Notes from the Silicon Valley Cybersecurity Summit: Part 2

September 30th, 2014 | Posted by Sarah Jones in Guest Blogs - (Comments Off)

NVTC is inviting members to serve as guest bloggers, sharing insights and information on trends or business issues relevant to other members. Kathy Stershic of member company Dialog Research & Communications shares her insights below.


While the policy panel discussion at the summer’s Silicon Valley Cyber Security Summit pointed out the many challenges of governments trying to deal with the cyber threat, the second ‘Next Generation’ panel was all about the shortage of qualified talent to deal with the problem.

The good news – cyber presents a great career opportunity! As in, the industry needs lots of help. Now. The not so good news is that 40 percent of open IT security jobs in 2015 will be vacant. There simply aren’t enough qualified people to fill them. Technologies such as new threat intelligence and attack remediation products will continue to advance. That will help automate intervention, but there is still a need for people to skillfully apply them, and for others to create them in the first place in the face of a never-ending game of new threats. One speaker said that, as of only a couple of years ago, a new malware was detected every 15 seconds. Now two new malwares are detected every one second! The speakers expected that pace to accelerate exponentially.

There are a growing number of formal university programs in this area, but I was very surprised to hear that only 12 percent of computer science majors are female, and that population has been steadily shrinking for two decades. A marginal percent of those study cyber. So we’ve got a challenge with public engagement in the issue, an inadequate talent pool, and almost half of the student population not thinking about the problem.

Of course not all software learning is in the classroom and talented hackers do emerge. That is why General Keith Alexander [former head of U.S. CyberCommand] went to least year’s Black Hat Conference – while unconventional, he knew this is a place to find badly needed talent. There are also several incubator initiatives like  Virginia’s Mach37, and many startups are trying to get off the ground.

Another challenge is that CEOs don’t fundamentally understand the complex cyber problem, so they delegate the task to the CIO. [This reminds me of similar dispositions toward Disaster Readiness and Business Continuity Planning pre-9/11]. Cyber threat is another form of business risk and should be planned for as such. One speaker mentioned that there is expert consensus, even from VCs who are scrupulous about how money is spent, that for a $100 million IT budget, 5-15 percent should be spent on security. While panelists noted cyber threat is a top discussion point for many corporate boards, there is uncertainty about what to actually do to prepare.

This is a tough issue all the way around. One speaker suggested repositioning the brand message to what regular folk will respond to – protecting our national treasures, homes and quality of life, critical infrastructure and national security. Nick Shevelyov, Chief Security Officer of Silicon Valley Bank, summarized the issue: ‘the technology that empowers us also imperils us.” I’m hoping more of us come to understand that and step up.


Contributed by Kathy Stershic, Principal Consultant, Dialog Research & Communications

kstershic@dialogrc.com

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imageIn today’s workplace, a company must change to move ahead.  This requires a corporate culture that supports innovation.  (Whereas “invention” is the creation of a new idea, “innovation” is that new idea actually put to the test.)  And because experimenting with new ideas can sometimes lead to a dead end, a success-oriented company must encourage a tolerance for failure.

It’s really not hard to help your employees reach their creative potential.  You simply remove the barriers that impede their innovative ideas.  Here’s how:

  1. Build trust by telling the truth.
    Make sure employees know what is expected of them – then be consistent in your speech and behavior.
  2. Promote risk-taking.
    Use interviews or anonymous surveys to determine if employees hold back ideas – then explain why your company values creative thinking.
  3. Suspend judgment when employees offer recommendations.
    Say “yes, and…” instead of “yes, but…”
  4. Remove fear of blame for ideas that don’t work out.
    Explain that the company holds employees responsible for ideas – which is different from criticizing them when those ideas meet with failure.
  5. Help employees understand failures to prevent repeat occurrences.
    Involve those accountable in after-action reviews, and then make sure all employees understand why an idea did not succeed.

You cannot deny the need for certainty.  It’s only natural for the mind to predict and control the future.  But since the only certainty is change, the only companies who keep ahead of the curve are those which encourage innovation – even at the cost of failure.

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NVTC is inviting members to serve as guest bloggers, sharing insights and information on trends or business issues relevant to other members. Moira Lethbridge of member company Lethbridge & Associates shares her insights below.

MLethbridge 1

How Companies are Succeeding Using Failure to Increase Creativity and Innovation

Recently I was invited to a Failure Fest.  The event sold out in 48 hours and 400 people attended. It was a celebration of failure as a mark of leadership, innovation and risk-taking in pushing the boundaries of what is possible in scaling ideas from pilots to global programs. I also downloaded an app, Failure Games, which is designed to get the user out of their comfort zone and get rid of the nagging feeling that “I might fail.”  What is all this ‘embracing failure’ about?

Failure can be the beginning of creativity and innovation. 

Companies like Google, Amazon, and several nonprofits are acknowledging, embracing and taking advantage of failure to increase creativity and innovation.

What does this mean? 

Organizations want to learn from their failures to improve products and services and increase revenue and profit. Failure is one barrier to achieving these results.

We hate to fail and this impacts our ability to learn from failure. We think of failure as completely unacceptable because it may hurt our credibility and chances for promotion. Most managers are incentivized by successes and punished for failures, reinforcing the avoidance of acknowledging failures. They also do not have a clear understanding of how to learn from failure.

The avoidance of failure therefore becomes a barrier to increasing creativity and innovation. In order to innovate and be creative, you have to have the possibility of failing.

What brought them to it?

For-profit and nonprofit companies identified that cultural and organizational barriers were getting in the way of innovating.  Organizations want to improve from both a technical (software rollout flopped) and interpersonal (managers avoiding giving feedback to employees) view. They realized the consequences of not having an open failure environment: unreported failures and missed lessons learned.

Why are companies helping their employees make failure productive and even fun?

  • To increase employee engagement and productivity.
    Children’s Hospital and Clinics of Minnesota built a psychologically safe environment to reduce medical errors that frames the work accurately, embraces the messenger, acknowledges limits, invites participation, sets boundaries and holds people accountable.
  • To increase revenue and profit and transform their company.
    IBM started ‘ValuesJam’.  This experiment allowed employees to share their concerns and ideas online for 72 hours.  From this feedback they determined how the company was failing and succeeding with its employees and customers and agreed on its values and what was worth preserving and what needed to change.
  • To differentiate themselves from their competitors.
    Kurante.com, Plan International USA and TechChange.org hosted a Fail Festival to celebrate failure as a mark of leadership, innovation and risk-taking in pushing the boundaries of what it possible in scaling ideas from pilots to global programs.
  • To have employees learn faster by learning to fail intelligently.
    Google incentivizes their employees with dinners and weekend getaways to fail fast and share lessons learned.
  • To let employees know that failure is nothing to be ashamed of.
    DoSomething.org hosts a Pink-Boa Failfest every quarter that reinforces their message, “It’s OK to fail.”

failure is the key to success

How are companies embracing failure to increase creativity and innovation?

Leaders are creating environments for allowing failures to surface and be examined.  They do this by first defining what failure means and looks like in their organization.  They differentiate blameworthy and praiseworthy failures.  Leaders allow for openness, curiosity, patience and tolerance of ambiguity. An example is Children’s Hospital in Minneapolis where leaders developed a ‘blameless reporting’ system to encourage employees to reveal medical errors immediately as well as other information that can be used to deconstruct the failure and learn from it.

Companies use proactive feedback as a way to identify many types of failures.  IBM used ValuesJam to get data that help them identify failures. General Electric has an 800 number for all products and customers can report problems, with a call center available 24/7/365.  They receive almost 3 million calls a year.

DoSomething.org (www.dosomething.org) hosts a Pink Boa Failure Fest every quarter. It’s completely off the record and anybody can join: interns, employees, board of directors. Two people are chosen and put on a big pink feather boa. For ten minutes they explain their goal and its history, what happened, what they learned personally, and what the company learned. They finish with a two-minute question and answer period.  DoSomething.org does this to say failure is nothing to be ashamed of.

Google encourages their employees in many training courses to take risks, and failures are OK, as long as they fail early during the prototype or experimentation stage. They also have awards for projects that failed to celebrate taking risks and learning. Google has an analysis process for determining what went wrong and lessons learned to apply to the next project.

My blog series will focus on increasing innovation; what gets in the way, how to remove those barriers, and practical examples for increasing creativity and innovation in your organization.

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