows 10. This could be dismissed as a detail – but it is an indication that the LTSB channel can always be cut off from the Windows client world. For example, this does not guarantee that the next version of LTSB will work with Microsoft Office 365 as well.

 
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Process instead of project

So, if staying with the familiar through LTSB is not a viable option, how would an IT department prepare for The Day After? It is important here, above all, to understand the upgrading step in Microsoft’s release policy on the organizational side: the IT department must say goodbye to the OS Migration project and replace it with a “process OS migration”. It needs to establish a standard way to handle the bi-annual update of the client operating system through multiple rollout waves. The individual project must become a set of standard tasks that the client management team can execute.

 

On an organizational level, change and release management can be oriented towards the standard processes of the Service Management Framework ITIL or alternatively the use of the Microsoft Operations Framework (MOF). Even for Cobit-experienced IT organizations (Cobit: Control Objects for Information and Related Technology), the transition to a standard OS migration process should be easy. In addition, software support is required on a technical level in order to be able to implement the planned processes as highly automated as possible.

 

Unified Endpoint Management

The standard gole for such automation of regular OS updates today are so-called UEM solutions (unified endpoint management). Endpoint management tools can be called “Unified” if they are able to provide centralized management and control for traditional clients (PCs, notebooks) as well as for modern mobile devices (smartphones and tablets with iOS or Android).

 

It is important to have such a management functionality covering device classes from a single dashboard in order to avoid de-duplication of management tools. In addition, there are more and more modern devices such as Microsoft’s Surface Pro, the existing boundaries between the traditional device types break. Such hybrid devices are likely to become increasingly common in the future, not least thanks to the Windows 10 introduced management of the modern mobility management layer and the “Universal Apps”, which can be operated depending on the device or preference by touch or keyboard and mouse.

 

Modern UEM solutions are based on a workflow engine. It allows the IT organization to define processes of UEM tool and then processes automatically. Ideally, a UEM solution allows programming-free creation and customization of workflows through an intuitive graphical interface. Ultimately, even an employee in a specialist department could set their own workflows without having to resort to the help of the IT department.

 

Reprovisioning

A state-of-the-art UEM solution not only supports Wipe and Load for OS migration, but also the removal of newly acquired devices, followed by uploading company-owned software images. Likewise, it must support an in-place migration, ie the upgrade of Windows 7 or Windows 8 / 8.1 or an older Windows 10 version while retaining the applications and settings.

 

Reprovisioningprocess support for which Microsoft has been introduced is no more required.As, a newly procured device is registered with the manufacturer or supplier for the customer company. This way the distributor can deliver it to the end user. He then only has to enter a few key data such as the national language and his company e-mail address; then the new terminal is automatically unrestricted from preinstalled unnecessary software and recorded with the software intended for its user (reprovisioned).

 

Furthermore, a modern UEM solution must be designed for today’s self-service processes: Once the company’s own software is provisioned, the end user can order desired software packages and services via an Enterprise Self-Service Store IT department. Such an enterprise self-service unites the wishes of today’s users for the self-design of their work environment with the central control of the IT organization, which is absolutely necessary for security reasons as well as with regard to the EU-GDPR (General Data Protection Regulation).

By means of process orientation and UEM-based automation, the introduction and upgrade of Windows 10 is no longer a mountain to climb, but only a comfortable walk-up hill. At the same time, self-service-based UEM gives IT new freedom to concentrate on its core business: to support the business with efficient solutions.

Privacy Please : How GDPR Will Impact Video Camera Surveillance

The DPA requires organizations to protect any “personal data” that they hold relating to individuals. Personal data is not just restricted to written text; CCTV recordings also fall within the scope if individuals can be identified from them.

The Information Commissioner’s Office (ICO) issued its first code of practice under the Data Protection Act 1998 (DPA) covering the use of CCTV in 2000. The code was developed to explain the legal requirements which operators of surveillance cameras were required to meet and promote best practice.

 

GDPR + cameras law

 

Since these images contains identifiable individuals,this information can be used to identify these people either directly or indirectly (i.e. combined with other pieces of information), it qualifies as personal data, therefore the GDPR applies. Almost each institutions and bodies have video camera surveillance in operation on their premises, they’ll have to review the law of GDPR.

Placement of Video Camera Surveillance in the workplace, to ensure safety and health, protection of company assets, control of the production process and control of the employee’s work is and remains governed by CTC no. 68, and not by the “camera law”. However, it often happens that only one camera system is used for both personnel and customer surveillance. For example, cameras placed in supermarkets. From 25 may, images of both profile’s privacy will have to be respected.

 

Until today the placement of a camera was reported in advance to the Privacy Commission, from May 25, 2018, only the police must be informed. For existing cameras, a deadline is until May 25, 2020 to notify police services. Subsequent changes to the CCTV installation (adding a second camera, for example) should also be reported.

 

The public register maintained by the Commission for the Protection of Privacy therefore disappears but is replaced by an obligation for the person in charge of the CCTV system to keep a written record of the image processing activities of implemented surveillance cameras. This register should be available on request to the police and the Data Protection Authority.

The purpose and the legal source of the management that will have to be specified in the register will most certainly be the surveillance, justified by the legitimate interest of a company to secure its premises.

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Designation of a data protection officer

 

Data Protection Officer’s designation is mandatory where the basic activities of the controller or processor consist of processing operations which, by their nature, scope and / or purpose, require regular and systematic monitoring to a large extent.

Guarding companies will certainly have to appoint a delegate. Others will need to value whether video surveillance is part of their core business and whether it is done on a large scale. This is especially so since the appointment of a data protection officer will not only concern the processing of camera-surveillance images, but procedures carried out by a company.

 

Rights of filmed people

 

The rights offered by the GDPR to the concerned persons will also concern the images filmed about them. This will allow them to access images, have them rectified, erase or limit their processing. They should not motivate their desire to access the images, but only give indications sufficiently detailed to allow the controller to find the images about them.

 

However, these rights only concern the images on which the person concerned appears. The GDPR cannot be appealed to view images that were recorded before or after the filmed person’s passage. A person who forgets a bag on a station platform will not be able to ask to see the pictures taken after the departure of his train. Similarly, when a robbery took place during the vacation of the owners, only the police can view the cameras of neighboring buildings.

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