One of the outcomes of the pandemic has been the increased in cyberattacks riding on the mass work from home or remote work, and the haste with which IT had to get move as much of the organisation. 

It can be argued that the traditional perimeter-based security has lost some of its teeth as a result.

Zero trust is lauded by some as the next evolution of an organisation’s security architecture designed to support new user populations, customer engagement models, cloud adoption, and IoT devices.

As the concept takes hold at the executive suite and board, analysts and vendors are claiming that zero trust is fast becoming the security model of choice for many organizations.

But as we all know, things are always easier said than done. Experience tells us that security leaders will struggle with the fundamental shifts in strategy and architecture required to holistically implement Zero Trust.

In today’s PodChats for FutureCIO, we speak to Parag Arora, VP and MD, for SEA, Korea and India at Citrix.

1.       Why is zero trust more important than ever for businesses in 2021/2022? 

2.       What are the common misconceptions of around zero trust security?

3.       From what I understand zero trust is not a product but more an approach. How does this affect security strategies which are often based around products?

4.       Organisations in Asia are taking the hybrid approach to their computing requirements. How does one integrate a zero-trust strategy when IT will sit across a combination of on-premises servers, private cloud and public cloud?

5.       For industries that follow very stringent regulatory frameworks built over years, how will zero trust impact the CIOs/CISOs charged with looking to add zero trust principles in the security architecture?

6.       As we come to 2022, can share your top three recommendations for how businesses can implement the zero-trust approach successfully? 

By 2022, IDC predicts that 75% of enterprises will embed intelligent automation into technology and process development, using AI-based software to discover operational and experiential insights that will guide innovation. Over the next few years, IDC researchers expect spending on AI-enabled RPA to outpace that of non-AI-enabled RPA. 

Gartner predicts that 90% of large organizations globally will adopt Robotic process automation (RPA) in some form by 2022 and will triple the capacity of their existing RPA portfolios through 2024.

In this PodChats for FutureCIO, we are joined by Dan Ternes, chief technology officer for Asia-Pacific with Blue Prism.

1.      Is RPA an exclusive domain of any one function within an organisation?

2.       How will AI and/or machine learning transform automation?

a.       Do you see even greater concern by the workforce around an AI-powered automation tools (as compared to plain-vanilla RPA and automation tools)?

3.       Is adopting an AI in the workplace a simple matter of introducing the new tools? (please elaborate)

a.       Can you cite use cases?

b.       If an organization is already using RPA tools, how will they approach introducing smart RPA tools?

c.       Any precautions/considerations to take in deciding what tools to keep, acquire or integrate?

4.       What does the future of an AI-enabled workplace look like?

a.       At what point, do you anticipate this to be the norm rather than the exception?

By 2022, IDC predicts that 75% of enterprises will embed intelligent automation into technology and process development, using AI-based software to discover operational and experiential insights that will guide innovation. Over the next few years, IDC researchers expect spending on AI-enabled RPA to outpace that of non-AI-enabled RPA. 

Gartner predicts that 90% of large organizations globally will adopt Robotic process automation (RPA) in some form by 2022 and will triple the capacity of their existing RPA portfolios through 2024.

In this PodChats for FutureCFO, we are joined by Dan Ternes, chief technology officer for Asia-Pacific with Blue Prism.

1.       In the context of the finance function what is RPA?

2.       How will AI and/or machine learning transform automation?

a.       Do you see even greater concern by the workforce around an AI-powered automation tools (as compared to plain-vanilla RPA and automation tools)?

3.       Is adopting an AI in the workplace a simple matter of introducing the new tools? (please elaborate)

a.       Can you cite use cases?

b.       If an organization is already using RPA tools, how will they approach introducing smart RPA tools?

c.       Any precautions/considerations to take in deciding what tools to keep, acquire or integrate?

4.       What does the future of an AI-enabled workplace look like?

a.       At what point, do you anticipate this to be the norm rather than the exception?

Ira Winkler, chief information security officer with Skyline Technology Solutions in the US, recommends that CFOs consider ransomware prevention as a cost of doing business. In reflecting on the topic of cybersecurity insurance as a good investment, he opined that ransomware is a key purchase driver because a successful attack is expensive even if you don’t pay ransom.

In this PodChats for FutureCFO, we are joined by James McLeary, managing director, Cyber Risk, Kroll, who will share his opinions on options available for CFOs as they deal with the rising tide of ransomware.

1.       From a CFO perspective, is ransomware any different from other threats?

2.       Do CFOs make good cybersecurity advocates? To what extent should CFOs get involved when it comes to the lifecycle of cyber threats, including ransomware?

3.       We hear of some ransomware threats being conducted in crypto currency. Is the form of payment going to be of a concern to the CFO?

4.       How should the CFO address the convergence in the rise of ransomware-as-a-service and other new practices, the increase in reliance on vulnerable IT systems by physical process controls, and the evolving cyber insurance market?

5.       Can you cite a good reading material for CFOs when it comes to ransomware readiness?

Technology is enabling every aspect of banking to go online and as traditional branches are no longer economic, the retail branch will need to become dramatically more productive, or significantly less costly. As a consequence, banks have started experimenting with new branch design concepts.

With us today is Mr Lito Villanueva, executive vice president and chief innovation and inclusion officer with RCBC.

1.       In Asia, what is the most significant change to how banks engage with customers (post-COVID-10)?

2.       How has this change translated into (a) products sold to banks, and (b) channels used to market these products?

3.       What do you believe are the biggest challenges/hurdles for banks adapting to changes occurring around us (COVID + changing customer behaviour + regulation)?

4.       Of the many technologies affecting banks, which do you feel will have the most impact in the short to mid-term?

5.       How are these changes impacting the role of the CIO?

6.       Are we putting too much expectations on technology as the future of banking?

Digital Bank Branch

1.       Has COVID-19 diminished the value of bank branches in favour of online and mobile?

2.       Do you know of any bank in Asia that has successfully innovate the branch while transforming its banking business?

3.       Which technologies will facilitate this bank branch transformation?

Even before the pandemic, digital transformation was already in the agenda for many organisations. From what we understand, the imperative to transform got a renewed sense of urgency during the pandemic and in some cases the window to transform narrowed some say from 3-5 years to 6 months.

IDC predicts that by 2023, 75% of organizations will have comprehensive digital transformation (DX) implementation roadmaps, up from 27% in 2020, resulting in true transformation across all facets of business and society.

We’ve also been hearing of increased importance being placed on data around the same period as digital transformation. How are these two related and are they inseparable?

Joining us on this episode of PodChats for FutureCIO is Julian Quinn, Senior Vice President of Alteryx Asia Pacific and Japan, to shed light on the relationship between data and digital transformation.

1.       RELATIONSHIP: We start with a simple question: How is data related to digital transformation? 

a.       What is the goal of data analytics in digital transformation?

b.       Why do analysts think data and analytics competency are key to digital transformation success?

c.       What does a future of business-powered by analytics look like?

2.       LEGACY: How can organizations harness the benefits of data analytics, within the constraints of legacy technologies, to achieve data-driven transformation at scale?

a.       Can technologies like AI and automation support these initiatives?

3.       SKILLS GAP: How can organizations bridge the persisting skill gap in data and analytics required to keep pace with the rapid technological changes?

a.       How can business leaders structure their data science teams to support transformation efforts?

4.       RECOMMENDATION: What is your recommendation for organisations to help them improve how they harness the potential of data and analytics to achieve their transformation goals?

According to PYMNTS, paper-based invoices cost businesses up to US$22 per invoice to process, and rises when invoices are delivered via post and fax machines. Such practices are some of the basic friction points in accounts receivables. 

Accounts Receivable Automation process is increasingly becoming inevitable as it helps organizations reduce costs, time, and increases efficiency. Poor receivables processes impact credit decisions, corporate borrowing, liquidity management, reporting of corporate sales, and commissions to sales staff. Moreover, ineffective receivables processes make it difficult to know the status of an organization’s current financial position.

How do you then adjust your collection strategies to adapt to the changing business environment? And with the collection in place, is there a better way of allocating cash? 

In this PodChats episode  Ross MacKay, group head of global shared services and finance optimization for International SOS, joins Albert Leong, managing director of Esker Asia, as they share International SOS' journey in going about implementing a smarter way of collecting and allocating cash.

While the roots of insurance can be trace back to 3,000 years, modern insurance is said to have its roots in the Great Fire of London in 1666.

According to the OECD, insurance companies experienced a slowdown in gross premiums underwritten in 2020, with life insurance premiums declining by 2.2%. Non-life grew by 1.2% in 2020. 

In this PodChats for FutureCIO, we speak to Mr Andrew Yeoman, CEO and co-founder of Concirrus.

1.       The insurance industry has been in business for hundreds of years. To continue for hundreds more, what needs to happen?

2.       We’ve seen disruptions caused by insurtechs. Are current business models still relevant?

3.       Insurers have a reputation for being slow in adopting new ideas. Do you see this behaviour changing in terms of how principals, brokers and agents operate?

4.       Insurance is a relationship business, more so at the higher value products. At these levels, it’s often normal for agents to want to keep this relationship a secret. Should agents and brokers be more willing to share their customer data, and how will this benefit them moving forward?

5.       What key trends do you see will continue to impact insurers both at how they plan, create products and execute their business models, and how they engage with their customers?

Effective decision making in today’s complex and disrupted business environments must be connected, contextual and continuous to drive good outcomes.

For the most part, the discussions we often hear when it comes to data is around the use of analytic tools or artificial intelligence. But I argue that there is fundamentally a more pressing issue around data before you get to the point of talking about analytics.

We need access to data in real-time. Most businesses are complex networks of interdependent and independent operations that see only a piece of the data and they are happy with that. Leadership isn’t, of course, because as far as the CEO or CFO is concerned, the only way to make accurate decisions is if they have access to clean data in real-time.

So how do I make the right data accessible to the person that needs it the most at the time he or she needs it? Do I need to bring together all the data into one physical location, and does that make sense?

Speaking to us today on PodChats for FutureCIO is Sumeet Puri, chief technology solutions officer, SOLACE, to talk about the data mesh and how it ties into our need to make good decisions in real-time.

1.       Why is it difficult to make decisions in real-time?

2.       What is event-driven architecture (EDA)?

3.       What is an event mesh? How does it tie to an event-driven architecture?

4.       What are the most damaging misconceptions around event-driven architecture and event-mesh?

5.       What business problems does it solves?

6.       Using a use case, describe how an event mesh works? 

7.       How does an EDA relate to a data mesh and service mesh?

8.       Are all event mesh solutions created equal?

a.       What capabilities should you look for when evaluating an event mesh?

9.       What business benefits can I expect from using an event mesh?

10.   (Shorter tech cycles) How do I future-proof my investment in an event mesh?

Gartner predicts that by 2021, over 75% of midsize and large organisations will have adopted a multicloud and/or hybrid IT strategy. 

A multi-cloud approach offers significant advantages to organizations seeking to optimize the Three Cs of Cloud: Cost, Capabilities and Compliance. 

However, with all the advantages to be gained with a multi-cloud approach, executives should be aware of the downsides.

In today’s PodChats for FutureCIO, we have with us Bidhan Roy, managing director, commercial enterprise & mid-market segment, APJC at Cisco to elaborate on the challenges and options available for organizations looking to tap the promise of multi-cloud, hybrid IT strategy.

Bidhan, welcome to PodChats for FutureCIO.

1.       What would you say are the top 3 trends around multi-cloud environment/strategy in Asia?

2.       What are the top 3 priorities/drivers for adopting multi-cloud environment?

3.       What is the 3 biggest issues/challenges why some companies are struggling to successfully implement a multi-cloud environment? (management complexity, talent scarcity, cost control, governance compliance and security concerns, interoperability)

4.       What are the top 3 considerations for selecting cloud vendor?

5.       Can you share one key lesson that we learned (about technology, process, people) from the covid pandemic?