IT support for the University of Oxford

Transcription

01-cover-September-2014_Layout 1 12/09/2014 16:04 Page 1
SEPTEMBER
OCTOBER2014
2015
+
MOBILE MALWARE:
THE NEW SCHOOL
ACI VS. SDN:
FUTURE OF NETWORKING
THE Z FACTOR:
ARE YOU READY FOR GEN Z?
AS THE UK HANGS ON A THREAD,
GLASGOW DEMONSTRATES HOW
TECHNOLOGY AND SPORT ARE
CHANGED?
+
THE WHAT’S
TRUE ENABLERS
OF UNITY
+
+
SCOTTISH
WHY EVERYONE
PRIDE
IS TALKING ABOUT
WHAT’S NEXT?
HOW CAN BUSINESSES ADAPT?
DATA PROTECTION
1
information-age.co.uk April 14
MANFRED REITNER,
SENIOR VICE PRESIDENT AND
GENERAL MANAGER EMEA,
NETAPP
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OCTOBER 2015
+
THE RISE, FALL AND RISE
AGAIN OF MARK HURD
NAVIGATING THE CHANGING
FACE OF HACKING
IS YOUR WORKPLACE READY
FOR GENERATION Z?
HOW THE EU’S UNIFIED DATA
LAW WILL TRANSFORM STORAGE
ON THE BUBBLE
O2 CIO Brendan O’Rourke reveals how a determination to build a
more gender-diverse workforce has helped boost IT performance
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06/08/2015 16:28
editor’s letter
Leaders of
the pack
S
uccess in technology,
like most things, relies
on strong leadership. In
this issue of Information
Age, we bring you exclusive interviews
with three of the best in the industry.
Our cover star this month is Brendan
O’Rourke, CIO of the company still
known as Telefónica UK – but not
for much longer. You’ll likely know it
better as O2.
In March, O2 was sold to Chinese
conglomerate Hutchison Whampoa
for £10.25 billion. With the investment
holding company already owning
another British network, Three, the
deal creates the UK’s largest mobile
operator (subject to regulatory
approval).
O’Rourke will be a key leadership
figure in the merger – in particular,
integrating the companies’ vast
IT systems. Until then, he tells
Information Age how he is helping O2
fight commoditisation and set itself
apart from the competition (p. 18).
Meanwhile, we chat with the CEO
of software firm Infor, Charles
Phillips, who has driven a striking
transformation at the company and
reveals to Information Age how his
vision for global supply chain visibility
from the cloud is finally coming to
fruition (p. 44).
Before his Infor days, Phillips made
his name as president of IT giant
Oracle, and our third big exclusive
this month is an interview with his
successor, Mark Hurd.
Following four years as president,
Hurd was elevated to CEO in
September last year when the
company’s legendary founder, Larry
Ellison, finally relinquished the reins.
Five years on from Hurd’s
unceremonious exit from the CEO
role at HP, the notoriously private
businessman granted Information Age
a rare one-to-one interview to discuss
the challenges Oracle has faced in
its major transition to selling cloud
software (p. 10).
Like many of the biggest traditional
IT players, Oracle found itself behind
the cloud curve, but – following three
and a half years of hard graft – Hurd
has now set the company up for an
exciting period of growth.
Our frank discussion paints a
fascinating picture of the rise, fall
and rise again of one of the greatest
executors of strategy in the business.
Ben Rossi, Group Editor
October 15 information-age.com
3
contents
OCTOBER 2015 l information-age.com
18 On the cover
In the shrinking UK mobile operator space, it’s not
easy to stand out from the crowd. But Brendan
O’Rourke, CIO at O2, is on a mission to drive a
diversity of talent that can help the company fight
market commoditisation and set itself apart from
the competition
‘It’s not that women need help –
they just need to see that there’s
no glass ceiling, and have that
path clearly visible to them’
Generation gap
22 That thing EU do
28 A common thread
34
Budge over, Millennials, there’s a new
generation in town – and they want to
work in a completely different way
How will the EU’s unified data law, which
is set to come into effect in December
2017, affect how organisations store data?
Industries must work together to
overcome the challenges in building a
strong fabric for the Internet of Things
innovationage
storageage
networkage
4
information-age.com October 15
NEWS FLASH
8
Rounding up the top industry news and trends of the past month
INSIDER
10
Five years on from his unceremonious exit from HP, Mark
Hurd is back on top at another enterprise IT giant – and he’s
delivering the same execution he was renowned for before
14
ON THE CASE
Wales’s largest secondary school reduces running costs by 25%
DEPLOYMENT WATCH
16
A look at some of the latest deployments throughout the UK
Dangerous
liaisons
38
No person or organisation
can be 100% safe from
sensitive information being
stolen or exposed online.
So how are enterprises to
navigate the changing face
of hacking?
securityage
IN THE BOARDROOM
44
Charles Phillips, CEO of Infor, sat down with Information Age to
talk about how his vision for global supply chain visibility from
the cloud is finally coming to fruition
PRODUCT CORNER
48
HP claims Product of the Month with its EliteBook 705 G3
COLUMN
50
EDITORIAL
Group Editor Ben Rossi (020 7250 7961)
Staff Writer Chloe Green (020 7250 7956)
Group Sub-Editor Alan Dobie
Researcher Stephen Grainger
Senior Designer John Howe
Junior Designer Ashley Humphrey
COMMERCIAL
Sales Manager Joe Aspis (020 7250 7950)
SUBSCRIPTIONS – INFORMATION AGE
Amy Greene (020 7250 7010)
VITESSE EVENTS
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Events Manager Rebecca Stanley (020 7250 7050)
VITESSE MEDIA PLC
Non-Executive Chairman Chris Ingram (020 7250 7010)
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ISSN: 1359-4214
Printed by Stephens & George Magazines Ltd
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Contents may not be reproduced in whole or part
without the written consent of the publishers.
Why is there such implicit trust in external data, asks Richard Lee
5
Sponsored advertorial
Why everyone is talking
about data protection
I
t’s no secret that, due to
the rise of internet-based
services, the amount of
data stored online has
increased exponentially over the past
few years. Today, individual data is, in
many cases, frighteningly accessible
and increasingly difficult to eradicate
– an issue that has been brought to the
fore by a series of high-profile cases
relating to the loss, theft or transfer of
data without the knowledge of the
individual concerned. As a result,
it is generally felt that existing data
protection laws are ill-equipped to deal
with and protect our modern-day data
footprint. Changes are being discussed
and implemented to rectify this, which
will have an unequivocal effect on
businesses globally.
The protection of individuals’ data was
subject to particular scrutiny in early
October, when the European Court of
Justice ruled that the US-EU Safe
Harbour agreement was invalid. This
means that any individual can now
bring a complaint to an EU state about
the handling of their personal data
across borders, and it will then require
investigation as to whether or not the
company in question has the necessary
data protection safeguards in place.
This will have immediate and farreaching effects for US businesses that
rely on Safe Harbour as their sole
compliance mechanism.
In addition, in the coming months,
the European Parliament, Council and
Commission will conclude the Trilogue
meetings that have been ongoing since
6
storage and processing standpoint,
companies can avoid the risk of legal
action from the individuals whose data
is being handled.
>> Manfred Reitner, senior vice president
and general manager EMEA, NetApp
June of this year, looking to reach
an agreement on the new EU data
protection regulation that will take
effect in 2017. For organisations, it will
be necessary to rigorously evaluate the
risks of any data handling and to guard
against accidental loss of data. It will
only be possible to process data if the
data subject has consented, or if the
processing is strictly necessary. If a
company employs more than 250
people, it will also be obliged to appoint
a data protection officer in-house to
ensure the lawful handling of data.
Both the Safe Harbour ruling and the
pending EU data protection regulation
show that the situation is in a constant
state of flux – businesses should aim to
keep abreast of the latest developments
and understand the impact of their data
handling within the framework of new
regulations and act accordingly. By
ensuring compliance from a data
The right to be forgotten
Although the finer details of the
regulation are yet to be ratified, one of
the areas specified is that individuals
can request their data to be deleted
under the ‘right to be forgotten’ clause.
Any data centre manager or IT worker
will know that eliminating all traces of
data is a large and potentially difficult
task. One of the greatest challenges
for enterprises looking to ensure that
they are fully compliant with both the
changes to Safe Harbour agreements
and the new EU data protection
regulation is the issue of ‘data gravity’.
Data gravity is the concept that even
bits and bytes are subject to the laws of
gravity and have a tendency to cling to
an existing infrastructure. Some of the
contributing factors to this data gravity
are: the size of the data being handled;
the number of transactions taking
place; low latency systems; and security
and regulatory restrictions.
Data gravity is completely tied to data
movement in and out the data centres,
so it is key to add network bandwidth
and quality. For any IT manager, this
data gravity poses a real challenge when
it comes to the migration of data to
optimise their data infrastructure.
Furthermore, in the current legal
climate, it also poses a significant
challenge for the eradication of data
as part of the obligatory right to be
forgotten. There is even more
complexity if data is not only stored
locally but also remotely located.
For companies that are unprepared for
regulation change, there is a hefty fine
of 5% of revenue to pay for noncompliance. While it’s all very well
being up to speed on the changes to
regulation, how should IT directors
ensure that their data handling is
compliant to avoid penalisation?
Firstly, at a basic level, enterprises
should ensure that they have an
effective data privacy programme and
data management practice in place.
Whether this data is stored on-premise
or with an external private or public
cloud provider to match customer
expectations, organisations should
assess and reassure customers that
data is collected, processed, accessed,
shared, stored, transferred and secured
in accordance with all laws and
regulations, and that data is only being
used in pre-agreed, legitimate and
lawful ways.
Data mobility
In terms of the technology being used,
one of the keys is to make sure that the
storage operating environment and
processes in place allow for business
data to be integrated, managed,
replicated and moved across storage
systems and cloud vendors. In addition,
businesses can opt for a highly versatile
data management software platform
overlaying any storage.
The benefit of this type of software
is that service providers are able to
pinpoint where any data is stored,
move it easily, and also delete it if
necessary. NetApp’s own clustered Data
ONTAP storage operating environment
is one such example, and can be used
across cloud and on-premise
infrastructure to create a data fabric
that acts as a single system, meaning
that data is more easily managed and
controlled, thereby making compliance
easier for cloud providers and the
companies deploying them.
Secondly, although not yet confirmed,
it is expected that encryption,
tokenisation and pseudo-anonymisation
of data will meet legal requirements of
the ‘privacy by design’ stipulation
within the proposed regulation.
Many service providers today offer
encryption as standard for data stored
in the cloud. Solutions such as NetApp’s
AltaVault offer backup services and
ensure that businesses are secure and
compliant across public, hybrid and
on-premise cloud solutions. Security
has to be redefined to take into account
the fact that data can be moved in and
out of the enterprise data centre.
There is a need for enterprises to
reassess their data storage platforms to
ensure they do not suffer the effects of
data gravity weighing them down –
instead, working to achieve a data fabric
that facilitates the handling of data in a
more regulated environment.
It is widely agreed that the EU data
protection reform will generally be
beneficial for companies across Europe
by creating clear guidelines for them to
adhere to. Data is the only thing of real
lasting value for an organisation, so
establishing consistent EU regulations
to protect this asset will only serve to
increase its value.
7
newsflash
NEWS / TRENDS / EVENTS
@informationage
^
winners
VODAFONE
A new report
from mobile
network
performance specialist
RootMetrics revealed that
Vodafone is emerging as a
serious challenger to EE in
terms of quality of network
experience in central
London. Through 60,000
tests across seven urban
districts, it found that EE
and Vodafone were tied on
overall performance.
losers
SPARK
Apache Spark,
a parallel
processing
framework that allows big
data analytics, seems to be
outgrowing Hadoop.
Research from big data
service Databricks – set up
to commercialise Spark –
found that 48% of users
from 842 organisations use
Spark in stand-alone mode,
apart from Hadoop, mostly
for performance reasons.
HILTON
The hotel group
investigated a
possible attack
on its point-of-sale systems,
which occurred between 21
April and 27 July, although
the breaches could go back to
November 2014.
It is believed only to have
affected Hilton-owned and
franchised hotels in the US,
and it is not known how
many credit cards may have
been compromised.
APPLE
Apple officials
scrambled to
clean up the
App Store after a security
firm reported that iOS apps
contained malicious code
which made iPhones and
iPads part of a botnet that
stole potentially sensitive
user information. The rogue
version of its XCode
developer kit, known as
XCodeGhost, has hit over
4,000 apps on the App Store.
^
BRITISH SPIES SNOOP ON BBC,
GOOGLE AND FACEBOOK USERS
A new release of documents by NSA
whistleblower Edward Snowden
showed that GCHQ has indiscriminately
harvested data from ordinary users
of search engines, chat forums, social
media, news, online radio and adult
websites since the early 2000s.
Previous reports based on the leaked
files exposed how British intelligence
agencies tapped into internet cables to
monitor communications on a vast
scale, but now the full extent of the
surveillance powers have been revealed,
showing that Skype calls, social media
interactions and even usage of Google
Maps have been targeted.
8
The newly released documents from
Snowden’s trove show that by 2012
GCHQ was able to collect 50 billion
metadata records every day without
a court order or judicial warrant, and
was conducting work to increase this
to 100 billion.
In his first-ever interview with the
BBC, head of MI5 Andrew Parker said,
‘The way we work these days has
changed as technology has advanced.
Our success depends on us and our
partner agencies having sufficient,
up-to-date capabilities, used within a
clear framework of law against those
who threaten this country.
‘We need to operate in secret if we are
to succeed against those who mean the
UK harm.’
UBER FACES CRACKDOWN
IN LONDON
Transport for London is preparing to
launch a crackdown on Uber and other
cab hire apps, proposing a series of new
rules that would effectively put an end
to Uber in the capital.
The 25 proposals are designed to
protect London’s black cab industry, and
include a minimum five-minute waiting
time between ordering a private hire
vehicle and it arriving, and banning
operators from showing cars for hire
via an app.
TfL is also proposing that passengers
must be able to book fares up to seven
days in advance and drivers must
only work for one operator at a time,
whereas many of Uber’s drivers are
part-time workers whose main
employer is a minicab firm.
‘The consultation sets out a number of
ways that standards across the industry
could be raised,’ said TfL CEO for
surface transport Garrett Emmerson,
‘ensuring Londoners can continue to
benefit from the service provided by
licensed private hire vehicles. No final
decisions have been made, and we’re
keen to hear a range of views from the
trade, and from Londoners too.’
The consultation will run for 12 weeks
and close on 23 December 2015.
ENTERPRISES WARNED OFF
RUSHING INTO SDDC
INVESTMENTS
Analyst house Gartner has urged users
to take a cautious approach to softwaredefined data centre (SDDC) investments.
While many suppliers have extolled the
virtues of adopting a SDDC, Gartner has
said the concept is still not mature
enough for all firms to do it successfully.
Dave Russell, vice president and
analyst at Gartner, said IT departments
need a better understanding of the
The month in numbers
29%
29% of schools now allow pupils to
use their smartphone during lessons,
with more than a third of teachers
now using technology – from laptops
to tablets and interactive
whiteboards – in every lesson
(YouGov)
UK businesses waste £1.5 billion by
duplicating systems for self-service
support in functions such as HR and
facilities (Fruition Partners UK)
77% of UK organisations say
keeping up to date with changing
data protection regulatory
requirements will be a financial
burden on their business
(Ipswitch)
74%
£1.5BN
77%
496,475
18%
business case and risks associated with
the move.
‘Due to its current immaturity, the
SDDC is most appropriate for visionary
organisations with advanced expertise
in infrastructure and operations
engineering and architecture,’ said
Russell. ‘Infrastructure and operations
leaders can’t just buy a ready-made
SDDC from a supplier.’
Russell warned that many lack the
skills in-house to make a real success
of SDDC, and urged organisations to
build the right skills by enabling top
infrastructure architects to experiment
with public cloud infrastructure in
small projects, as well giving them the
opportunity to get out and learn what
their peers in other organisations and
visionaries in this field are doing.
74% of DDoS attacks are just
smokescreens for other malicious
meddling, such as malware or
corporate network intrusions
(Kaspersky Lab)
Worldwide shipments of 3D printers
will reach 496,475 units in 2016, up
103% from the predicted 244,533
units in 2015, and will double every
year up to 2019 (Gartner)
Just 18% of European businesses
have a digital testing strategy, with
the biggest obstacle cited as the
inability to take a consistent
approach across multiple
channels of engagement
(Pierre Audoin Consultants)
9
insider
Have you Hurd? He’s back on top
Five years on from his unceremonious exit from HP, Mark Hurd is back
on top at another enterprise IT giant – and he’s delivering the same level of
execution he was renowned for before
F
or a private man who
rarely gives one-to-one
interviews, Mark Hurd
has a curious ability to
find himself in the spotlight.
His latest stint in the headlines
came courtesy of Carly Fiorina, the
former HP CEO who is now running
for the Republican nomination in the
2016 US presidential election.
In a leadership race that has
been dominated by controversy
surrounding another prominent
businessperson, Donald Trump,
Fiorina has been presented as
somewhat of a dark-horse candidate,
mainly because of the dignified
way in which she responded to a
typically unsavoury Trump comment
on her appearance.
But it is scrutiny of her business
record – something she is trying to
use in her favour – that has brought
Hurd into the fray.
During the five and a half years
that Fiorina spent leading HP, the
company’s stock dropped in value
by 65%, and she was widely blamed
for the poor execution of the
controversial merger with Compaq,
which at the time was the biggest
10 information-age.com October 15
credibility by claiming credit for HP’s
reinvigoration, but plaudits have
instead been directed towards Hurd.
‘Sometimes the process
is as important as how
much you’ve learned.
We went through the
school of hard knocks’
>> Mark Hurd, CEO, Oracle
high-tech merger to date.
She was forced by the board to
resign in 2004 and replaced with
Hurd, who during 25 years at NCR
had risen from an entry-level
salesperson to CEO. Fiorina has
attempted to promote her business
Ringing the changes
While relatively unknown prior to
his HP appointment, he came with a
strong reputation from the success
he had achieved during two years at
the top of NCR – and he didn’t waste
time in making his mark. Shortly
after his arrival in 2005, he laid off
10% of the workforce, consolidated
HP’s 85 data centres into just six,
and introduced various other
cost-cutting measures.
By HP’s 2009 financial year, Hurd
had increased revenue to $114.6
billion – a massive jump from the
$80 billion he had inherited five
years previously – and the Compaq
merger had been salvaged. Under
his tenure, profits increased for 22
straight quarters and the stock price
more than doubled.
But despite his success, Hurd’s
time at HP came to an abrupt end in
August 2010 when he was forced to
resign following allegations of sexual
harassment by a female contractor.
An investigation by the company
insider
upon leaving HP, as president of
cleared him of violating its
software giant Oracle. In September
harassment policy, but deemed
last year, along with Oracle veteran
his behaviour inappropriate. The
Safra Catz, he was promoted to CEO
headlines were relentless. Hurd has
– a role that was held by Larry
denied any misbehaviour.
Ellison, the fifth-richest man in
Although they served a similar
the world, since he founded the
amount of time as CEO of HP –
company in 1977.
and both were forced to resign in
Ellison, unconcerned with the
unceremonious circumstances in
controversy surrounding Hurd –
their early 50s – the similarities
Oracle’s previous president, Charles
between Hurd and Fiorina end there.
Phillips, had his infidelity
While Hurd is known as a
splashed over New York
numbers guy fiercely
billboards by his
committed to results,
Oracle has
former mistress –
execution and
was delighted with
closing deals,
closed deals with
the talent he had
Fiorina is
acquired through
considered a
the drama at HP.
lady of strategy,
boldness and
cloud ERP customers in the
Behind the cloud
charisma.
At Oracle, Hurd
Perhaps it’s not
past five quarters
found himself with
surprising, then,
an altogether different
that Fiorina has
challenge. While HP
avoided a full-time
desperately required
business role since departing
consolidation, streamlining and
from HP, instead committing much
refocusing around existing product
of her time to politics: working for
lines, Oracle needed to completely
Republican senator John McCain’s
change the way it designed and sold
unsuccessful presidential campaign;
software for the cloud.
losing the 2010 Senate election for
Like many of its traditional
California; and announcing her
competitors, Oracle found itself
entry into the 2016 presidential race.
behind the curve as customers
Hurd has no ambitions to follow in
increasingly turned to native cloud
her footsteps. ‘I have a job,’ he tells
service providers for enterprise
Information Age with a smirk. It’s
applications they previously bought
unclear if this is meant as a dig – in
on-premise, such as customer
contrast to Fiorina, Hurd bounced
relationship management (CRM),
straight back into a high-profile job
1,350
human capital management (HCM)
and enterprise resource planning
(ERP). The subscription model
of software-as-a-service (SaaS)
solutions gives end-users far more
flexibility and affordability.
So a year into Hurd’s job, the
strategy was clear: Oracle had to
build out its cloud business. Ever
the master of execution, he took
charge of sales and marketing, while
Catz continued to oversee finance
and HR. Hurd has since doubled
Oracle’s sales force and trained it
for the new cloud products, but it
hasn’t been an easy ride.
‘Every time you look back, you can
say, “Gosh, now that I know this,
I would have done this,”’ says Hurd.
‘I do think that as much as I don’t
want to do it again, it was important
to go through the process.
‘It’s a bit like many things in life:
now that you know all that you
do, could you have gone through
school a lot quicker? Sure. But I
think sometimes the process is as
important as how much you’ve
learned. We went through the school
of hard knocks.’
Ellison, who is now executive
chairman and CTO, has called this past
three-and-a-half-year period the
‘start-up phase’ of Oracle’s cloud
business, building out the physical
infrastructure to support such growth.
The term ‘start-up’ could insinuate
that the capabilities were developed
organically – and while some,
11
insider
including the infrastructure itself,
certainly were, Oracle also went
about acquiring a range of companies
to boost its SaaS skills.
‘Each of them approached SaaS a
little differently,’ says Hurd, ‘so we
got to see some different business
models, experiences and ways of
doing things. And we hired people
from various companies that had
experience.
As for approaching it like a start-up,
Hurd agrees with the sentiment.
‘We’ve got into the SaaS business
knowing a lot about software, but
we’ve learned a lot about many
things: delivering a service; selling;
what a renewal is all about; how
to operate data centres; and the
customer satisfaction relationships
that are required as they relate
to a services business, which
frankly is different from what
we’ve known before.
‘So it’s a confluence of a set of
things, and I’m not sure I’d want to
go and trade it at this point because
we’ve learned a lot and our business
models have matured. A year and a
half ago I had this huge pipeline,
and mid-last year it started turning
into bookings.
‘It’s continued to both perform
and grow, and the fundamentals
of our SaaS business now behave
thoughtfully. We can now predict
our business with, I wouldn’t say
certainty, but a relatively high
probability.’
software in the cloud, and quickly
Dethroning the king
exploded.
In Oracle’s recently announced Q1
By the time of its official launch
earnings results, its overall cloud
party in February 2000, Salesforce
revenues were up 29% year-on-year
already had 200 customers for
to $611 million – with 34% growth
its CRM software, but Benioff
in SaaS and platform-as-a-service
and Ellison fell out shortly after
(PaaS) sales to $451 million, and
when Oracle launched a directly
16% growth in infrastructure-as-acompeting product. Benioff
service (IaaS) sales to $160 million.
subsequently kicked his former boss
Billings for SaaS and PaaS were up
and mentor off Salesforce’s board.
70% on 2014, and subscription
Revenue grew from
licence revenue is by far the
$5 million in 2000
biggest area of growth for
to $52 million in
Oracle in the coming
In Oracle’s
2002. In 2004, it
years.
recently announced Q1
launched its IPO
The company is
on the New
forecasting SaaS and
earnings results, its overall
York Stock
PaaS revenues in Q4
cloud revenues were up by
Exchange,
to be up more than
raising $110
60% over 2014, and
million and
around 50% for the
introducing most
full 2016 financial year
of the world to
– with profit margins
cloud software in
on cloud products
the process. Its fullgrowing from 40% to 80% in
year revenue for the 2015
two years. This, says Hurd, is in
financial year was $5.4 billion, up
‘sharp contrast’ to its biggest cloud
32% on 2014.
competitor, Salesforce, whose
Ellison still owns a sizeable stake
revenue growth rates are on the
today, but the couple never miss an
way down.
opportunity to criticise the other’s
That’s not surprising, however,
company. Salesforce has recruited
given the enormous growth that
heavily from Oracle over the years,
Salesforce has enjoyed over the past
and Oracle has now set its sights
15 years. Founded in 1999 by Marc
firmly on dethroning Salesforce as
Benioff – who was previously
the number one cloud software
Oracle’s youngest ever VP –
company in the world.
following encouragement (and
‘I think there is a pretty good
$2 million of funding) by Ellison,
Salesforce pioneered the idea of
chance that we will sell more than
29%
insider
them this fiscal year,’ says Hurd. ‘If
you listen to their numbers, they
describe that they’re on not quite
$5 billion in revenue and will grow
20%. If you take those bookings
numbers and compare them with
ours, we’ve booked about $1 billion
in the past four quarters.
‘Then when you forecast out, which
would include the quarter we just
announced plus the next year,
we’ve said we will do more than $1.5
billion. So that would make us, from
a booking perspective, the biggest
cloud company in the world.’
Oracle’s strategy in beating
Salesforce relates to having each
discrete application different and
best of breed, but able to work
together in a suite – and being the
only SaaS company that also does
PaaS. This allows users to write
incremental code and modules,
connected with an API, to extend an
application without changing it.
‘Just showing up and saying “we’ve
got a less expensive sales funnel
than Salesforce” is not what people
have been waiting for,’ says Hurd.
‘I think the fact that we now line up
a marketing solution with a sales
automation solution and a configure
price quote solution gives us a suite
of customer experience solutions
that Salesforce doesn’t have.’
But with Salesforce dominating
the CRM market and plenty of
competition in HCM (Workday) and
marketing software (Adobe and
Marketo), the biggest SaaS
opportunity lies with the largest
segment of application, ERP.
According to Ellison, the number
one ERP provider is by default the
leading applications vendor. In
the last generation, that was SAP,
traditionally Oracle’s biggest
competitor.
However, ‘SAP hasn’t really
rewritten its software for the cloud
and done the work to create a
modern application suite’, claims
Hurd.
And despite the disruption of cloud,
he believes that ERP, along with
database, will continue to be Oracle’s
most important software category –
as they both have been for the past
20 years.
‘We believe that ERP is extremely
strategic,’ he says. ‘It tends to pull
with it many other modules, so being
a leader in it is, we think, very
important – particularly since SAP
didn’t release and build a new cloud
product, so we get an opportunity
with their base as well as ours, plus
greenfield customers.’
Impressive growth
Oracle has closed deals with 1,350
cloud ERP customers in the past five
quarters. Hurd tells Information Age
the number of on-premise ERP
products it has sold in the past 24
years but asks for it to be kept off
the record. Clue: if Oracle continues
selling at the same pace, it will be far
sooner than 24 years before it
reaches that number in the cloud.
‘The speed is amazing,’ Hurd says,
back on the record, ‘and it will
accelerate as more and more features
and references come in. It’s an
incredibly exciting category, and we
don’t really have a great competitor
in it yet.’
The growing cloud sales have
undoubtedly been impressive, but
Hurd’s job will now be to ensure that
they outpace the ongoing decline
in Oracle’s bread and butter for
revenues, on-premise software.
This is by far its largest segment,
but decreased by 4% year-on-year
in Q1 to $5.8 billion, while new
software licences were down 16%
to $1.2 billion.
Along with smaller dips across its
hardware and services lines, these
figures resulted in a 2% year-onyear decline in total revenues for
Q1 – and Oracle has now missed
sales expectations in six of its past
seven quarters.
However, the Hurd effect has been
clear to see. When he joined Oracle
in September 2010 its stock was
trading at around $23. It hit a high
in December 2014 of around $46,
and has since decreased back to just
below $40.
With the hard work now done
in setting up its cloud business,
Hurd will no doubt be back in the
headlines again – and for all the
right reasons.
13
on the case
Cutting school
Wales’s largest secondary school, Whitchurch High School, has reduced
running costs by 25% through a new managed print solution
T
he largest secondary
school in Wales, and one
of the largest in the UK,
Whitchurch High School
has 2,400 pupils over two sites and a
huge catchment area from eight feeder
primary schools.
The school has 360 pupils in each
year group – years 7 to 9 at the ‘Lower
School’ site, and years 10 and 11,
along with a sixth form centre, at
the ‘Upper School’ site a mile down
the road.
‘We used to look after six local
schools, but now the workload within
Whitchurch High School itself is
enough for my full-time team of
three,’ says Richard Burge, the
school’s IT manager. ‘We have
numerous buildings on each school
site, and we’re responsible for all
networking, wireless networks,
phone systems, installation of cabling
and any new builds, as we don’t use
outside contractors.’
Whitchurch School had an existing
Canon-Equitrac print solution, but
found its cost becoming prohibitive,
so started to look at alternatives.
In particular, it wanted to improve its
print and copy production volumes
and save costs by having as many
‘We’ve already seen a
25% reduction in running
costs. With Itec and
Kyocera, we got what we
wanted and much more.
We have PaperCut single
sign-on for machines,
and with KYOcapture
the Kyocera machines
know who you are.
We’ve also integrated
SIMS with KYOcapture’
centralised multi-function printers
(MFPs) as possible.
‘We’d undertaken a print solution
with fewer machines around the
school but realised that it just wasn’t
working for our staff and pupils,’ says
Burge. ‘The Canon-Equitrac
combination had limited connectivity.
Equitrac just linked in and did the
basics – the reporting was OK but we
couldn’t monitor what was physically
being done on the machines.’
The school’s local print partner, Itec,
came up with the answer of having
more MFPs under a lease, delivering a
more affordable solution.
But centralising the MFPs proved a
challenge due to the size and layout of
the school site, and the volume and
demands of printing.
Itec recommended a combination
of 12 high-volume Kyocera MFPs and
20 desktop MFPs with embedded
terminals to control the copying
as well as printing functions,
supported by a fleet of 55 printers
and PaperCut MF print management
software.
This replaced 22 contract MFPs, 34
contracted desktop laser printers and
approximately 50 other school printers
from a range of manufacturers.
‘PaperCut is really designed well
for schools, so when we looked at
PaperCut with Kyocera equipment we
knew that the combination of print
quality and pages per minute would
meet our needs,’ says Burge.
‘In the end, it also came down to price
– Itec’s recommendation was much
cheaper than the others we received.
We went into a great deal of detail and
approached a number of suppliers but
they couldn’t be beaten.’
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28.09.15 15:09
on the case
way of doing things and has meant
less downtime on the machines. For
consumables we did have Itec send
them as required but they were a little
too efficient and supplies arrived too
promptly. Now we keep five complete
sets for each type of device and use a
simple order form to just call toner in
as we need it.’
Since the installation, the school has
printed over half a million copies
and has already seen significant cost
reductions. ‘We’ve been very lucky, as
lots of schools are only now starting to
look at solutions,’ says Burge. ‘We’ve
accrued benefits from the Kyocera
print solution long before other
schools – we’ve already seen a 25%
reduction in running costs.
Whitchurch High School has printed over half a million copies since installing its new printing solution ‘With Itec and Kyocera, we got what
we wanted and much more. We have
PaperCut single sign-on for machines,
Everyone in the department has a
Keeping costs down
and with KYOcapture the Kyocera
swipe card, while the head of the
Over a five-day period, during a
machines know who you are. We’ve
department can monitor who has done
half-term holiday, Itec installed a full
also integrated SIMS with KYOcapture.’
what and what they are spending
managed print solution from Kyocera
The school’s ICT teacher, Dean Powell,
before it becomes a budget issue.
Document Solutions to work with
While Whitchurch School is funded by adds, ‘Our users feel they can do more
the school’s existing HID cards and
with each of the machines – they have
the LEA, the school’s governors handle
KYOcapture version 5. The timing,
the choice to do colour copies or just
the day-to-day running of the school,
towards the end of the academic year,
black and white prints, and know
meant there was more copying to cope and cost control is a key priority.
exactly what the cost will be before
‘Our relationship with Itec and
with than normal.
printing and copying.
Kyocera has always been good,’ says
Burge immediately appreciated
‘They also prefer the fact that they
Burge. ‘Our dedicated engineer from
PaperCut’s billing style. While Equitrac
don’t need to walk around the building
Itec lives locally and arranged to keep
simply billed all the copying at the end
to reach the most suitable machine.
spare parts at the school so we have
of the month, PaperCut allows the
The screens are all the same, so
everything to hand and aren’t waiting
school to set up a £100 limit for each
whichever Kyocera machine it is,
for stock to be ordered and delivered.
department, which must then ask for
they are all much easier to use.’
‘It has proved to be a very efficient
top-ups when it is reached.
October 15 information-age.com 15
deployment watch
British
Airways
WHERE? London
WHAT’S THE BUSINESS CASE?
British Airways has sought to upgrade
its data centre with a simplified, open
and secure architecture that will allow
it to accelerate deployment of new
services and applications at scale.
BT Expedite
WHERE? West Bromwich
BT’s specialist retail arm, which
helps companies like Primark and
WHSmith deliver effective customer
service online through end-to-end IT
managed services, needed a better
way to deal with increased traffic
to the blog sections of retailers’
websites. Traditional approaches to
MySQL High Availability could not
manage data transactions at a large
enough scale, so something more
flexible was required.
WHAT ARE THEY DOING ABOUT IT?
Deploying database automation and
management software that allows
Expedite’s IT team to set up a database
cluster within 15 minutes, and
increase online security and
resilience as online shopping
becomes more popular.
WHO’S HELPING?
Severalnines’ ClusterControl
platform offers scalability and
high availability for cloud-based
database applications, and has
helped to optimise Expedite’s
e-commerce platform, with
increased conversion rates.
Building a private cloud infrastructure
and IP/MPLS core backbone to run
many of the applications that underpin
its operations, including ticketing,
check-in and baggage tracking.
The private cloud is an underlying
component of British Airways’ new
flight management and customer
management systems being introduced
this year.
WHO’S HELPING?
The airline has opted for the
MetaFabric Architecture from
Juniper Networks to create a data
centre infrastructure that can easily
grow with the airline’s business
demands. The upgraded network
core will link British Airways’ data
centres and other operational sites
around the UK to help ensure fast,
reliable connectivity and digital
communications.
University of
Oxford
WHERE? Oxford
The University of Oxford must support
IT use for both past and present
students, as well as on-boarding
thousands of new students each year.
This is a perennial challenge in the
education sector, which results in a
huge spike in calls and requests to IT at
the start of the academic year. It had
three independent IT teams, each with
its own service desk, and was finding
it increasingly difficult to provide
IT-based services and metrics.
Deployed a flexible solution that could
bring these central IT groups together,
support its IT users from a single point
of contact and provide a reliable
self-service solution with an online
portal for its student community.
WHO’S HELPING?
Heat Software’s cloud-based service
management has consolidated service
desk support, streamlined service
desk operations and solved IT issues
surrounding multiple user identities.
on the cover
on the cover
Putting the call out
In the shrinking UK mobile operator space, it’s not easy to stand out from the
crowd. But CIO Brendan O’Rourke is on a mission to drive the diversity of talent
within O2’s IT department, helping the company fight market commoditisation
and set itself apart from the competition
C
onvergence has been the
name of the game in the
UK mobile market over
the past few years. First
there was the marriage of Orange and
T-Mobile in 2010, then the bout of
merger mania in the first three
months of 2015, which included BT’s
announcing that it had agreed to buy
the EE partnership for £12.5 billion.
Sky and TalkTalk have also just
announced their intentions to
enhance their mobile ambitions as
MVNOs (mobile virtual network
operators) on the network of
Telefónica’s UK arm O2, which the
debt-riddled Spanish telecoms firm
decided to sell to the highest bidder
earlier this year.
Hong Kong conglomerate Whampoa
– owner of rival operator Three – was
the winning bigger, scooping up the
company for £10.5 billion. Once the
handover is complete, Hutchison will
control 40% of the UK wireless
market, making it the biggest mobile
operator in the country.
It’s early days for the O2-Three
alliance, and the fate of O2’s brand
remains to be seen, but one thing is
clear: with all this symbiosis and
everyone feeding off everyone else,
the challenge for operators to think
of new strategies to stand out from
the crowd and elevate themselves
above the competition has never
been greater.
While EE has attempted to carve out
a name for itself as the fastest and
best-quality 4G network, Telefónica
UK CIO Brendan O’Rourke has helped
steer his company in a different
direction. With speedy 4G becoming
the norm, the bottom line has become
the services that can be put on top if it
– so O2 has set out to challenge
cloud-based digital communications
apps in the market.
A very different beast
O’Rourke joined as CIO just eight
months after the creation of
Telefónica Digital – the digital
products and services arm created to
spearhead O2’s digital growth. The
company’s core competency is, of
course, communication, so it is now
missioned with bringing together the
things it does around this, or over the
top of this, into one place. But ’Rourke
recognises that a digital telco is a very
different beast from the Googles,
‘It’s not that women
need help – they
just need to see that
there’s no glass
ceiling, and have
that path clearly
visible to them’
Facebooks or even the WhatsApps of
this world.
‘They start from a different place,
and have different objectives and
different types of scale, so we’re
not trying to go after Skype and
WhatsApp,’ he says. ‘We create
opportunity for our customers to
enjoy technology and use it in a way
that is beneficial to them, so we have a
very open approach to how people use
technology across our platform and
our network.’
A big part of O2’s digital brand
involves leveraging the cloud to
provide flexible SaaS bundles for
on the cover
small and medium-sized businesses,
bringing together products such as
Box, Office 365, Evernote and McAfee.
There is also O2’s Just Call Me, a simple
over-the-top conference calling app,
and TU Go, O2’s answer to Skype,
which allows businesses to make calls
over Wi-Fi.
‘When we launched our Digital SMB
proposition last year, we saw an
immediate increased attachment rate
in those digital products,’ says
O’Rourke. ‘We offer those in a very
pick-and-mix, easy-to-choose bundle
experience, and it’s worked – we’re
one of the fastest-growing partners
for Office 365 and McAfee as a result.’
From an IT strategy point of view,
underpinning that is a combination of
Salesforce, CloudSense and a parallel
cloud services broker to create a
dynamic, flexible SaaS solution. O2
also uses AWS as a core platform to
run its ‘O2 Priority’ customer reward
loyalty programme, which allows it to
dynamically send location-based
messages and offers, driving extra
value for customers.
‘There’s always new technology,’ says
O’Rourke, ‘but my job as CIO is to look
at that tech and say how we can best
use this to further our customer
experience.
‘So we are quite a big user of Amazon
in certain areas where we offer very
dynamic services, and it supports the
kind of experience that customers
want. In my world they’re playing in a
commodity space where the winners
are always going to be those using
tech to deliver the best customer
solution.’
Strength in diversity
But in the end, it’s not about
technology. In terms of IT strategy,
growing new revenue driven by
customer experience is O2’s biggest
area of focus. A core component of
that has been building its IT team, and
that is where its dedication to
diversity comes in.
One of O2’s core missions has been to
identify, support and grow its
diversity of talent, particularly
female talent, addressing
the gender imbalance
in IT – not just in the
company but in the
broader industry.
It has set out a
series of initiatives
targeted at all
levels, from
schoolchildren and
entry-level joiners to
senior leaders. The
results are most
powerfully illustrated by the
gender diversity of the IT executive
team – three of the six members are
women.
‘My senior leadership team has
benefited hugely from that diversity
over the past year and it is, I believe,
something that all IT leaders should
strive to achieve,’ says O’Rourke. ‘I
joined as a CIO just over two years ago
and spent 12 months building a new
team. Through that process and
making sure we took a balanced
approach to bringing in candidates, I
saw how it improves the performance
of IT incredibly.’
From the ground up
O’Rourke is convinced that IT
industry recruiters have to start
at the beginning, creating an
opportunity for women to enter IT
at the first level of their career, so
O2 sponsors school events, inspiring
girls at those key decision points in
their education and involving
its own graduates and
apprentices to
encourage others.
‘It starts in school
because if
they’re not taking
GCSEs, they’re
not taking A levels
or degrees, and
not thinking about
joining our industry
or applying for our
roles,’ says O’Rourke.
‘But you have to continue to
provide the kind of support that
we do right the way through
their career.’
02 has a number of initiatives,
including it Talentum programme,
which is its overarching initiative
for entry-level joiners, and its
Rising Star programme, which
supports women five years or more
‘Growing new
revenue driven
by customer
experience is our
biggest area’
into their career, creating boardready people and showing them that
they can achieve higher-level
management roles.
‘It’s not that women need help –
they just need to see that there’s no
glass ceiling, and have that path
clearly visible to them.’
A skill-rich career
O’Rourke argues that another key
to growing the diversity of talent
within technology is helping women
and girls recognise the widening
scope of skills involved.
‘I’ve been in IT since the mid-1980s,’
he says, ‘and when you look at the
history of IT, we used to write all our
own code, and we used to write our
own software. Then the whole “IT
doesn’t matter” Harvard Business
Review article came out in 2003, and
with it the whole outsourcing,
offshoring and cost focus, so a lot of
CIOs in that era came from a
financial background.’
But now, with the rise of internet
winners such as Amazon, Facebook
and Google, O’Rourke has observed
the beginning of a resurgence. A new
wave of technology companies write
their own software, and some even
build their own hardware.
‘ Businesses are starting to react to
that and realise that we do need to
control, build and differentiate
through technology,’ says O’Rourke.
‘A lot of CIOs these days come from
a tech background and have spent
more time in the IT side. They still
need the cost management, but
when you’re driving differentiation
through technology you really need
to be more in control, so that means
we are looking for a much more
diverse set of skills.’
Wearing it well
As 5G comes into effect, the network
element will be software-defined and
virtualised, so for a mobile operator
such as O2 the skill base across IT and
networks will also start to merge, with
common capabilities needed across
both disciplines.
Added to this, looking forward,
skills such as cyber security, design
and product development will take
centre stage. O’Rourke is running a
project at the moment with one of O2’s
sponsor partners, building wearables
in schools.
‘It actually combines elements of
software, hardware and design,’ he
says. ‘We’re a mobile business, and of
course what is a mobile phone if not a
combination of hardware, software
and design?
‘It’s fundamentally what our
customers buy. So we’re trying to
close that gap between IT and design
technology, and it’s key to
encouraging diversity. Girls very
often get interested in that design
aspect much earlier than they get
interested in the technical and coding
aspects, and so by creating projects
like that we can give teachers tools to
deliver their curriculum, make it
interesting and deliver a far more
diverse approach.’
innovationage
Generation gap
Budge over, Millennials, there’s a new generation in town – and they want
to work in a completely different way to their managers. Do workplaces need to
adapt to this new thinking?
T
he arrival of Generation
Z in workplaces around
the world is being
greeted with varying
degrees of apprehension,
excitement and, in some cases, fear.
In a recent cross-generation study
by Ricoh, nearly two-thirds (63%)
of older workers said they expect
workplace tensions to increase when
Generation Z – those currently aged
19 and younger – join their company.
It remains too premature to
understand exactly how Generation Z
will want to work, but their social
habits provide a big indicator.
Being the first generation to grow
up alongside social networks
has had a profound effect on how
they communicate.
Perhaps most strikingly, more
than half (58%) of the ‘Gen Zers’
surveyed accepted that they will
need to develop their face-to-face
communication skills to be effective
in the workplace. Preference for
face-to-face communications drops
from 75% among Baby Boomers to
56% among Generation Z.
At its core, new tension in the
workplace is likely to stem from
differing preferences in relation
to technology-driven productivity
and collaboration.
Studies into the attributes of
Generation Z have painted them
as gratitude-craving, narcissistic,
competitive and disloyal. As the first
generation to grow up with social
innovationage
media and smartphones as their
dominant modes of communication,
they are also digitally adept and
expect all technology to run
seamlessly.
‘Generation Z is a new breed of
young worker that distinctly values
autonomy and independence,’ says
Mark Furness, CEO of Essensys. ‘The
rise of digital nomads and the fact
that freelancers and contractors
will soon become the majority in
the workforce, demonstrates the
influence that Generation Z, and
Millennials, are already having on
the workplace.
For these workers, the nine to five
at the same old desk is history. This
new generation no longer expects
a job for life, but the trade-off is
independence and the freedom to
conduct work on their own terms.
Underpinning that is 24/7 access
to just-in-time digital products
and services that facilitate their
fluid schedules.
‘Multiple technologies have come of
age to fuel this expectation,’ Furness
adds, ‘and the increasing automation
of how services and technology are
provisioned has eroded the barriers to
this working lifestyle.’
Generation Z want to do the job,
but equally they don’t want to be
confined to rigid working hours.
Flexibility is king for them – more
so than money.
Sub-five years’ experience, IT
workers stay on average in a job for
just 15 months. That’s a big shift away
from two generations ago, and is
about the length of time that a
contractor would sign up to for a
single project.
‘A lot of our contractors negotiate
to work one day from home, and
Generation Z, with their desire for
flexibility and short-termism,
are becoming a generation of
contractors in all but name,’ says
Lisa Forrester, director at GCS
Recruitment. ‘They aren’t nervous,
and they aren’t scared about being
upfront in this regard.’
While overall youth unemployment
is high, there is a lack of digital skills
in the UK, so young people that do
possess the right qualifications know
that they’re in the driving seat.
‘At a speed networking event for
graduates and employers that we held
recently, we witnessed graduates
approaching it with great confidence,
interviewing their prospective
employers as much as they were being
interviewed themselves,’ Forrester
adds. ‘The chance to shine led to ten
tech graduate placements.’
The Z factor
When they do start work, employers
can expect Generation Z to seek a
collaborative environment. They
will thrive in companies where a
‘There is a lack
of digital skills in
the UK, so young
people that do
possess the right
qualifications
know that they’re
in the driving seat’
personal contribution is encouraged,
rather than subdued.
They have been exposed to a world
of social interaction that few of the
older generation have experienced.
They master personal branding, are
used to watching online tutorials
to learn new skills, and rely on
crowdsourcing to solve issues.
‘Their relation to information
and hierarchy has been influenced
by their digital world,’ says Stan
Berteloot, marketing director at KDS.
‘This generation likes to be constantly
challenged. It can be a good idea to
manage them on projects by helping
them focus on the various steps.
Long, never-ending missions may
well bore them.’
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innovationage
Implementing technology is one
thing, but knowing how to use it for
maximum benefit is quite another –
this is where the benefits of
Generation Z will be most visible
in the workplace.
Generation Z will accelerate
dramatically how technology is
deployed – improving its utilisation –
and be instrumental in shaping a
technology culture in business.
Their most creative applications
will likely come from jobs outside
an office environment, where they
will flourish with their natural
propensity to use technology.
‘A digitally driven, data-centric
world is not science fiction for
Generation Z,’ says Chris Gabriel, CTO
at Logicalis UK. ‘They expect to be
coding at work and controlling their
homes remotely, and anticipate
delivery drones, 3D printing and
connected cars to be the norm in ten
years’ time. Forget bring your own
device (BYOD) – this generation plans
to build their own technology.’
Fuelling efficiency
So to what extent do organisations
need to rethink their workplace
in order to allow the greatest
productivity amongst Generation Z
workers? A decision is required
regarding the moment when
organisations should shred their
conservative mindset and allow
‘Generation Z, with their
desire for flexibility
and short-termism, are
becoming a generation
of contractors in all
but name’
>> Lisa Forrester, GCS Recruitment
access to technologies that fuel
employee efficiency.
This will require a serious rethinking
for many IT departments. And the
first and most vital stage is to
understand what makes different
types of worker tick.
Some organisations have started to
build user profiles, helping them to
match the workplace experience
with their needs, but in many cases
they have failed to put themselves
in the employees’ shoes.
‘Common stereotypes can only aid in
providing an understanding of how
employees like to work and what they
will respond most favourably to,’ says
Ashish Gupta, executive VP and head
of EMEA at HCL Technologies. ‘A far
more granular and scientific way of
creating user profiles is needed for the
process to be successful.
‘The most effective method is to use
real-time data analytics to understand
the intricate differences that exist
between work styles and employees’
varying expectations of the workplace
experience.’
Generation Z workers need
stimulation, and appreciate office
environments that are appealing
and engaging.
They have also grown up as
witnesses of disruption to the way
things are traditionally done – such as
how Uber, Netflix and Airbnb have
transformed industries – and value
workplaces that are able to break with
the past.
‘We offer unlimited time off,
flexible working hours and no formal
appraisal system,’ says Julian Wragg,
EMEA MD at Pluralsight. ‘While this
might seem radical to some, we’ve
found that Generation Z thrives on the
implicit trust involved.’
‘This kind of flexible approach to
benefits can only work when there
is real trust between employer and
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The inaugural Women in IT Awards took
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Having gathered resounding support
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companies of all sizes and sectors, the
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innovationage
employee. We’ve seen this approach
make our staff more engaged and
aligned with our vision – as well as
make our company more agile –
and it also helps us attract and
retain talent.’
Challenging compliance
The majority of businesses will
provision mobile and data services
via cloud infrastructure: it’s flexible,
scalable and capable of keeping up
with constantly changing demand for
bandwidth and information.
Whether using public services, such
as Amazon Web Services or Microsoft
Azure, private infrastructure or a
hybrid combination of the two, it’s
important for organisations to know
they retain ownership of their data.
In the UK, the Data Protection Act
outlines that ‘data controllers must
be in control of data at any given
stage, even if the data is sent to an
external party’. In practical terms,
this means retaining control of the
data at all times, even if it is being
hosted by an outsourced cloud
infrastructure provider.
‘Outsourcing shouldn’t be seen as an
easy way to sidestep regulation, but as
an ally in achieving compliance in a
timely and cost-effective manner,’
says George Wareing, UK sales
director at TelecityGroup. ‘For
businesses, it also poses the question
of e-discovery. In other words, how
quick and easy is it for an organisation agile approach to working practices,’
says Alison Vincent, CTO at Cisco
to produce data when requested by
UK&I, ‘in turn it brings a new security
regulators?’
threat that businesses must
Without complete control
acknowledge and
and access to owned data
embrace in order to
– wherever it’s stored
evolve with the new
– it has the potential
generation’s way of
to become a
working.’
compliance
of older workers expect
Generation Z
challenge. This
workplace tensions to
workers want to
puts increased
work wherever
importance on a
increase when
they are, on
firm’s choice of
Generation Z join
whatever device
outsourcing
their company
they want, whenever
partner.
they want. And having
While the Data
increasingly mobile teams
Protection Act is a
means businesses are more likely
universal guide, specific
to be productive.
standards exist within every industry,
Ultimately, it’s all about giving
and they don’t differ when it comes to
employees the choice of when they
handling mobile data. The technology
work their hours, on what device and
supporting these industries will need
in what location. It marks a total shift
to be prepared to stand up to rigorous
in the way people work, but also
industry inspection.
means that businesses are likely to get
Generation Z make BYOD a nonmore out of their staff.
negotiable decision for any business.
‘A happier workforce means that
There is no longer such a clear
staff are far more likely to want
differentiation between work and
to work, which increases your
personal devices, as more and more
organisation’s productivity,’ says Mike
collaborative technology is being
Wilkinson, VP of product marketing
brought into the workplace.
at BroadSoft. ‘It won’t be long before
These employees will expect at least
the way we work will be led by
the same experience at work as they
Generation Z. Then this new way of
can get at home with their own
working will become the norm, and
app-based existence.
other businesses will be trying to
‘But while this enables workers to
share data more succinctly and a more catch up.’
63%
innovationage
storageage
That thing EU do
Much of the attention around the EU’s unified data law, which is set to come into
effect in December 2017, has focused on compliance and consequences – but will it
affect how organisations store data?
T
he General Data
Protection Regulation
(GDPR) is an attempt by
the European
Commission (EC) to unify data
protection compliance in European
Union (EU) member states with a
single law.
The EC, with the EU Parliament and
Council, have committed to finally
conclude talks on its content this
December, with implementation to
follow two years later.
The rise of cloud computing has
complicated regulations around data
storage, globalising what was once a
very local process. The new law will
seek to bring clarity to this modernday issue, as well as protect users of
now-ubiquitous digital services.
A designated Data Protection
Authority (DPA) will monitor each
company in the UK, while nonEuropean businesses that gather,
process or store personal data in the
EU will also have to comply with
the regulation.
The GDPR defines personal data as
any information that relates to an
individual’s private, professional or
public life, including email addresses,
social media posts, medical
information and bank details.
The most publicised element of
the impending law has been its
punishments for non-compliance:
up to €100 million or 5% of
‘Companies will need
to ensure that they build
the right security
measures around the
information they store’
>> Christoph Luykx, CA Technologies
worldwide turnover, whichever is
greater, which far exceeds current
penalties. What has been less
discussed, however, is exactly how it
will affect the way in which
organisations store data.
According to CA Technologies’
director of government relations,
Christoph Luykx, the GDPR will have
a strong impact on how organisations
collect, store and handle data.
‘Companies will need to ensure that
they build the right security measures
around the information they store,’ he
says, ‘which could involve introducing
clear rules about access to stored data
and mechanisms to authenticate
people who have access to sensitive
information.
‘The GDPR will also drive a stronger
focus on data breach notifications and
implementing dedicated data security
measures across organisations.’
If companies transfer and store data
in locations outside the EU, this will
still be possible under various legal
mechanisms, such as binding
corporate rules (BCRs).
In addition, the current US-EU Safe
Harbor agreement is currently subject
to discussions between both sides on
how to strengthen and improve data
transfer between countries.
If an organisation is servicing
multiple EU countries but is not based
in the EU, it could be interested in the
one-stop-shop mechanism, whereby it
deals only with the authority of the
member state in which it establishes
itself if a data breach occurs that
affects multiple countries.
In the same case, if the organisation
is not established in the EU, it would
need to deal with all the authorities of
the countries involved.
‘Many US companies are already
establishing EU operations and
headquarters in Ireland, Luxembourg
and the Netherlands to comply with
this new mechanism,’ says Vijay
Mistry, VP operations at Digital Realty.
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storageage
Privacy by default
Much of the regulation is about
ensuring that personal data is stored
with consent, for a specified purpose
and for a duration that is in keeping
with the reason for obtaining the data
in the first place.
There are two key elements of the
GDPR that will directly influence
how organisations purchase and
implement data storage equipment:
‘data protection by design’ and ‘data
privacy by default’.
As such, it will become a priority for
IT teams to design and architect data
storage facilities with protection and
privacy at the core. ‘It is fair to say
that all elements of the proposed
regulation impact upon how
organisations store data,’ says Martin
Warren, cloud solutions marketing
manager, EMEA at NetApp. ‘Easy data
access, portability and manageability
are important aspects for compliance.
‘For companies using or working
towards a hybrid approach to IT, using
storage that is overlaid with software
that makes the entire storage
environment work as a single entity
– whether on-premises or off-site – is
important.’
This means that data, no matter
where it is stored, can be easily
accessed and managed. And good data
management will also be integral.
Lillian Pang, director of legal at
Rackspace, adds, ‘Although provisions
in the GDPR such as Article 20
(Profiling) are relevant for purposes of
how data is stored, the circumstances
in which an individual may opt out
of profiling places the onus on the
organisation to ensure that they have
‘Storing data in the
cloud is only the
beginning of the
challenges and
complexities that
technological
development will create
for legislation’
>> Lillian Pang, Rackspace
the capability to suppress and delete
such personal data.’
Compliance may require extra
investment in data systems and
storage if an organisation is servicing
multiple EU countries but is not based
in the EU. However, it generally
depends on the business model of
the company.
‘In general,’ says Mistry, ‘the new law
will be more restrictive in terms of
obligations for processors and
controllers, and this could entail
additional investments to ensure
compliance.’
Eyes on the cloud
The GDPR doesn’t explicitly prohibit
storing data in the cloud – or transfers
of data in clouds outside the EU – but
it does require organisations to pay
more attention to what data will go in
the cloud.
Organisations will have to look
closely at their suppliers and consider
where they host their data and if they
have the right transfer mechanisms in
place, such as BCRs.
Companies will also be required to
assess the benefits of using in-house
models against cloud services.
‘In a number of cases, the use of
cloud services may help improve
organisations’ current data storage
arrangements, especially in the area
of data security,’ says Luykx.
Data that is stored in the cloud must
be in a format that facilitates easy
portability and a ‘right to erasure’, and
the pressure will be on cloud service
providers to develop, design and
enhance offerings that meet the
principles of privacy by default and
data minimisation.
Under the new regulation, all parties
involved with personal data are liable
should a breach occur, so this can be
both the company and its service
provider.
However, companies can rest assured
that this joint liability means that it is
in a cloud provider’s best interests to
ensure they are compliant. ‘They will
be held to the same standards and
fines as the company that hired them,’
says Warren.
Nonetheless, cloud users will have to
ensure through due diligence that the
services they purchase meet the
storageage
requirements and principles of the
regulation, which will necessitate an
extensive amount of training across
the infosecurity workforce.
The only chance of compliance
with GDPR is for anyone involved in
commercial data storage – from data
controllers to processors – to be given
a common understanding of best
practice in cloud security.
‘The best way to achieve this,’ says Dr
Adrian Davis, European MD at
non-profit infosecurity organisation
(ISC)², ‘is for the industry to develop
an international gold standard for
professional-level knowledge in
the design, implementation and
management of cloud environments.
‘This should be developed by
consultation within the industry and
would define and standardise best
practice across cloud hosts and
tenants alike.’
Regardless of these challenges, the
GDPR is unlikely to put organisations
off storing data in the cloud.
Technology growth is rarely, if ever,
dependent on legislation, and trends
like big data and the Internet of
Things will continue to require the
scalability and efficiencies that cloud
services provide.
‘Storing data in the cloud is only
the beginning of the challenges and
complexities that technological
development will create for
legislation,’ says Pang.
Age of consent
When it comes into effect, a major
focus of the GDPR is the idea of people
giving explicit consent for their data
to be used.
‘We have seen evidence
that UK organisations
may be in for a shock by
the time the regulation
come into effect,
particularly when it
comes to storing data’
>> Dr Adrian Davis, (ISC)²
From companies needing to
state explicitly the data they are using
to the ‘right to be forgotten’ being
formalised, this may well
result in some data being removed
at the request of the individual
or the removal of personally
identifiable information (PII)
from databases.
The ease of doing such a task relies
heavily on the way in which the
data is controlled and managed at
individual organisations.
However, according to DataSift’s
chief product officer, Tim Barker,
the difficulty of removing data in a
timely manner is ‘far outweighed by
the potential repercussions of not
doing so’.
Most worryingly, the majority
of organisations in the UK seem
to be distinctly unprepared for
the changes.
A recent survey of European
organisations by Ipswitch found that
35% of respondents didn’t know
whether their IT policies and
processes were aligned with GDPR
compliance or not.
‘There seems to be a real need to
educate around the GDPR in the UK,
with many people still unsure just
what it means and how it will affect
their organisation,’ says Barker.
‘For businesses holding data, such
as marketing and human data
platforms, not fully understanding the
new law could in itself prove costly.’
Another survey by (ISC)² – the
largest ever conducted on the
infosecurity workforce – found that
68% of those in telecoms, 60% of
those in utilities, 55% of those in
banking, 50% in government and 40%
in defence say cloud security remains
of paramount concern.
The survey indicated that UK
organisations lack confidence in their
ability to protect data in the cloud to
the necessary standard, and are likely
to be caught off-guard by the degree
of cloud security skills that the GDPR
will demand.
‘We have seen evidence that UK
organisations may be in for a shock by
the time the regulation comes into
effect, particularly with regard to
storing data,’ says Davis. ‘Many
infosecurity professionals lack the
skills to comply.’
networkage
A common thread
5G mobility promises to be much more than just an extension of its
predecessors, opening up a vast new world of connected devices. But first,
many different industries will have to work together to overcome a range
of challenges in building a strong fabric for the Internet of Things
A
round the world, the
race is on to launch the
fifth generation of
mobile technology that
will support the demands of businesses,
consumers and governments in the
next decade and beyond.
In the UK, for example, the University
of Surrey’s 5G research centre – the
largest academic centre of its kind in
the country and one of the largest
in the world – launched a new test
bed facility this month that will
demonstrate network speeds ten times
faster than the fastest 4G network.
But there’s a lot more to the 5G vision
than just speed. As Rahim Tafazolli,
director of the University of Surrey’s
5G Innovation Centre, explains, ‘It is a
transformative set of technologies
that will radically change our private
and professional lives by enabling
innovative applications and services,
such as remote healthcare, wireless
robots, driverless cars and connected
homes and cities, removing boundaries
between the real and cyber worlds.’
These capabilities will make 5G a
‘special generation’ of connectivity that
will have game-changing implications
for a vast range of companies.
A number of industry bodies – such as
mobile operator association the NGMN
(Next Generation Mobile Networks)
‘Networks will enable
a wide variety of devices
and applications without
the IoT service provider or
enterprise having to worry
about the details of the
network or radio
technologies involved’
>> Daniel Collins, Jasper
Alliance – are working to accelerate the
development of 5G around the world
and bring industry players together to
standardise it for the emerging Internet
of Things (IoT) marketplace.
‘The demands of a fully mobile and
connected society are characterised by
the tremendous growth in connectivity
and in the density and volume of traffic,
the required multi-layer densification
in enabling this, and the broad range of
use cases and business models expected,’
said the NGMN Alliance in a white
paper released at the beginning of the
year. ‘Therefore, the launch of a 5G
network will push the envelope in
terms of performance, to provide,
where needed, for example, much
greater throughput, much lower
latency, ultra-high reliability, much
higher connectivity density and higher
mobility range.’
As Daniel Collins, chief technology
officer of IoT platform Jasper,
explains, higher speeds, lower latency
and lower cost per bit will naturally
facilitate applications that are not
feasible today, such as higherdefinition video and medical imaging.
But it will also provide the backbone
for the IoT – everything from
connected medical devices to
connected cars that will reduce the
number of accidents and lead to lower
transport costs and fuel consumption.
‘We also see the general ability to
cost-effectively support a wide range
of IoT applications,’ says Collins,
‘some of which have high bandwidth
requirements while others need low
networkage
>> Aaron Partouche, Colt
indoor and outdoor, and that’s where
small cells become very important as
they can be used to eliminate this
coverage gap.’
A solution based on small cells and
distributed antenna systems (DAS) will
enable organisations to connect people
– and the new applications they depend
on – both indoors and outdoors.
Today, four radio access nodes are
used per square kilometre, but the
initiatives in Seoul show that 40 radio
access nodes will be needed to cover
the same area.
‘The successful coexistence of LTE and
Wi-Fi will also be key, and we should
expect to see Wi-Fi spots deployed in
LTE sites,’ says Partouche. ‘But perhaps
more importantly, the deployment of
SDN and NFV will be essential. 5G
requires a highly flexible network
infrastructure – its foundations are
very different from the network
available today – and the successful
deployment of SDN is a requirement
for the upgrade to 5G further down
the road.’
‘Dense urban areas will need better
coverage, and small cells will play
an important role in providing costefficient coverage in hot spots,’ explains
Aaron Partouche, development director
of Colt Technology Services. ‘Today,
most of the traffic is indoor (probably
70-80%), but buildings are normally
connected by outdoor radio access
nodes – an approach that can lead to
poor indoor coverage. The success of
the IoT requires a seamless experience
The realms of possibility
Carl Piva is vice president of industry
association TM Forum, which works
with over 900 organisations from
a diverse range of industries to
realise the potential on cross-sector
collaboration and the IoT.
He argues that to support
immeasurable latency, a massively
greater number of connections per
square kilometre and both stationary
and mobile elements of the IoT, a lot of
work needs to be done not just on the
bandwidth and very long battery life.
The networks will enable a wide variety
of devices and applications without
the IoT service provider or enterprise
having to worry about the details of the
network or radio technologies involved.’
Laying the foundations
In terms of timing, the researchers
at the University of Surrey are
estimating 5G service availability by
2018. That being said, most operators
in the UK have barely got started with
4G, and geographical coverage and 4G
subscribers are still low. We have seen
some 5G initiatives starting in South
Korea and Japan – where the network
is more mature – but in the UK
communications regulator Ofcom is
estimating 5G’s arrival at 2020 or later,
with standards established and first
trials in 2018, and commercial systems
ready in 2020.
As Collins explains, there is still a
lot of work to do before 5G will be
commercially viable. ‘Companies are
starting to put the building blocks
in place,’ he says. ‘There are clearly
demands for much higher throughput
(many Gbps). Even though advances in
radio technology will provide greater
spectral efficiency (bps/Hz), that will
not be sufficient for tens of Gbps.
Therefore, we will see the need for
wider spectrum blocks. This will lead
to the use of spectrum in higher bands
than we are used to (6GHz and above).’
Enabling the complete 5G vision
requires access to a wide range of
radio spectrum, but there are also
other challenges.
‘The success of the IoT
requires a seamless
experience indoor and
outdoor – and that’s
where small cells become
very important as they
can be used to eliminate
this coverage gap’
Technology Services
networkage
interface but also on supporting things
that actually go back into the network.
‘Our ambition is to figure out the
whole management and orchestration
for 5G and specific aspects of how you
connect other digital ecosystems into
a 5G environment,’ says Piva. ‘We will
be pulling together a number of
5G projects in May next year to
demonstrate and articulate some of
those management and orchestration
use cases, bringing together a number
of ecosystem players that all have a role
to play in 5G. We think that an elastic
and dynamic set of infrastructure
services will be something that will
interest a lot of people next year.’
Orchestration on the fly
5G is still early in its research definition
phase for most people at this point,
says Piva, but it’s already known that it
will rely heavily on virtualisation, and
that in turn it will drive agility to do
orchestration almost on the fly.
‘In terms of integration with cloud
today,’ Piva adds, ‘you could argue that,
yes, when you have internet you have
access to the cloud. However, if you
have it in a distributed data centre you
could have access to the cloud in a way
that enforces quality of service.’
This in turn will allow people to do
a number of things in relation to
augmented reality, micro-surgery
from a distance, and all kinds of
interesting and exciting things that
aren’t possible today if you’re not sure
about the quality of the connection.
Before organisations can roll out
service contracts like that, they will
what they’re offering is really not that
different from each other. There are
only small differences in terms of price
and data plans. But 5G will demand that
they differentiate services in different
industries, from the kind of low latency
and high bandwidth you might need
for driverless cars to other kinds of
stationary objects that don’t require as
much bandwidth.’
‘From an operator
perspective, 5G is a way
to get back in the game
again and be more
competitive, driving out
commoditisation’
>> Carl Piva, TM Forum
need to tie together service
orchestration on the top layer with
quality of service on the bottom.
The ability to make NMV work when
it comes to virtualising the resources
in a network is also an important
challenge that needs addressing. But
the biggest change will be in unlocking
previously commoditised services,
based on the many and varied
requirements of different types of
services operating on the IoT.
‘From an operator perspective, 5G is a
way to get back in the game again and
be more competitive,’ says Piva.
‘Looking at Wi-Fi providers in the UK,
Revenue revolution
Once avenues for other industries to
partake in the communications domain
are opened, it will give rise to new
revenue models and kick-start
innovation in new and previously
unimagined ways.
This will open up functions that are
just not possible today because of the
ultra-low latency they require, such as
being able to communicate in real time
with objects in a city and have them
reply within milliseconds. For this, a
more localised and distributed approach
to data centres is needed.
But Collins argues that, while every
new generation of wireless radio
standards bring with it new benefits,
enterprises do not need to wait for 5G
to start adopting the IoT today.
‘The Internet of Things is in no way
dependent on the availability of 5G,’ he
emphasises. ‘Thousands of enterprises
around the globe have been utilising IoT
platforms and the existing 3G and 4G
networks to deploy IoT services for
more than a decade now. So all an
enterprise needs to make IoT a reality
today is to look to the existing 3G/4Gbased options.’
innovationage
securityage
Dangerous liaisons
The Ashley Madison data dump and others have taught the world a valuable lesson
about the changing face of hacking – that nobody can be 100% safe from sensitive
information being stolen or exposed online. So how are enterprises to navigate this
troubling new world?
T
he recent hack of US
extramarital dating
site Ashley Madison,
and subsequent posting
of 37 million members’ personal data
online, prompted Avid Life Media,
the Toronto-based firm that owns
the site, to release a statement
saying, ‘The current business world
has proven to be one in which no
company’s online assets are safe
from cyber vandalism, with Avid
Life Media being only the latest
among many companies to have
been attacked, despite investing in
the latest privacy and security
technologies.’
It’s certainly true that these kinds
of mass data breaches are appearing
more and more in the media. From
the breach of US healthcare firm
Anthem at the beginning of the year
exposing up to 80 million customer
records to the leak of client data from
wealth management giant Morgan
Stanley, we seem to be undergoing an
enterprise data breach epidemic.
So why are large-scale hacks and
the release of stolen data online
becoming so frequent?
Some, such as Jack Bedell-Pearce,
managing director of colocation and
connectivity firm 4D, would argue
that they’re not: ‘The issue is that the
‘Having access to
sensitive information
can be a huge
bargaining chip for a
hacker, as a company’s
reputation can be on
the line if that
information is publicly
disseminated’
>> Paul Briault, CA Technologies
reporting of them has become more
public, and the scale and nature of
these hacks is just more scandalous
than other security breaches.
‘What has changed in recent years,
though, is that criminal organisations
are using a more targeted approach.’
The impact that such a targeted
breach can have might be devastating,
depending on the nature of the
breach, how much data was lost and
the motivation of the person doing
the attack. The motivation isn’t
always monetary – some, such as
the Ashley Madison attack, are
carried out to teach a moral lesson
or make a point.
Gary Newe, technical director at F5
Networks, argues that we’re now
entering a new, darker phase of
cyber attacks, of which the Ashley
Madison hack has been the most
high-profile example.
Rather than simply attempting to
cause disruption and embarrassment,
or to generate a bit of self-publicity,
these criminals were hacking for
ransom and ethical reasons.
The perpetrators, the ‘Impact Team’,
have claimed that the attack was an
almost moral crusade against the firm
behind Ashley Madison.
‘According to the hackers, Avid Life
Media made $1.7 million in revenue
in 2014 from the full delete service,
which allows users to remove site use
history and personally identifiable
information for a one-off cost of $19,’
says Newe. ‘But as we learned after
securityage
the hack, this was not the case, with
many users’ personal details being
revealed them paying to have them
removed years ago.’
Motivation, motivation, motivation
Many – if not most – cyber attacks are
financially motivated, based around
getting access to company secrets in
order to gain a competitive advantage,
or even blackmail individuals, or
stealing credit card details.
However, in other instances it may
be more politically motivated – for
example, espionage or hacktivism.
Take, for example, the hacktivist
collective Anonymous, which has
targeted government agencies in the
U.S., Israel, Tunisia and Uganda, child
pornography sites, the Westboro
Baptist Church, PayPal, MasterCard,
Visa and Sony, among many others.
The rise of organised groups such as
Anonymous has signalled a growth in
hacktivism over the past few years.
With Ashley Madison and Sony in
particular, the target is the company’s
very reputation, and the goal in
Ashley Madison’s case is to actually
end the business.
‘These types of advanced persistent
threats are highly targeted, with a
very specific goal or outcome in
mind,’ says David Flower, EMEA
managing director at Bit9 + Carbon
Black. ‘This makes it even more
difficult to defend against.
‘Hackers are well funded and
equipped with the latest sophisticated
technology, which makes them
formidable foes. If they want to get
‘The fallout from the
breach may haunt an
organisation for years
to come – for example,
stolen data could be
continually dripped into
the marketplace as a
constant reminder of
the breach, which would
completely undermine
that victim’s credibility’
>> Rafi Azim-Khan, Pillsbury Winthrop
Shaw Pittman
into your systems, then the chances
are that with time and tenacity they
will do just that.’
These attacks are publicity driven;
they want to expose wrongdoing or
cause disruption to organisations,
and they want to get noticed.
This is why, says Flower, motivation
plays such a big part in how to
respond to a threat. ‘Unlike
hacktivists, those involved in
financially motivated attacks, or
attacks linked to espionage, will try
to fly under the radar and avoid
detection,’ he says. ‘Yet hackers who
seek to publicly embarrass or ruin an
organisation, or draw attention to its
wrongdoings, will be more likely to
make information public.’
However, it is always worth
considering whether or not the public
attack is just a smokescreen designed
to distract from a bigger heist, which
is why companies should consider
having always-on, continuous
monitoring of each and every
endpoint device to ensure that more
hackers aren’t sneaking in the back
door while they’re busy putting out
fires in the front garden.
Raising the stakes
As consumers become more digitally
savvy, more and more personal
information is being stored and
hosted online – credit card
transactions, medical records, travel
information and many other pieces
of personal data are now digitally
accessible. This, in turn, opens up
opportunities for hackers to benefit
from stealing the data.
‘Having access to sensitive
information can be a huge bargaining
chip for a hacker, as a company’s
reputation can be on the line if that
information is publicly disseminated,’
says Paul Briault, digital security,
identity and API management
25 FEBRUARY 2016 | CENTRAL LONDON
Security Leadership: The antidote to the
raft of hyperbolic, scaremongering security
conferences that fill the IT calendar
By focusing on exactly what matters to businesses
when it comes to protecting their data, assets
and infrastructure, Security Leadership takes a
mature and sophisticated approach to educating
its audience on threats, solutions and a clear
roadmap for 2016.
SPEAKERS INCLUDE
Through four targeted sections – people and
process, infrastructure and cloud, mobile and
BYOD, and prevention and business continuity –
Security Leadership ensures its attendees leave
with genuine insight into formulating an effective
security strategy.
UK, and Vice Chairman, National MBA in Cyber Security ///
MARTYN CROFT - CIO, Salvation Army ///
GARY CHEETHAM - CISO, NFU Mutual /// SARAH LAWSON
- Head of IT Security, Amey /// MIKE LOGINOV - CSO, ISSA
BECKY PINKARD - Director, Security Operations Centre, Pearson
/// GAYNOR RICH - Global Director of Information Security,
Unilever /// DAVE WHITELEGG - Group Head of Security and
Payments, Capita /// TERRY WILLIS - Head of Information
Security, Age UK
REGISTER AT
SECURITYLEADERSHIP.CO.UK
securityage
director at CA Technologies.
And the stakes are higher than ever
for companies. In terms of sanctions
for data breaches, there has been a
recent push for more aggressive fine
levels and enforcement in the EU as a
result of too many companies taking a
half-hearted approach to compliance
– a view expressed by the enforcers
across Europe.
Expected over the coming months is
a new, unified data law for the EU
– the General Data Protection
Regulation – which will replace the
existing Data Protection Directive and
usher in sweeping changes, with
proposals to beef up and alter the
current regime.
A key part of the regulation is larger
fines – up 5% of global turnover or
€100 million, for serious data
protection breaches have been
proposed.
‘Civil action against organisations
where breaches occur is also a
realistic prospect, and particularly
worthy of note is the increasing trend
in EU countries such as the UK to
permit privacy claims via the courts,
even where no financial loss has
occurred,’ warns Rafi Azim-Khan,
head of data privacy for Europe at
international law firm Pillsbury
Winthrop Shaw Pittman. ‘This
significantly broadens the
circumstances in which data
protection litigation can be brought
and damages awarded.
‘The fallout from the breach may
haunt an organisation for years to
come – for example, stolen data could
be continually dripped into the
marketplace as a constant reminder of
the breach, which would completely
undermine that victim’s credibility.’
The result, for the corporate world,
is that the issue of cyber security is
being pushed higher and higher up
board agendas to the extent that it
cannot be ignored. It requires
organisations to set aside budgets
to take expert external advice and
implement sophisticated compliance
programmes.
Unfortunately, many companies
don’t think about implementing the
right policies and technology that
will help support the enforcement of
those policies until it is too late.
‘An “it won’t happen to me”
approach is still very prevalent,’ says
Briault. ‘However, it is often shortsighted. Damage caused by a security
breach can be much more costly than
investment into appropriate security
measures ahead of the time.’
First aid
Although the reporting of attacks on
high-profile organisations like Sony
and Ashley Madison have become
more common, the vast majority
remain mostly unheard of, with only
the successful breaches reaching the
news – arguably lulling organisations
into a false sense of security.
It’s clear that enterprises cannot
afford to dismiss the possibility of a
major data breach. But despite the
billions of dollars spent each year on
anti-phishing, anti-malware, antispam and other security solutions,
Ashley Madison has shown that
threats can still find their way into
the largest companies despite the best
efforts of security teams to stop them.
‘There is no silver bullet when it
comes to security, and nothing is
100% fail-proof,’ says Flower. ‘This is
why companies need to have multiple
layers of security. One of the biggest
flaws in security policy is that there
is too much emphasis placed on
prevention alone, when detection
and response are equally – if not
more – important.’
Take control
In the event that the worst should
happen, a well-developed reaction
plan should ensure containment of
the breach and recover lost data
while assessing the damage. UK
privacy watchdog the ICO encourages
companies to come forward to report
the breach as soon as possible.
But in this crucial period, companies
should be careful about rushing to
self-report. While transparency is
important, there is, more often than
not, considerable merit in not
jumping the gun in terms of
notifications to regulators and
customers until the key facts have
been established and the extent of the
issue is clear.
This may no longer be an option to
organisations once the new EU-wide
data protection regulation has been
fully introduced, however. Any
company’s breach notification policy
will therefore need to be prepared or
updated with this in mind.
Tomorrow’s
TechLeaders
Today
2016
28 JANUARY 2016
Technology’s largest career development
and recruitment day for women
Organised by
In partnership with
In affiliation with
Supported by
Working in the technology industry is a
rewarding, interesting and vibrant career
to embark upon – full of opportunities and
progression. So why aren’t more young women
pursuing such jobs?
Women account for just 6.5% of those taking
A level computing and 18% of those studying
computing degrees at university. The result is a
technology industry in which just 16%
are female.
Determined to help change that ghastly figure,
Tomorrow’s Tech Leaders Today connects
hundreds of the UK’s brightest female talent – on
both undergraduate and postgraduate degrees –
with the organisations that are eager to create
a more balanced workforce.
If you are interested in exhibiting at Tomorrow’s
Tech Leaders Today, please contact Joe Aspis on
020 7250 7950 or [email protected].
womeninitawards.com/conference
in the boardroom
The view from the cloud
Charles Phillips, CEO of global software company Infor, sat down with
Information Age to talk about how his vision for global supply chain
visibility from the cloud is finally coming to fruition
I
nfor seems to be
making big strides
into the retail space.
Is your recent $675
million acquisition of GT Nexus
linked to this?
GT Nexus is really the beginning
of a new era of what we call multienterprise ERP (enterprise resource
planning). A lot of brand owners
that we know and love started
outsourcing manufacturing to
contractors, and many of them don’t
make anything themselves anymore
– it’s done by a value chain of
partners. So today it’s very common
for a product to be ordered by
one company, built by another,
shipped by another, and then sold
by a fourth company, so it’s a
network of partners.
ERP wasn’t designed for that; it’s
designed for people who operate at
one location inside the four walls of
the enterprise. So that changes the
reality, and won’t slow down because
that’s just how economies work – they
become more specialised over time.
This network we created ties all these
components together so everyone can
see the order, know exactly what’s
been ordered, know where it is and
know when to pay for it.
Retail is a part of that, because you
want to know when it’s about to
sell, you have to get it delivered to
the retail location, and you want
visibility on all of that – from the
time you first planned to buy and
sell something (merchandise
planning), to the time you order
it, to the time it’s actually built, to
when it’s aboard ship in a container.
Now you can know where it is at
all times.
And when you know where
the product is, you can have less
inventory and make better decisions.
So that’s the purpose of ERP – to tie
together these companies in a way
that looks like a single company.
How did this idea of multienterprise ERP come about?
This concept of multi-enterprise is
not new. I wrote a book about it back
in 2000, so I’ve been predicting it for
a long time, but it’s a very complex,
long thing that takes a long time to
play out, and it’s just happening now.
When the internet came about, it
brought people together and gave
people a way to communicate in
ways they couldn’t before. When
someone has a new address or
phone number, they communicate
to all their friends on LinkedIn or
Facebook in one place and they can
all see it.
That has not happened yet between
companies. No one else is thinking
like that; they’re doing it the oldfashioned way where if I change
my email address I have to change
everybody’s address book one by
one – that’s the existing enterprise
market. And so what we’re doing
is creating the social network of
companies, where everyone can see
the same copy of an order, instead of
sending it to 20,000 different places
and everyone is figuring out how to
get their copy of it. So the big trend
over the next ten years will be
making that a reality.
Oracle is making noises about
overtaking Salesforce to become
the number one cloud software
company, driven by its SaaS ERP.
in the boardroom
‘We’re creating the
social network of
companies, where
everyone can see
the same copy of an
order, instead of
sending it to 20,000
different places’
With Salesforce dominating CRM,
is ERP the biggest opportunity
in cloud?
It’s the entire value chain that’s the
biggest opportunity. The problem
people have is, while they have
installed applications at their own
company, they can’t see what other
partners are doing. Customers,
retailers, contract manufacturers –
that’s where the cost is. So the valueadd is moving to the value chain, and
that’s what we do uniquely.
Customers have said ‘OK, great, I
can track my opportunities and my
customers on one application, but
none of my suppliers can see that –
they can’t plan manufacturing and
production’ or ‘I can’t see across
multiple divisions in the same
company’, so we’re focusing on the
multi-company problem or the
inter-division problem, doing
everything from point of sale to
manufacturing and shipment.
We’re redefining the problem –
everyone has been automating small
steps in the process, no one has
automated the whole process.
Are you in a position to beat Oracle
in this cloud ERP race?
We’re not about trying to emulate
anybody else, so I wouldn’t pay
attention to competitors of any size.
We’re focused on innovating and
solving customer problems, and
creating a whole new category that
didn’t exist.
There’s nobody that competes with
us precisely with all the things we’re
doing, and we like it like that. We
have created a new generation of
ERP and make it cloud-based on
AWS’s public cloud, make our apps
available open source, which nobody
else has done, and create multienterprise ERP – it’s just a unique
strategy.
Oracle says it has spent three years
building the physical infrastructure
for its cloud business, so what’s the
reasoning behind deciding to run all
of Infor’s apps on AWS?
Certainly, if you were a new start-up
today, you would never build a data
centre – it just doesn’t make business
sense anymore. There are so many
good clouds available today at lower
cost – with scale and more security
and multiple locations – that the
only reason you’d build your own
data centre is because your legacy
company has been around for years
and you can’t really get out of it
anymore or switch.
There’s no way that any of these
companies can build a better data
centre than Amazon, so again it’s
more specialisation. We want to
specialise in the application and
understanding the industry and
the problem, and let Amazon worry
about disk drives and network cables.
The combination gives us a global
footprint: data centres all over the
world that nobody can match.
Your platform for next-generation
enterprise apps, Infor Xi, is powered
by a new internal organisation
dedicated to developing analytics
and machine learning, Infor
Dynamic Science Labs. How is
that coming along?
We took space at the incubator
building on the MIT campus with
some other start-ups, and now we
have about 16 PHDs there. Now that
we have access to unlimited storage
and unlimited compute power, we
can put the scientists to work on
predictive analytics. Their charter
is to look at sets of data we have
stored in the cloud from our
customers, find use cases and apply
optimisation techniques.
They have patents on some of these
technologies, and so things like
inventory optimisation, customer
segmentation, pricing optimisation
and scheduling are all low-hanging
fruit. Now you have the data
available, you can stop looking
at trends and start using the actual
data – getting predictive and more
accurate with forecasting. The fact
that we have the data in the cloud
allows that to take place.
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29.09.15 12:45
product corner
PRODUCT OF THE MONTH
HP EliteBook 705 G3
>> THE STORY
If you’ve been thinking about the popular EliteBook
Folio 1000 series, you might want to wait for HP’s
revamped version, available from next year, as it
delivers many of the key features that are found in the
EliteBook Folio 1020 G1 while also offering great value
to business users. Chip-maker AMD unveiled its first
enterprise-centric mobile processor, the A12 APU,
alongside HP’s launch of its EliteBook 705 G3, the first
commercial notebook to debut with AMD silicon and
integrated R7 Radeon graphics. The new Pro chips are
purpose-designed for business, offering a 24-month
longevity commitment and additional security and
stability features, such as embedded code that enables
the ARM TrustZone secure environment to run on
top of the chip, greater management flexibility in a
multi-vendor client environment, and what AMD calls
a ‘business-friendly’ price.
>> THE FEATURES
HP is going straight after the mobile Millennial
worker, marketing its third-generation EliteBook
as the slimmest, sleekest business-class notebook
around. At just 18.9mm thick and weighing 1.26kg,
it is significantly thinner and lighter than its
predecessors, with substantially improved battery.
AMD claims the processor outclasses Intel’s Core i5
mobile processors, with the fastest clock speed of any
notebook processor. HP EliteBook 705 G3 series pair
the Pro chips with Qualcomm’s Snapdragon X5 LTE
modem to provide 4G connectivity and location
capabilities, and its rugged design features a
magnesium and aluminium alloy lid and keyboard
deck, so it’s likely to withstand any travel wear and
tear while remaining lightweight. The 705 G3 will be
available in 12-, 14- and 15-inch screen options, and
will be on the market for around £493 next year.
product corner
Blackphone 2
Sony MP-CL1
projector
>> THE STORY
Judging by the global nature of work
and the increasing need to give
presentations on the go, it’s inevitable
that smartphones of the future will
feature projector capabilities. But
until then, investing in a portable
‘pico projector’ is a good call. There
are plenty of smartphone-sized
projectors on the market, and Sony’s
latest entry into the projector space is
an attractive option.
>> THE FEATURES
The Sony MP-CL1 packs lots of handy
features into a truly pocket-sized
package. It’s just 3 x 5.9 inches, and,
for £299, professionals on the go can
take advantage of features such as
Wi-Fi connectivity and laser
projection with autofocus. The tradeoff for its portability is that its
slightly paltry 32 lumens makes it a
bit less bright than competitors, but
it makes up for it with an impressive
contrast ratio of 80,000:1, a
3000mAh battery allowing two
hours’ use and the ability to mirror a
smartphone or tablet over Wi-Fi.
>> THE STORY
Blackphone’s first iteration started out
as a way for former Navy Seal Mike
Janke to keep the people working
for his security firm safe from
communications interceptions, using
military-grade encryption to build a
phone that is ‘private design’. The
phone includes a modified version of
Android, called Silent OS. Silent Circle
– the company behind the product –
has raised $50 million to fuel its
expansion from security professionals
to the wider business market.
>> THE FEATURES
The Blackphone 2 builds on the
successes of the original Blackphone,
bolstering privacy and security
features. It’s now available for about
£525, and what you’re paying for is
watertight data security – AES-128
encryption keeps your data secure
from the moment it’s switched on. It
comes fully encrypted by default and
includes a bevy of granular controls
such as ‘Spaces’, which allows users
to build customised isolated areas.
And with an HD resolution the same
as the iPhone 6 Plus, 3GB RAM and an
8-core Qualcomm Snapdragon 615
processor, it doesn’t compromise on
smartphone features.
WatchGuard
Firebox M200
>> THE STORY
Big businesses often need to enforce
custom security policies across
multiple network segments,
but configuring them can be
complicated, and many of the security
appliances out there come at a hefty
price. For those looking for something
more budget-friendly, the eyecatching WatchGuard Firebox M200 is
proof that premium enterprise-grade
security appliances don’t have to be
very expensive or difficult to deploy.
>> THE FEATURES
For £2,548 (ex VAT), the Firebox comes
with a raw firewall throughput of 3.2
Gbps for IPsec and SSL VPNs, IPS, web
filtering, anti-spam, Gateway AntiVirus
and WatchGuard’s reputation-enabled
defence. It allows for the configuration
of different segments by their own
firewall policy, with their own IP
addresses and DHCP services, and you
can choose on which proxies to enable
the Gateway AntiVirus. WatchGuard
includes free Dimension software that
monitors multiple appliances’ traffic
and user activity.
49
column
IA’s resident thought leader Richard Lee
cracks the whip on the latest IT issues
Trusting suspect data
W
ith the UK’s leading
data summit, Data
Leadership, returning on
26 November, it struck me
after reviewing the agenda that we
have now reached a point where there
are many discrete and different forms
of data being used across most
enterprises on a regular basis.
Much of this data now comes from
outside the organisation – sources like
open data, reference data and social
media data – and is managed to
varying SLAs and best practices with
respect to quality, veracity and latency.
This makes them extremely suspect at
times, in my opinion.
However, most enterprises do not
question their sources of this external
data, and simply embrace it for the
‘richness’ that it provides without
consideration of the care and feeding
that it has undergone over its lifetime.
Why is there such implicit trust here,
one might ask? Especially in light of
most organisations’ challenges with
the quality of their own data.
The notion of data leadership is one
where data, information and analytics
are treated as core competencies by
every organisation. As such, they are
strategic in their nature and are major
leverage points for the organisation to
use in creating competitive advantage.
These core competencies rely on the
fact that the data that underpins them
is of the highest quality, regardless of
metric used to evaluate them with.
This requirement transcends all
industry segments and applies to
government and NGOs alike.
Bad or misleading data in terms
of accuracy impacts everyone in a
debilitating way. Given this, every
senior executive has a data leadership
accountability to make sure that
the highest quality standards are
maintained, even if the data is sourced
from a third party or the open data
community. Herein lies the rub. How
do you manage what you don’t control?
Conditioning process
As data is monetised and sold by the
pound by reference data providers –
as well as being freed up from the
government silos in which it has been
hoarded for decades by the open data
community – it must be made fit for
purpose and undergo rigorous
conditioning to ensure that it is in
shape for consumption, regardless of
the use case.
This is not the case today with the
vast majority of third-party data, most
specifically what is sourced from the
open data portals that now litter the
landscape. Reference data and social
media data is better managed over its
life cycle because there was always a
profit motive behind its creation, but it
still has its challenges.
Open data now comes from both
government entities (and NGOs)
and commercial interests. Both use
these data sets internally to run
their organisation and then hive off
some (or all) of it for sharing with
the open data community.
In most, if not all, cases it is done as a
side activity (begrudgingly) by the IT
staff, who are always hard pressed to
have enough staff, time and other
resources to do their day jobs.
This creates a dynamic that does not
foster high-quality data in any regard.
To overcome this, we must have data
leadership by those executives who
are accountable for delivering data
products to the open data community.
They must ensure that all data under
their watch is representative of what
would be acceptable internally by the
organisation, and to a higher standard
if possible.
We still live in a ‘garbage in, garbage
out’ world. You cannot have successful
(or believable) analytics outcomes
without good data as a foundation.
Forget about creating competitive
advantage if everyone continues to
waste all their cycles on fixing bad
data or questioning the source of
their truths.
As there will be representatives from
both the providers and the users of
these third-party data sources at Data
Leadership 2015, I wanted to impart
one basic message to all who are
planning to attend: every type of data
needs data leadership.
As a community of data and analytics
professionals, we must insist that
all data be guided by some basic
governance principles that affect the
useful life cycle of the data assets that
are being created and consumed.
THE UK’S TOP 50
DATA LEADERS
AND INFLUENCERS
REVEALED
25 FEBRUARY 2016 – CENTRAL LONDON
On the evening of Thursday 25th February 2016,
the UK’s top 50 data leaders and influencers,
and the companies they work for, will be
revealed and celebrated at the inaugural Data
50 Awards.
The Data 50 Awards honour the people at
the forefront of data – those transforming
organisations and enhancing decisionmaking through its use, managing and
controlling its proliferating growth, and
driving new business value.
All functions involved in driving data innovation
in the UK will be considered, whether it be
the vendors creating the technology, the endusers deploying it, or the consultancies and
integrators helping them do it.
Don’t miss out on rubbing shoulders with the
UK’s top 50 data leaders – book your place now!
For bookings, contact Rebecca Stanley on 020 7250 7050 or [email protected].
For sponsorship, contact Joe Aspis on 020 7250 7950 or [email protected].
or visit dataleadership.co.uk/data-50-awards
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28.09.15 15:09

IT support for the University of Oxford

Transcription

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