techUK Insights RSS Feed - techUK RSS feed for insights content. en Copyright (C) 2015 A lightbulb moment! Fri, 06 Jul 2018 13:06:18 +0100 CRM Sync Guest blog by Mike Hennessey, Corporate Director for Adult and Community Services, Suffolk County Council <p>A lightbulb moment!<br><br> Last summer, as I sat onboard a new Boeing 787 Dreamliner at 2am waiting to start a massively delayed flight I become somewhat frustrated with the rapidly changing illuminations in the aircraft. The crew, rather than demonstrating the usual emergency procedures, talked proudly of the fact that the aircraft has a lighting array with 1.8 million lighting combinations. Later, in the very wee small hours of the flight I asked a member of cabin crew what was the point of having 1.8 million lighting combinations? She told me they help create a more soothing and stress-free environment for passengers. She said it was designed to help people who may be a little bit disorientated on long flights orientate themselves and become calmer.</p> <p>Now, leap forward a few months and I am sitting in the lounge of a care home talking to the owner and staff about the challenges they face. The care home is beautifully decorated with new furniture, new fittings and refurbished to a very high standard. It looks great, but it is very quiet, there are few residents. The owner tells me it is a constant challenge. It&rsquo;s the biggest issue, recruiting and retaining staff to support residents with dementia. The worst of it are the significant variations in levels of activity. There are peak times, for example, when more staff are needed, but these are not easy to predict so it&rsquo;s difficult to know when to roster extra people on. Creating the right environment can also be a challenge, different background music can help, but creating a relaxing environment which soothes anxious residents is a real challenge</p> <p>As I looked around the room mulling over these challenges, I noticed the rather harsh lights and was reminded of the 1.8 million lighting combinations on the Boeing787. If lighting can be used to create a more pleasant calming and relaxing experience during flight could it play a part in care homes? For example, could it help people with dementia cope with the passage of the time of day or even the changing seasons by using pre-programmed lighting effects?</p> <p>Technology in social care is part significant part of the future, where will the next new idea will come from? The use of lighting effects may have a small part to play in enhancing the lives of residents, but if it allows staff more time to invest in other elements of care it&rsquo;s role could be significant. I think it&rsquo;s certainly worth investigating.&nbsp;</p> Avoiding trial and error recruiting Thu, 05 Jul 2018 07:00:00 +0100 CRM Sync Malcolm Milligan explains that selecting new staff by trial and error can become extremely costly and disruptive, however, there is a better way. <p><strong><span style="background-color:#ffffff; color:#0000ff">Malcolm Milligan explains that selecting new staff by trial and error can become extremely costly and disruptive, however, there is a better way. </span></strong></p> <p><span style="background-color:#3366ff; color:#0000ff"><span style="background-color:#ffffff">Does this sound familiar?</span></span></p> <p>Your latest new recruit has turned out to be a Jekyll and Hyde character. The articulate, charming, highly qualified individual you were so excited about winning from the competition has, in a few short weeks, created mayhem in your organisation.<br> Many of your long term and highly valued staff are threatening to walk out, your most valuable customers are in revolt - even your personal car parking space has been claimed by the newcomer. This cannot possibly be the same person who impressed you during the interviews, and you subsequently hired - or can it?</p> <p>Selection errors like this are not only irritating and depressing, they are also very costly. You know only too well that if you were able to recruit the right people, first time, you would avoid all this unpleasantness and disharmony.</p> <p><span style="color:#0000ff">What&rsquo;s the problem?</span></p> <p>Learning by 'living with' and repeating past selection errors is just not a cost- effective way of running your business in the competitive and &ldquo;fast forward in everything&rdquo; commercial climate of today.</p> <p>Hiring the wrong person can, and sometimes does, put small companies out of business. Even large organisations with highly qualified and very professional HR departments can make selection errors.</p> <p>There are instances every year of multinational companies hiring a high-ranking executive who just did not fit in with the existing Corporate Ethos and, subsequently, suffering a huge dent in the bottom line as a result of the experience. Fees paid to head hunters, costs of 'settling in' the new person, and the final ignominy of having to pay the failed hire a huge severance payment. They may add up to millions in some cases.</p> <p>So how could such things happen to you when you are so fastidious in checking references and chatting with previous employers of an individual? The candidate had all the relevant qualifications. They had exactly the experience you were looking for and their previous employer gave them first class written reference and a glowing verbal one. Oh! and don't forget the professionally crafted CV - they all often only serve to deceive.</p> <p>Did you ask yourself, "Why then are they leaving"? "Why is their previous employer seemingly happy to let them go"? I think you will all know the answer to those questions.</p> <p>When we buy expensive machinery, we ensure that the small print covers us against consequential loss in the event of mechanical failure. However, why then when recruiting staff do we allow ourselves to fail to take the necessary steps to protect us against making wrong hiring decisions.<br> Unfortunately, when we interview someone, we seldom see the person as they really are. These days candidates are able to be coached, so they are often more adept at the interview process than the interviewer. They become interview savvy and hide behind a well-constructed interview mask.</p> <p><span style="color:#0000ff">So, what can be done about it? </span></p> <p>The business owners and business managers of today have a plethora of selection tools and instruments they are able to take advantage of - some are designed to help build you a defence against the interview savvy candidate.</p> <p>Certain Psychometric instruments give you Advanced Candidate Knowledge (ACK), that is, they offer you an insight into the behavioural signature of the candidate before you meet them. The psychometric questionnaire should be completed in advance. You then have the advantage of much pertinent information prior to your interview, which allows you to set your agenda more precisely.</p> <p>There are three Prime Categories of Psychometric Assessments - clinical, educational and occupational (usually a form of &lsquo;DISC&rsquo;-based assessment). They can and do vary dramatically in price, complexity and ease of use. They also vary in what they assess - ability, aptitudes and interests, attitudes and values, behaviour and personality (typically DISC), and knowledge and skills.</p> <p>Some instruments are very deep, clinical psychological instruments, which require interpretation by highly qualified, experienced psychologists. If you have the time, the money and the need, they should of course be considered.</p> <p>My personal view is, that if a management tool is to be of real and practical value, it must be scientifically proven, simple to operate and easy to administer.&nbsp;</p> <p><span style="color:#0000ff">Using a DISC-based system</span></p> <p>Over the years I have found DISC-based theory platforms to be the most suitable for my purposes. DISC measures four behavioural tendencies: Dominance (D), Inducement (I), Submission (S), and Compliance (C). They are helpful because they are, in the main, unpretentious and may be used effectively (with appropriate training) by most levels of management. DISC theory-based profiling systems are amongst those most frequently used universally by industry and commerce.</p> <p>Training in the use of any DISC-based instrument is vital so that maximum benefit may be enjoyed from these systems. This is usually available from the system vendor, however, finance for training purposes is often a more difficult sale to than the purchase of the original system software! The positive difference made by properly trained analysts, skilled in the use and interpretation of these instruments is immense.</p> <p>There are a number of ways in which psychometric profiling instruments such as DISCUS may assist you:</p> <ul style="list-style-type:circle"><li>As a part of your recruitment and selection procedure</li> <li>As part of your assessment process</li> <li>To help select team members for specific tasks</li> <li>For individual career guidance and development purposes.</li> <li>As part of a mentoring programme</li> <li>For task and job profiling</li> <li>To identify individual learning style and pace</li> <li>To confirm employee job compatibility</li> <li>For self-awareness and personal improvement by individuals</li> <li>To identify the most appropriate management style for employees</li> <li>To identify an individual's management style</li> <li>For outplacement and redeployment purposes</li> <li>Identification of response style to authority</li> <li>Relationship management between individuals</li> <li>Team building</li> <li>Conflict management</li> </ul><p>And many more.</p> <p><span style="color:#0000ff">The sales recruitment process </span></p> <p><span style="color:#000000">I will now concentrate on the recruitment and selection process because finding and keeping good sales personnel is not an easy task. Getting it wrong and reflecting back on past selection errors can be a painful and embarrassing business. Unless you are a trained personnel professional, the entire recruitment process can be a pretty daunting task.</span></p> <p><span style="color:#000000">It would be foolhardy to suggest that any management tool, scientific or otherwise, could forever, solve the issue of recruitment and selection error, however, there are instruments which may help you reduce the failure rate. DISCUS is but one of a number of DISC-based instruments available. Just select the one which works best for you. </span></p> <p><span style="color:#000000">Where the Human Element is involved there can be no cast iron guarantees of success, however, I suggest that, if used with sensitivity and applied with professionalism psychometric instruments can fulfil a positive role in your business. </span></p> <p><span style="color:#0000ff">Using a psychometric profiling system </span></p> <p><span style="color:#000000">Suppose you want to recruit a good sales person. </span></p> <p><span style="color:#000000">The first step is to profile the specific sales role you have in mind. To do this it is useful to have input from the various types of people who will be in contact with the new job holder, including customers if appropriate. This will offer a 360-degree view of the position. </span></p> <p><span style="color:#000000">The actual profiling is done by completing a pro forma questionnaire about the purpose, role and function of the job. This takes about ten minutes and the results are then entered into the system. </span></p> <p><span style="color:#000000">A detailed report is produced immediately. If the report does not accurately reflect what you are looking for, there are a number of ways in which you may edit the results until the printout is exactly what you are looking for. </span></p> <p><span style="color:#000000">Once you have a report which you are happy with, you are ready to match candidates with the job role. If you are advertising for the vacancy you may find it helpful to refer to the text. </span></p> <p><span style="color:#0000ff">Now you are ready for your first candidate </span></p> <p><span style="color:#000000">Have the candidate complete the profile questionnaire (I would always select a sentence set questionnaire) before they meet with the interviewer. This is important to maintain as much objectivity as possible. </span></p> <p><span style="color:#000000">It is also very important to make the candidate aware that the completion of the questionnaire is NOT a test. They should be informed that there are no right or wrong answers, just their answers which will simply offer an overview of their personal style. </span></p> <p><span style="color:#000000">It will of course also give the interviewer a reliable agenda to follow. </span></p> <p><span style="color:#000000">The interviewer then considers the profile report and makes note of any points of significant interest which may have a bearing on the appointment. These may then be discussed in detail with the candidate. </span></p> <p><span style="color:#000000">The report will offer much information on things such as the candidate's decision-making style, learning style, organisation and planning style and interpersonal skills. It will also provide useful information about how the candidate really feels about their current or immediate past job. </span></p> <p><span style="color:#000000">Such systems DO NOT to my knowledge predict success. They do though identify fairly accurately the personal style and likely patterns of behaviour under differing circumstances. This information will certainly help to determine whether the candidate is a good fit for the corporate culture in general and the local team in particular.</span></p> <p><span style="color:#0000ff">Job detail feedback </span></p> <p><span style="color:#000000">You have now come close to </span>the end of your series of interviews. You feel that you have explained in great detail just what the job entails. Now it is time to check to see how accurate a portrayal you gave of the job on offer.<br> You do this by asking the candidate, based upon the knowledge they now have, to complete a job profile questionnaire for the role they have been interviewed for.</p> <p>Be prepared for a shock!</p> <p>So often we believe we have accurately explained all the relevant facts to the new recruit, we also assume that they have been actively listening all of the time.</p> <p>Sadly, often, they retain only a fraction of what is said and would go away with a completely distorted picture. By using this technique, you are able to cover off any misinterpretations and misunderstandings which would otherwise come back to haunt you both in the near future.</p> <p>&nbsp;</p> <p>&copy; 1999-2018 MSM Commercial Services&nbsp;</p> <hr><p>&nbsp;</p> <p>Malcolm S Milligan FinstSMM has been involved in sales, marketing and human resources management issues for many years. After working for HM Customs and Excise straight from school, in 1962 he became a retail sales representative for a major computer stationery manufacturing company. Then in 1968 he joined the Life Assurance Industry as a self-employed salesman and over the next 24 years held Senior Branch Management and Regional Director posts.</p> <p>Malcolm has helped to build and develop the careers of many hundreds of sales and management personnel over the years. Since his first introduction to psychometric profiling in 1968, he has closely studied many psychometric offerings. It was a natural progression for him to become highly active in this field of human resource management.</p> <p><strong>Malcolm S Milligan</strong>&nbsp;<a href="" target="_blank"></a> Skype 'discmaster'</p> <p><a href="" target="_blank"></a>&nbsp;<a href="" target="_blank"> </a></p> <p><a href="" target="_blank"></a>&nbsp;</p> Cloud at the core of business innovation Wed, 04 Jul 2018 09:41:51 +0100 CRM Sync Guest blog: Susan Bowen from Cogeco Peer 1 discusses how you can navigate your journey to the cloud and grow your business. <p>The cloud is fast becoming necessary for businesses in a world governed by data. According to new statistics, by 2021 at least 50% of the global GDP will be digitalised, with growth in every industry driven by digitally enhanced offerings, operations and relationships [1]. Cloud has emerged as a strategic enabler for organisations of all sizes, and by now there are few IT decision-makers who aren&rsquo;t at least aware of the cloud, or the opportunities it creates. Awareness however, doesn&rsquo;t always mean understanding, and there are still concerns and questions that remain unanswered.</p> <p>Businesses have long relied on technology to stay ahead of the competition and it has enabled organisations to streamline, innovate and compete. To thrive, organisations need to be constantly learning and reinventing themselves, innovating with better methods, services and products than their competitors. In order to successfully implement this level of innovation, organisations require an agile environment that supports the pace of fast-changing business needs, allowing for more flexibility and efficiency than is offered by traditional methods.</p> <p>Many businesses are already on some kind of cloud journey, or at the very least seriously considering it. Eighty-five per cent of customers today are now beyond the discovery phase, having implemented some form of cloud offering to their enterprise [2]. However, the shift is still emerging, and its potential is huge. Less than fifteen per cent of businesses have reached broad implementation, meaning that we will continue to see significant change in how businesses compete.</p> <p>The surge in cloud adoption allows organisations to move away from the manual efforts, processes and procedures of traditional networks. Simply put, cloud embraces the efficiencies of automation so that IT can better support business needs in an increasingly connected world. But the question is &ndash; how do you get there?</p> <p>Today customers are faced with a lot of choice, and the journey to the cloud may appear ever more complex. While no two journeys are identical, and no two businesses even begin from the same place, picking the one that&rsquo;s right for your organisation is crucial to long-term success.</p> <p>Cloud is not the future, it&rsquo;s already here, and at Cogeco Peer 1 we work with various enterprises globally on their journey, helping them unlock the potential of their business by designing, building and managing hybrid IT solutions. Migrations to the cloud are rarely simple, one cloud won&rsquo;t fit all, but one service provider can. By evaluating the structure and needs of your company, it&rsquo;s possible to find the best fit for your business. The sooner that organisations adopt cloud technology properly, the better positioned they are in today&rsquo;s increasingly competitive business climate.</p> <p>For more details on designing your own unique journey to the cloud, <a href=";utm_medium=Cogeco%20Peer%201%20Leads&amp;utm_campaign=Navigating%20your%20cloud%20journey&amp;utm_term=cdw-Cogeco%20peer%201&amp;utm_content=Cogeco-peer-1%7C%20White%20Paper%20%7C%20Navigating%20your%20cloud%20journey"><span style="color:#0000FF">download the &lsquo;Your Cloud, Your Business&rsquo; e-book here</span></a>.</p> <p>&nbsp;</p> <p>[1] IDC 2018</p> <p>[2] Cogeco Peer 1 &lsquo;Your Cloud, Your Business&rsquo; e-book 2018; Inc. 5000</p>Contact: <a href=""></a>Contact: <a href=""></a> High expectations for the new Austrian EU Council presidency Mon, 02 Jul 2018 13:32:40 +0100 CRM Sync The Austrian Government takes on the EU Council presidency at a critical time and inherits a tricky state of play for the Digital Single Market. <p>Yesterday, 1 July 2018, marked the commencement of the Austrian Presidency of the European Council. The Austrian Government will now hold the Presidency for the next six months, until the end of 2018.</p> <p>The Austrian presidency comes at a critical time for the EU&rsquo;s digital agenda, with the European Commission making clear it wants all the Digital Single Market files completed by the end of the year, in time for the European elections next year. That will be no easy feat given the list of outstanding issues the presidency inherits.</p> <p>The Bulgarian presidency had a mixed level of success on digital issues over the last six months. It had some notable wins including a political agreement on the free flow of non-personal data, which bans data localisation rules and is a welcome boost to the European data economy. The Bulgarians also managed to reach agreement on the Telecommunications Code, BEREC regulations and the AVMS directive. However, success in reaching agreement does not necessarily mean success in reaching a positive outcome and there is some question about whether these files will achieve the aims desired. &nbsp;</p> <p>Additionally, limited progress was made on a number of other critical DSM files. They include the highly contentious and politically-charged ePrivacy reforms. While the European Parliament agreed a position last year the Council has not managed to reach agreement and it seems there are still fundamental disagreements in Council and with the Commission on the shape ePrivacy should take in a &lsquo;GDPR world&rsquo;. The Austrian presidency has indicated that ePrivacy will be its top digital priority, however time will tell whether they successfully reach an agreement this year.</p> <p>While the Bulgarian presidency reached a position on the controversial Copyright directive towards the end of its term, the work is by no means done. The European Parliament will be voting on its position later this week and depending on the outcome the Austrian presidency will have to oversee trialogues which are likely to be difficult.</p> <p>The Austrians will also have to tackle the Commission&rsquo;s proposed &lsquo;platform-to-business&rsquo; regulation and ongoing work on online content among other issues, not least finding agreement on the new EU budget, which has earmarked &euro;9.2 billion for its next digital agenda.</p> <p>It will be interesting to watch how the Austrian presidency approaches these issues given Austria has not traditionally led on digital issues at EU level. They will however be under considerable pressure by the European Commission, which continues to view the DSM as a fundamental to completing the Single Market for services.&nbsp; &nbsp;</p> <p>Aside from the outstanding DSM files, the Austrian presidency will also have to be heavily engaged in the enforcement of those parts of the DSM that have already come into force. Law is not static and with the first cases under GDPR already pending, how the presidency responds to the evolution of the DSM when out of the hands of the EU&rsquo;s political institutions will set the tone for future initiatives.</p> <p>The success or failure of the Digital Single Market initiative, which had ambitious aims, will likely be determined over the next six months. The Austrian presidency will play an important role in deciding whether the DSM achieves its stated ambitions, or whether the reality is that the DSM represents a set-back for the development of the European digital economy.</p>Contact: <a href=""></a> Doing digital Down Under Thu, 28 Jun 2018 16:15:56 +0100 CRM Sync As talks begin for EU trade deals with Australia and New Zealand, Policy Manager Thomas Goldsmith looks at tech’s place in them and what Brexit will mean for the UK’s prospects. <p>The past few weeks has seen the <a href=""><span style="color:#0000FF">long awaited start of EU trade negotiations</span></a> with both Australia and New Zealand. Free-trading, advanced economies, the have both been notable omissions from the EU&rsquo;s treaty collection, lacking either talks or a signed trade deal.</p> <p>Given the length of time it usually takes to negotiate and implement trade deals (negotiations were launched with Canada in 2009 and Parliament has only ratified the agreement this week) it is unlikely the UK will ever benefit directly from these talks. Nevertheless, the UK Government has <a href=""><span style="color:#0000FF">welcomed the start of the EU talks</span></a> and pledged to involve itself constructively.</p> <p>Both Australia and New Zealand are both priority countries for post-Brexit trade deals. Working groups have been started with them, which have preliminary discussions about ambitions towards bilateral trade and investment.</p> <p>But the pace in any future UK negotiations is going to inevitably set by the commencement of these EU talks, especially as the UK will still be negotiating its own future relationship with the EU. Given that, it is particularly pleasing to see that the EU&rsquo;s <a href=";utm_medium=email&amp;utm_campaign=Trade+with+Australia+and+New+Zealand%3a+negotiating+directives+made+public"><span style="color:#0000FF">newly published negotiating directives</span></a> once more feature digital trade as a key item.</p> <p>These directives build on the EU&rsquo;s <a href=""><span style="color:#0000FF">first separate digital trade chapter</span></a> in its renegotiation with Mexico. Trade is increasingly digital, and even more traditional trade is now digitally enabled, so getting this right in free trade agreements is important. The UK can build on this progress when its own negotiations begin and will need to make sure that it also puts digital and tech front and centre to ensure its deals stand the test of time.</p> <p>However, with the UK&rsquo;s own negotiations still at least 9 months away from even commencing, and the EU&rsquo;s discussions likely to take years, it is good to see that the UK is taking its own steps to boost digital trade with both Australia and New Zealand. <a href=""><span style="color:#0000FF">Measures like the UK-Australia &lsquo;fintech bridge&rsquo;,</span></a> which helps UK fintech firms expand internationally, are immediate and welcome ways that the Government can directly aid the expansion of UK tech businesses. Both countries are also already investing in the UK, with 95 FDI projects in the UK between them in 2017-18, with over 2,400 jobs created, there is already a substantial trade that the UK can actively secure and promote.</p> <p>Australia and New Zealand might physically be a long way away, but digitally they are closer than ever and making it easier to trade with them will bring them closer still.</p>Contact: <a href=""></a> Top things to avoid when using private equity Mon, 25 Jun 2018 10:45:05 +0100 CRM Sync A guest blog by Dominic Anthony, adviser to tech and high-growth businesses at BKL, a firm of chartered accountants. <p>There comes a time in the life of many businesses when owners cast around for ways to borrow money for growth. But those intending to use venture capital and private equity should plan particularly carefully before committing. Many don&rsquo;t, and the result can be catastrophic.</p> <p>The challenge is simple enough: to get the best deal whilst surrendering the least amount of control and equity. How to achieve that is less straightforward.</p> <p>What goes wrong is poor attention put into the three basics: business plan, motivation, and due diligence.</p> <p>Usually, the fractures start to appear because the borrowing enterprise has just not prepared itself. Unfortunately, the thought of &lsquo;free&rsquo; cash in return for a slice of equity can tempt owners to make growth predictions that overreach reality. But the wise tread carefully and take advice. Without careful execution, the deals turn sour, with original management teams seduced into arrangements that end up with them losing both money and control.</p> <p>There are horror stories out there. One UK business originally worth &pound;5 million saw a &pound;7.5 million private equity investment turn rapidly from a lifeline to a millstone, as it failed to meet challenging targets to which its owner had originally agreed. The software company now owes its backers &pound;22.5 million in unpaid interest and redemption charges. Only one of the original management team is still in place and their stakes are now worth little.</p> <p>This particular nightmare is neither the rule, nor the exception, but illustrates what can go wrong.</p> <p>Private equity and venture capital can positively transform the fortunes of a business, injecting expertise as well as cash to help it grow. When it works, everyone benefits from a deal between risk and reward. But when it fails, the biggest loser often turns out to be the original management team.</p> <p>In the end, the siren call of ceding absolute control for someone else&rsquo;s financial support is not for everyone. Clients of BKL stepped back from the brink, despite a willing lender. The reason was unease that the lender&rsquo;s need for a return on their cash over a fixed term was at odds with the more relaxed instincts of the management team to let things in their restaurant chain grow organically.</p> <p>The business plan is crucial and more than just a calling card. It is the basis on which the institutional equity investor decides how much to lend and what to demand in return. Firms that overstate likely growth to get investment are doing themselves no favours.</p> <p>This is because valuations, upon which the entire deal will be based, are dependent on cash flow forecasts. Get them right, or better still, set them lower than they subsequently turn out, and everyone is happy.</p> <p>But if the business has to keep going back to the investor, the lender will gradually wrest away control in exchange for their cash. They will insist, for example, on new agreements that may keep notional share ownership intact, but take control of decisions over fundraising and board membership.</p> <p>In simple terms, the more a business falls short of an agreed business plan, the more it ends up giving away.</p> <p>Which brings us to the next important area: motivation. A management team must ask itself what kind of life it wants. Once private equity is on board, a rollercoaster ride starts. Demands are made, targets need to be met. The lender&rsquo;s need to recover cost and secure a return requires growth at an agreed rate. This can be incompatible with watching your children play sports on a Wednesday afternoon, say. Do the soul-searching.</p> <p>Nothing will be a problem if your business is growing, of course. But if it isn&rsquo;t, expect a tough life. The management team must be wholly committed or problems start, particularly when targets in the all-important business plan fail to be met.</p> <p>The final key component to borrowing money is to carry out due diligence on any lender. Examine the portfolio that every equity house lists. Speak to the firms involved and find out their experience.</p> <p>Borrowing money from a bank is a far more removed, transactional experience than taking it from a venture capitalist or private equity lender. Their loans come with an expectation of involvement, so personal and professional chemistry is important. The process is effectively inviting a new member on to your key team.</p> <p>Sometimes organic growth is best &ndash; not only because it allows more control to be kept by the original owners, but it can also be better as a fit. The culture of a business can be rudely disrupted by the keenly focused financial demands of an agreement with venture capital and private equity funders.</p> <p>And choose wisely. The ideal lender will treat your enterprise as more than just a risk to be shared amongst many others. But remember: Private equity wants to have your cake. The trick is to avoid it being eaten entirely.</p> <p><a href=""></a></p> <p><em>This article was first published in Finance Monthly&rsquo;s April 2018 edition and is available on the Finance Monthly website.</em></p> What does successful public sector transformation look like? Wed, 20 Jun 2018 15:38:21 +0100 CRM Sync As part of the Agilisys cloud blog series, Sean Grimes, Managing Director of Cloud & IT Services, discusses how the public sector can capitalise on the cloud to drive successful digital transformation. <p>The UK public sector has been an early adopter of the first iteration of digital capabilities &ndash; what we might call &lsquo;Digital 1.0&rsquo;. Initial steps, such as channel shift by offering self-service online forms to reduce processing costs and increase accuracy, were relatively easy to undertake and brought clear and immediate benefits.</p> <p>&nbsp;</p> <p>Despite those steps forward, more advanced &lsquo;Digital 2.0&rsquo; capabilities are fast becoming essential, with organisations citing both <a href="">budget pressures (56%)</a> and <a href="">citizen demand (26%)</a> as the leading drivers for service transformation. Citizen expectations are also key - already, <a href="">half of UK citizens</a> see digital services as &ldquo;very&rdquo; important to their daily lives, with <a href="">a quarter</a> saying they use digital applications or services whenever possible.</p> <p>&nbsp;</p> <p>However, it will come as no surprise that more advanced &lsquo;Digital 2.0&rsquo; capabilities are harder to achieve. The age of &lsquo;Excel warriors&rsquo; is coming to an end. Spreadsheets just aren&rsquo;t sufficient in a &lsquo;Digital 2.0&rsquo; world where joined-up data, advanced analytics, user-friendly presentation of information, automation and intelligence empowers not just better decision-making, but better services.</p> <p>&nbsp;</p> <p>It follows that improving the use of existing information assets demands more agile and cohesive IT. But few organisations have the resources to develop on-premises systems that can deliver on the promise of &lsquo;Digital 2.0&rsquo; services &ndash; such as applying big data analytics to find citizens at risk and intervene earlier or integrating adult social care with the Internet of Things (IoT) to keep people at home longer with real-time remote health monitoring via wearable sensors.&nbsp;</p> <p>&nbsp;</p> <h3><strong>Enter the cloud</strong></h3> <p>In planning for &lsquo;Digital 2.0&rsquo; transformation, the public sector faces a maze of competing solutions, legacy requirements and security concerns. Amid unrelenting pressure from day-to-day operations and a lack of digital or cloud skills, organisations are also short on the time and expertise needed to deliver their desired outcomes.</p> <p>&nbsp;</p> <p>While <a href="">nine-in-ten</a> (87%) public sector workers agree that technology is critical to success, <a href="">half</a> (47%) also said their organisation lacked the digital skills to build a long-term vision.</p> <p>&nbsp;</p> <p>Fortunately, cloud-based capabilities can address much of this heavy-lifting. When managed correctly, the cloud can free public sector organisations from the technical and financial hurdles that traditionally prevent service transformation. With millions of customers, hyperscale cloud platforms like Amazon Web Services (AWS) and Azure have unleashed enormous economies of scale &ndash; dramatically reducing the time, cost and risk associated with IT innovation. Capabilities that would once have only been accessible to the largest and most profitable enterprises are now available to all. The public sector must capitalise on this opportunity.</p> <p>&nbsp;</p> <h3><strong>Failure is an option</strong></h3> <p>Building a digital vision fit for 2020 and beyond requires a new mindset. Public sector organisations should be at liberty to test, trial, fail fast and iterate with the knowledge that not all &lsquo;Digital 2.0&rsquo; services will succeed. However, by dramatically lowering the time and cost of trialling new approaches, the cloud also makes failure acceptable, giving organisations the freedom to test new ideas.</p> <p>&nbsp;</p> <p>Meanwhile, adopting the cloud itself needn&rsquo;t be a risky process. The first step is identifying the right IT strategy and target operating model, as well as building a fully-costed business case.</p> <p>&nbsp;</p> <p>With this clear <a href="">roadmap</a> in hand, organisations can rationalise existing IT systems to ensure they&rsquo;re fit for purpose, correctly sized and still required. This not only reduces the cost of cloud migration, it also makes adoption faster, safer and simpler to manage.</p> <p>&nbsp;</p> <p>With on-going expert support, the cloud&rsquo;s value can then be increased over the long-term: flexibly scaling services up or down, ensuring organisations only pay for what they need, and exploiting new capabilities as they emerge.</p> Digital Health Interoperability in the UK Wed, 20 Jun 2018 14:15:55 +0100 CRM Sync Guest blog by Jeremy Goff, VP International Research, KLAS <p>As the world grows increasingly digital, the distance that divides us shrinks. Few industries showcase this shift more dramatically than healthcare. I say this coming from the United States, where an expensive healthcare model that falls somewhere between &ldquo;flawed&rdquo; and &ldquo;absolutely horrific&rdquo; (depending on how you vote), forces our public debate to look at other nations.</p> <p>This dilemma is one factor driving my enthusiasm for the research KLAS has conducted recently in the UK. We&rsquo;ve just spent the last year scoping, gathering, and delivering research on the state of interoperability within the NHS.</p> <p>As KLAS is a research organisation based in Orem, Utah, USA (don&rsquo;t worry, I&rsquo;ll give you a second to google the place), it took quite a bit of elbow grease to put our traditionally North American&ndash;focused research arm to work across the Atlantic. But thanks to amazing, dedicated healthcare professionals in the NHS, we uncovered some deep insights on the state of NHS interoperability.</p> <p><strong>How Is Data Being Exchanged?</strong></p> <p>From interviews with 141 individuals at 124 different organisations across England, KLAS found that substantial data exchange is happening within the NHS, mostly through 61 local shared records across the country.<br><!-- Mobile Meta --><!-- Bootstrap core CSS --><!-- Font Awesome CSS --><!-- Plugins --><!-- Custom css --><!-- Hotjar Tracking Code for --></p> <p><!--EndFragment--></p> <p><!--StartFragment--><a href=""><img alt="Current Interoperability Method(s)" src=";MaxWidth=600&amp;MaxHeight=600&amp;ScaleUp=false&amp;Quality=High&amp;Method=ResizeFitToAreaArguments&amp;Signature=88DAFF11746D7DE6DC4E167E2918E71E63C6D6AE" title="Current Interoperability Method(s)"></a><!--EndFragment--></p> <p><!-- Mobile Meta --><!-- Bootstrap core CSS --><!-- Font Awesome CSS --><!-- Plugins --><!-- Custom css --><!-- Hotjar Tracking Code for --></p> <p><!--StartFragment-->In large part, respondents told us that orders/results, hospital data/discharge summaries, and GP records are the most exchanged types of data. However, a full 42% of those we spoke with indicated that exchanged data impacts care &ldquo;sometimes&rdquo;, &ldquo;rarely&rdquo;, or &ldquo;never.&rdquo; This doesn&rsquo;t seem too different from interoperability in the USA, where&mdash;when asked about the shortcomings of exchanged data&mdash;62% of respondents say their biggest problem is unwieldly or excessive amounts of data.<!--EndFragment--></p> <p><img alt="" src="//" style="height:504px; width:600px"></p> <p>For many organisations in the UK, the inefficient data exchange they have today is better than nothing, as one head of IT at an STP explained:</p> <p><em>&ldquo;Any information sharing is better than no information sharing. We did a project a few years ago around serious mistakes, [like] where people had died. . . . In every instance, lack of information sharing was a contributing factor. We surprisingly get a lot of value from the HIE. In our outpatient clinics, they do digital dictation, and that information is immediately uploaded into the GP record. We have had patients who were diagnosed with cancer in the morning, and then they went to see their GP in the afternoon, and the GP was able to give the right kind of advice because the GP had the information from that morning. There are numerous stories like that.&rdquo;</em></p> <p>Others&mdash;like Rachel Dunscombe (CIO at Salford Royal NHS Foundation Trust)&mdash;argue that this view is a touch shortsighted: <em>&ldquo;While people may be happy with the[ir] solutions [for interoperability] today, consulting the solution road map will allow them to see whether their suppliers are moving towards the interoperability standards needed to support future requirements.&rdquo; </em></p> <p>While we can celebrate the successes that have been achieved thus far, I agree with Rachel&mdash;going forward, a strategic vision of data exchange will prove invaluable to provider organisations as they work with suppliers on future upgrades and implementations.</p> <p><strong>Are Suppliers Meeting Organisations&rsquo; Needs?</strong></p> <p>In addition to gathering general data surrounding interoperability exchange, KLAS asked study participants to rate the key suppliers with whom they have worked (or attempted to work) in pursuit of their interoperability goals. The average NHS customer rating for this metric is 5.5 (out of 9.0). To put that into context, the average KLAS score across all market segments and questions is 7.0. Andy Kinnear of NHS South, Central and West CSU explained, <em>&ldquo;In England we have created the framework of principles, behaviours, and commitments necessary to create a truly interoperable digital health and care system. The Newcastle declaration, the TechUK Charter, and the INTEROpen movement are all established and have &lsquo;right&rsquo; on their side. What we need now is for the suppliers to adapt their approach and recognise the new future we are all heading towards. Collectively, we could create something truly special and will never have a better chance than this to do it.&rdquo;</em></p> <p>Ultimately, with this research and our future efforts to measure digital care in the UK, KLAS hopes to provide healthcare providers with the knowledge and data they need to drive an informed digital health vision across the NHS. As <a href="">W. Edwards Deming</a> said, <em>&ldquo;Without data, you&rsquo;re just another person with an opinion.&rdquo;</em></p> <p><a href="" target="_blank">This blog was first published on the KLAS website and is republished here with their permission.</a></p> <p><!--EndFragment--></p> <p><!--EndFragment--></p> London Tech Week: Mission Critical Technologies Mon, 18 Jun 2018 16:14:15 +0100 CRM Sync Henry Rex gives his view on Mission Critical Technologies, a public safety expo part of TechXLR8, the headline exhibition of London Tech Week. <p>Mission Critical Technologies is a new addition to London Tech Week. Co-located within TechXLR8, the two day event set out with the intention of exploring the need to drive technology and innovation in public safety.</p> <p>Exploring the emerging tech that will transform the way emergency services keep the public safe, the event was split into two parallel strands, looking at both Back-End and Front-End innovations. This balance worked well, enabling the event to cover all the major themes and technologies needed to generate a comprehensive discussion of the future of public safety.</p> <p>The balance between industry and public sector was also very well struck. Not only in terms of the mix of delegates and speakers, but also in the exhibition stands. Demonstrations from established and emerging suppliers were complemented by stands from emergency services and Government showcasing some of their most ambitious tech initiatives. Perhaps most noticeable of these was the Home Office stand, which was showcasing some of the applications designed to run on the ESN.</p> <p>techUK chaired the session on Front-End Innovation: Unmanned Vehicles and Automation. Hot on the heels of <a href="" target="_blank">techUK&rsquo;s own Drones Futures event</a> the previous day, this session explored the scope of drones to augment public safety in mission critical situations and looked at some national and international case studies.</p> <p>The case for drones to aid the emergency services is perhaps the easiest one to make of all the drones use cases out there. So the real issue is how UK emergency services can take drone use from small pockets of use by a few agencies, and deliver it into the mainstream, making drones business as usual for blue-lights services. Events such as MCT can help bridge that gap, allowing industry and end-users the chance to explore best practice and see the transformative potential of technologies like this.</p> <p>In its first year MCT brought together a good range of public sector users and industry suppliers, and gave all involved an opportunity to immerse themselves in conversations about the technologies that will define how we keep people safe in the future. We&rsquo;re looking forward to what next year&rsquo;s event brings.</p>Contact: <a href=""></a> #DigiLeaders: Profiling Women in Tech by techUK and Baker McKenzie Mon, 18 Jun 2018 13:53:51 +0100 CRM Sync As we kick off Digital Leaders’ Week, Baker McKenzie and techUK are celebrating the great women working in our sector. <p>Women make up only 17% of tech sector workers, but this small cohort is shaking up the industry. As part of our celebration of the amazing women working in our sector, we have interviewed a number of women leading the charge on how they got into tech and what advice they would give to those aspiring to work in the sector.</p> <p>Here are some of these women&rsquo;s advice for those looking to enter the tech sector.</p> <p><a href=""><span style="color:#0000FF">To read the full interviews, please click here.</span></a></p> <h4>Jacqueline de Rojas, techUK</h4> <p>&ldquo;We are creating more jobs than we can fill in tech and our dependency on digital is growing. So this is your opportunity&hellip; as with everything though, it is really important to know&nbsp;what you want or at least be prepared to define it and make it real in your head. Bystander or participant &ndash; you are in control of your own destiny. So many people wonder why their careers aren&rsquo;t going anywhere but if you ask what their vision or ambition for the next role looks like they often say something too vague. Know what you want and go after it!&rdquo;</p> <h4>Amanda Cooper, Thales UK</h4> <p>&ldquo;Research what type of company and working environment suits you, as there are so many options out there now. Always consider an apprenticeship, it&rsquo;s a great way to get into the industry while being paid and without accumulating debt. Release that you can get into tech at any stage of your life &ndash; visit the techUK Returners&rsquo; Hub for more advice!&rdquo;</p> <h4>Narmada Guruswamy, EY</h4> <p>&ldquo;Tech does not mean programming &ndash; anything that enables technology to work falls into this space For example, User Interface Design, which builds the interface between man and machine, is part-science and part-art. From technical writing to podcasts to video game art design, people can get involved in a variety of ways that tap into their strengths.&rdquo;</p> <h4>Hema Marshall, Cisco UK</h4> <p>&ldquo;Don&rsquo;t choose a path, let the path choose you as you will never know where it will take you. If you asked me 2 years ago would I ever go into sales I would have laughed yet today here I am leading a sales organisation.&rdquo;</p>Contact: <a href=""></a> Lifting the Curse of Knowledge Mon, 18 Jun 2018 07:00:00 +0100 CRM Sync Sarah Hinchliffe considers how to fix a recurring reason why our sales proposals fail to hit the mark. <p><strong>Sarah Hinchliffe considers how to fix a recurring reason why our sales proposals fail to hit the mark.</strong></p> <p>As salespeople, we cannot afford to confuse, frustrate or anger our prospects. Yet every day, salespeople and their colleagues the world over are causing exactly those emotions with their writing.</p> <p>Sales proposals are often jam-packed with jargon, business speak, techno-babble and legalese, not to mention bad structure and poorly crafted language. Such documents risk misunderstanding, misinterpretation and false expectation. In the worst cases, your prospect may give up reading, unwilling to waste any more time fathoming what on earth you are offering.</p> <p>As a proposal consultant, I edit reams of written content, often making sense of nonsense. I marvel at how people can write in such a complex, obscure and cryptic fashion. Although some authors love to show off their expertise, most are simply suffering from the curse of knowledge &ndash; labouring under the assumption that their audience has all the knowledge they have.&nbsp;</p> <p><img alt="" src="//" style="float:right; height:162px; width:191px">When writing a proposal, it is easy to get wrapped up in telling the prospect how marvellous we are and describing all the bells and whistles of our product or service. We completely forget to consider who is on the receiving end and whether what we are saying resonates.</p> <p>So, let&rsquo;s unravel the wonderful concept of the curse of knowledge &ndash; how it is cast, how to recognise you or your colleagues are suffering, and how to lift and banish it for forever.</p> <p><span style="color:#0000FF"><strong>Brewing up a potion</strong></span></p> <p>In embarking on this section, I openly admit that I am not a linguist or any flavour of psychologist. In short, we just need to recognise that a lot is going on in our heads that subconsciously influences how we put pen to paper. But here&rsquo;s my layperson&rsquo;s understanding of the complex ingredients of the curse.</p> <p>The first ingredient is &ldquo;chunking&rdquo;. Chunking is one of the methods by which we learn. Think of a chunk as a building block. We assemble our knowledge bank by connecting chunks of information together into larger and more complex chunks - but we sometimes need to disassemble the chunks, so our audience can catch on.</p> <p>Unfortunately, chunking contributes to complex writing. Imagine a banker describing quantitative easing (something few of us had heard of before the financial crash a decade ago) to another banker. It would be easy because they are at the same &lsquo;chunk level&rsquo;. Ask the same banker to explain it to a child and the communication level would have to change. Quantitative easing is only comprehensible if you learn and understand the underlying chunks. Kids get buying and selling, and they&rsquo;ve probably been to a market. From there you can progress to explaining about economies and policies to manage the economy and so no.</p> <p>The second ingredient is &ldquo;functional fixity&rdquo;, the human trait of thinking about things in terms of their function rather than their form. <img alt="" src="//" style="float:right; height:204px; width:310px">Functionally a dinner plate is an object from which to eat a meal. Form-wise, it is a flat-ish, hard, round, easily cleanable surface. Functional fixity matters because it leads to abstract and conceptual writing. Take Steven Pinker&rsquo;s example: &ldquo;Participants were tested under conditions of good to excellent acoustic isolation&rdquo; (functional) as opposed to &ldquo;We tested the students in a quiet room&rdquo; (form). The latter is concrete and clear.</p> <p>Throw into the mix our four final ingredients &ndash; a dash of mindblindness, a pinch of egocentricity, a drizzle of hindsight and a splash of false consensus - and you&rsquo;ve got yourself a tasty potion for prosaic disaster.</p> <p><span style="color:#0000FF"><strong>The curse is cast </strong></span></p> <p>You will know if you have been cursed if your audience fails to understand and engage with your proposal. This will typically be due to some critical symptoms of your writing: incoherence; acronyms and abbreviations; jargon and gobbledygook; complexity and clutter; and abstraction. Examine your own and your colleagues&rsquo; writing carefully to spot if you are afflicted &ndash; or better still, get an opinion from someone you trust.</p> <p>As with many things, admission is the first step to cure. If you have a positive diagnosis, read on.</p> <p><span style="color:#0000FF"><strong>Lifting the curse</strong></span></p> <p>There are some traditional remedies you can use such as &ldquo;put yourself in your customer&rsquo;s shoes&rdquo; and &ldquo;imagine the reader on your shoulder.&rdquo; Who exactly is the audience &ndash; their role, their responsibility, their level of knowledge? Writing with the customer in mind is a good start.</p> <p>Make a working assumption that your customer is reasonably intelligent &ndash; you don&rsquo;t want to dumb your writing down to a na&iuml;ve and condescending level. It&rsquo;s just that they may not understand things to quite the level you do.</p> <p>With that advice in place, let&rsquo;s tackle the individual symptoms.</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <strong>Incoherence </strong></li> </ul><p>Incoherent writing is rambling and disjointed, without logical or meaningful connections. It is typical of someone who knows exactly what they are talking about and simply dumps it onto a page. There&rsquo;s no flow. There doesn&rsquo;t need to be &ndash; it&rsquo;s all just obvious, to them.</p> <p>Incoherence is the first symptom to cure. A business proposal must be structured overall and by section to ensure it addresses all the customer&rsquo;s points and tells your compelling story without losing the plot.</p> <p>The best medicine for incoherence is a content plan. Think of it as a skeleton that you will flesh out &ndash; the bones give it shape and hold it together. Take the time to work out the overall story you want to tell, decide on the sections and the key messages, gather ideas for content that will fit in each section. Check with colleagues that the skeleton is the right shape before crafting the body.</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <strong>Acronyms and abbreviations </strong></li> </ul><p>Contractions and initials are like spots &ndash; they pop up everywhere and need treating individually. No matter how obvious they are to you, always expand acronyms and abbreviations the first time and show the short form in brackets afterwards. Don&rsquo;t leave your customer guessing if ARMS stands for Aviation Resource Management System or an Automated Records Management System or one of almost 200 other options. In a proposal with many sections that may be split up amongst evaluators, repeat this for each section. And consider if a glossary would help.</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <strong>Jargon and gobbledygook</strong></li> </ul><p><img alt="" src="//" style="float:left; height:190px; width:264px">At the heart of the curse, we will find words or expressions used by a profession or group that are difficult for others to understand. These words and expressions get spun into language rendered meaningless to the layperson. Check out the example from Steven Pinker to the left, which simply means &ldquo;the more you eat, the fatter you get&rdquo;.</p> <p>Remember George Orwell&rsquo;s writing rule: &ldquo;Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent.&rdquo; Make sure you write in plain English. If you need to use a specialist term, follow it with a short explanation and an example. &copy; i4 Consultancy and Design Ltd 2018</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Complexity and clutter</li> </ul><p>The curse of knowledge tends to cause prosaic diarrhoea - long sentences with pompous and unnecessary words in abundance. Try this wonderful example on the right. When President Roosevelt saw it, he instructed: <img alt="" src="//" style="float:right; height:190px; width:264px">&ldquo;Tell them, that in buildings where they have to keep the work going to put something across the windows."</p> <p>Focus on getting paragraphs down to one key point and sentences to a sensible average (15-20). In the words of the eminent Professor William Strunk, &ldquo;omit needless words&rdquo;, whether they be adverbs, adjectives or other fluff and bluster. If you choose your words wisely, you can still achieve some personality in your writing and get your point across.</p> <p>To test yourself, use software that will give you readability statistics &ndash; there are various options based on algorithms that assess how easy your prose is to read according to parameters such as sentence length and syllables.</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Abstraction</li> </ul><p>To kill off our final curse symptom, we need to eliminate abstraction. Remember functional fixity? It leads to writing about generalities, ideas, concepts or characteristics. In business proposals, we need to write about real things - objects, events and people. We need to use concrete language with examples and be clear about who is doing what, to whom, when, why and how.</p> <p><span style="color:#0000FF"><strong>Ward off the curse forever </strong></span></p> <p>Having taken all the pills &ndash; or got your colleagues to take them - you should be feeling better, and so should your customers. Your proposal successes should start to increase.</p> <p>Before you breathe a sigh of relief, don&rsquo;t forget, it&rsquo;s easy for the curse to come back. To ward it off forever, keep taking the medicine. Read more. And learn about writing &ndash; there are plenty of great books and videos out there.</p> <p>Check yourself. Take a break, then go back and read your writing again before editing. For a really effective test, try reading out loud.</p> <p>But there is a limit how far you can edit your own work, so get an independent check-up. Get someone else to read it &ndash; someone in your field can assess accuracy and completeness; someone outside your field can review it for readability and comprehension.</p> <p>And remember the readability statistics &ndash; always a useful test. This article is suitable for a 15-year old &ndash; about the right level for a proposal.</p> <p>Oh, and for extra protection, you can always find a white witch - like me!</p> <p>&nbsp;</p> <p><span style="font-size:11px">With thanks to Steve Pinker and his book &ldquo;The Sense of Style&rdquo; for inspiring and informing this article.</span></p> <p><span style="font-size:11px">Sarah Hinchliffe is a Director of i4 Consultancy and Design Ltd, helping companies improve their win rates through sales and bid excellence. See <a href=""><span style="color:#0000FF"></span></a> or email <a href=""><span style="color:#0000FF"></span></a>.&nbsp;</span></p> London Tech Week: Highlights from IoTWorldEurope Fri, 15 Jun 2018 14:53:55 +0100 CRM Sync Matt Evans gives his view on IoT World Europe, part of TechXLR8, the headline exhibition of London Tech Week <p>IoT World Europe landed in London Tech Week with a splash as well as a bang at the Excel Centre. Sprawling over several of the conference halls, it was the place to be if you wanted to try out the latest in AR/VR, understand what the latest developments in IoT or delve into the possibilities that 5G might bring.&nbsp;</p> <p>It was great to chair a session in the Connected Consumer workstream about how we as a sector have to be more successful in meeting the 'challenge of simplicty' - that is, providing consumers with simple to use and resilient services which come from a variety of different sources and providers.&nbsp;</p> <p><img alt="" src="//" style="float:center; height:450px; width:600px"></p> <p>The panel discussion which featured Device Pilot, Mozaiq and Strategy Analytics covered some of the technical challenges of interoperability and interchangeability in the developing IoT ecosystem and covered both the potential standards which may assist in encouraging interoperability. On interoperability it was clear that the panel did not see individual apps for certain devices - say a smart fridge - disappearing as they provided the most tailored service, but that there was clearly a role for a hub approach that covered the most general day-to-day of activities.&nbsp;</p> <p>As to when we might see true interoperability on between IoT devices and services? The panel was split from 'right around the corner' to 'never - but it'll alsways be improving'! Where there was agreement though was that consumer's valued a simple approach and were prepared to pay for it from trusted channels such as telcos or retailers. There were clear exampes&nbsp;with both having the opportunity to deepen their relationship with users in providing&nbsp; both set-up and ongoing assistance of connected home services.&nbsp;</p> <p>Now, onto the splash reference. I confess my attention as Chair was being challenged by this incredible Formula 1 Power Boat.</p> <p><img alt="" src="//" style="height:600px; width:800px"></p> <p>What it's relation to the Internet of Things is, I don't know but I look forward to the VR experience at next year's event!</p>Contact: <a href=""></a> London Tech Week: The week in review Fri, 15 Jun 2018 14:29:47 +0100 CRM Sync Simon Spier, Head of International Trade, reflects on the week as a whole and discusses takeaways from some key events that were attended over the last three days. <p>As London Tech Week draws a close, it safe to say it has been a vibrant, enjoyable and somewhat hectic week. The energetic atmosphere that was created during the launch has not let up. After an action packed Monday and Tuesday, Wednesday provided the opportunity to meet the first Access India Programme cohort at the Indian High Commission.</p> <p>&nbsp;</p> <p>On Thursday I was pleased to join a panel at the Global Ecosystems Summit. (GES). GES provided a platform for global start-up hubs and innovation programmes to showcase their ecosystems. The event provided an opportunity for ecosystem leaders to share and gain insights from each other&rsquo;s experiences and for ecosystem startups and technology companies to find avenues for collaboration, partnerships and investment.&nbsp; Participation ranged from startups/ scaleups, entrepreneurs, accelerators/ incubators, corporate innovation, tech buyers, venture capital, family offices, and trade bodies.</p> <p>&nbsp;</p> <p>I was privileged to join a panel in which we explored resources and opportunities to enable collaboration between companies and ecosystems. The event was very well organised and again showcased the rich talent in London, the UK and indeed around the globe. Following GES, I headed to the London Transport Museum for an event that explored technology in F1 organised by Orange Bus. The event hosted a range of fascinating talks that explored the use for applications of F1 tech to other industries.</p> <p>&nbsp;</p> <p>Today, I had the opportunity to meet with a delegation of excellent India start-ups and players in the ecosystem. We explored opportunities in the UK for them to grow and shared tips with each other on how to make the most out of the UK ecosystem.</p> <p>&nbsp;</p> <p>As anticipated London Tech Week has been intense, fruitful and fun. Bring on next year!</p>Contact: <a href=""></a> techUK comment on relaxation of Tier 2 visas Thu, 14 Jun 2018 10:01:00 +0100 CRM Sync Read techUK Head of Policy for Skills, Innovation and Digital Strategy Vinous Ali's comment on the Government's announcement regarding the relaxation of Tier 2 visas. <p><strong>Commenting on news that the Home Office will announce a relaxation of Tier 2 visa rules, Vinous Ali, Head of Policy at techUK, said:</strong></p> <p>&ldquo;The announcement on Tier 2 visas is hugely welcome. The tech sector in the UK is going from strength to strength. For this is to continue, we need an immigration system that works. Tech workers are some of the most mobile and in-demand professionals in the world. If the UK wants to be a global hub for tech then it needs to be open and attractive to the best tech talent. &nbsp;</p> <p>We hope this announcement marks a new approach from the Home Secretary &ndash; one where the needs of business and our economy come ahead of arbitrary caps and targets. The next challenge will be ensuring we get our future migration system right and we stand ready to work with Government to achieve that goal.&rdquo;</p>Contact: <a href=""></a> Modernising Justice Through Technology, Innovation & Efficiency Wed, 13 Jun 2018 14:40:36 +0100 CRM Sync Reflections from the 14th Annual Modernising Justice Conference, chaired by techUK's Henry Rex. <p>I was delighted to be asked to chair the 14th Annual Modernising Justice Conference, which was held yesterday in the QEII Centre in Westminster. The event brings public servants from across the justice system together with industry leaders, academics, and charities to explore the impact of, and future role of, technology in our justice system.</p> <p>Often when we talk about transforming the justice system, we break it down into a series of business processes, functions, budgets. We talk about customers and end-users. And this conference began with the always useful reminder that this is about justice. There are no customers, or clients, or end users. There are victims, witnesses, defendants, dedicated public servants. A fair and accessible justice system is the bedrock of our civilization, and as we talk about how we can transform and modernize the system, it is vital that we hold this in the front of our minds.</p> <p>The opening keynote speech was delivered by Jerome Glass, the Director of Strategy at the Ministry of Justice, who described the Ministry&rsquo;s work on their long-term vision: <em>Justice 2030</em>. This strategy goes beyond the traditional scope of programmes to transform the justice system, and is looking at a wide range technological and societal developments over the coming decades, and how they might impact the way the state delivers justice.</p> <p>In the years ahead there will be a profound change in the way citizens conduct their daily lives, and how they interact with the state, as technology evolves and demands changes. So it is reassuring that the MoJ is considering what these developments mean for the justice system.</p> <p>Next up was Tom Read, the Chief Digital and Information Officer at the MoJ, who outlined the transformation journey the Ministry has been on over the past couple of years, and how he and his team are redesigning MoJ services for the digital age.</p> <p>The following sessions covered tech transformation across the full gamut of the justice system: from digitally enabling frontline police officers, to improving efficiency and performance in the courts and Crown Prosecutions Service.</p> <p>Transformation is clearly difficult, but the presentations and case studies that we heard at the event demonstrated that the potential prizes are worth the effort. And as valuable as the insights from the formal sessions were, equal value was derived from the great opportunities for networking, providing attendees a chance connect and forge useful connections.</p>Contact: <a href=""></a> Government announce world-first AI Talent Scheme Wed, 13 Jun 2018 14:09:00 +0100 CRM Sync Julian David and other businesses and leaders back a world-first industry and government collaboration to develop the next generation of AI experts in the UK. <p><strong>Commenting on the Government's announcement of an industry and Government&nbsp;collaboration to develop the next generation of AI experts in the UK, techUK CEO Julian David said:</strong></p> <p>&ldquo;Today's announcement is more evidence of the Government's commitment to keep the UK at the forefront of innovation in AI. In building a world-leading framework for digital and data governance, the UK can be a pioneer in the development of responsible AI.</p> <p>We are pleased to see the Centre for Data Ethics and Innovation start to take shape. Industry stands ready to support Roger Taylor in his new role and the consultation process announced today. The Centre has a crucial role to play in creating the&nbsp;right environment for industry, academia, civil society, regulators and policy makers to consider how best to ensure ethical decision making is at the core of all implementations of AI.</p> <p>techUK also welcomes the investment and commitment made by industry and Government in the new industrial masters programme.&nbsp;Building the next generation of UK AI talent is vital to securing the UK&rsquo;s AI future.&rdquo;</p> <p><a href="">Read the Government's full press release here.&nbsp;</a></p>Contact: <a href=""></a>Contact: <a href=""></a> techUK, DigitalEurope & SAP on importance of DPAs following GDPR Wed, 13 Jun 2018 10:25:01 +0100 CRM Sync A letter from Julian David, techUK, Cecilia Bonefeld-Dahl, DIGITALEUROPE and Mathias Cellarius, SAP regarding the important task facing Data Protection Authorities. <p>GDPR took effect across Europe on 25 May 2018, but that is the beginning, not the end. GDPR will be an evolving story and we may not know its impact for some time to come. One of the key tests of GDPR will be in its enforcement by Data Protection Authorities across Europe, who have a significant responsibility to ensure the new rules are applied effectively. They are likely to face challenges in that task.</p> <p>Julian David, CEO, techUK, Cecilia Bonefeld-Dahl, Director General, DIGITALEUROPE and Mathias Cellarius, Global Data Protection Officer, SAP have joined forces to outline the important task facing data protection authorities and call for the relevant resources to tackle that task effectively.</p> <p><em>"GDPR day was a major milestone for Europe. The EU can be proud that it has set the agenda on privacy in the digital age. But the real success of the GDPR will depend on how it is understood, interpreted and enforced.</em></p> <p><em>One of the most immediate consequences of the GDPR is that Europe&rsquo;s Data Protection Authorities (DPAs) are now not only privacy watchdogs but also, in effect, powerful economic regulators. Their actions and decisions will have profound implications for Europe&rsquo;s digitising economy.</em></p> <p><em>To fulfil the Regulation&rsquo;s ambitions, DPAs must give practical meaning to individual rights whilst also supporting the ability of businesses and other organisations to innovate and grow. To this end, they need to do three things:</em></p> <p><em>Firstly, commit to a long-term effort to drive understanding and not just awareness of the GDPR.</em></p> <p><em>Secondly, make themselves open to effective dialogue with stakeholders and organisations within and outside the EU, to ensure a deep understanding of the implications of evolving technology and develop effective solutions to new challenges.</em></p> <p><em>Thirdly, coordinate effectively through the European Data Protection Board and ensure that the &lsquo;One-Stop-Shop&rsquo; for dispute resolution lives up to its name.</em></p> <p><em>All of this will take more resources. Across Europe there are concerns that DPAs are not suitably resourced to ensure GDPR is enforced effectively. The test of GDPR will be in its application and enforcement. Regulators must therefore be in a position to meet that test, which may require additional investment. EU governments should prepare to resource their DPAs to suitable levels now."</em></p>Contact: <a href=""></a> Making interoperability easier through INTEROPen Tue, 12 Jun 2018 14:27:41 +0100 CRM Sync Guest blog by David Hancock, techUK representative on the INTEROPen Board <p>As far back as Hippocrates, health information management has played a fundamental role in patient care, and clinical advances have been entwined with the exponential growth of information management, communication, and analytics technology. Healthcare organizations have deployed information technology (IT) widely to facilitate clinical, business and administrative operations and now have an extensive legacy IT base in place.&nbsp; Today the challenges in health and care are compounded by the increase in long term conditions populations of patients and the fact many have more than one.&nbsp; As healthcare moves from a break-fix model to one of long term condition management, care is now managed by Multi-Disciplinary Teams (MDTs) made up of workers from different Provider organisations using new models of care.</p> <p>As we have moved towards these models of care, it has become quickly apparent that the highest risks of poor quality care and gaps in care occurring is when care is handed over from one Provider to another, or where patient care has to be delivered by a Multi-Disciplinary Team made up of workers from different organisations, who use different systems. Necessary new models of care and health transformation require increased data liquidity and for this to happen, systems must be interoperable.&nbsp; Data must be able to flow throughout the healthcare system easily and securely, which a legacy IT base does not make easy. Information must be quickly available to clinicians, patients and others, whenever and wherever they need it.&nbsp; Interoperability at scale requires standards and as is often said:</p> <p><strong>&ldquo;Healthcare standards are like toothbrushes; everyone says they have them, but nobody is willing to share&rdquo;</strong></p> <p>Therefore we need a set of interoperability standards that suppliers can and will deliver (and share) and that health and care organisations will use.&nbsp; One of the problems with the development and implementation of interoperability standards in the past has been that there has either not been enough of a &ldquo;supply-push&rdquo; of standards that suppliers are bought in to support, or a &ldquo;demand-pull&rdquo; from health and social care organisations.&nbsp; Without having both of these forces in place the development and adoption of standards is going to fail.&nbsp; <a href="" target="_blank">techUK&rsquo;s Interoperability Charter </a>recognised part of this and tried to ensure that the &rdquo;supply-push&rdquo; was correctly defined but it couldn&rsquo;t address the demand pull.</p> <p>So we come to today.&nbsp;How do we obtain the necessary &ldquo;supply-push&rdquo; and &ldquo;demand-pull&rdquo;.&nbsp;This is why <a href="">INTEROPen</a> has been set up.&nbsp;INTEROPen is an OPEN collaboration of individuals, industry, standards organisations, health and care providers, NHS England and NHS Digital, who have agreed to work together to accelerate the development of open standards for interoperability in the health and social care sector.&nbsp; techUK is part of this and I sit on the INTEROPen Board as the techUK representative.</p> <p>INTEROPen aims to provide a forum to collaborate on the design and application of technical interoperability standards. The areas covered by the group include data exchange, data validation, defining APIs and governance. It is an action group whereby members commit to design, validation and demonstration using real systems.&nbsp; Commercial interests are put to one side in the group&rsquo;s activities.&nbsp;</p> <p>INTEROPen is a new way of doing interoperability across Health and Social Care.&nbsp; Ways of working are still evolving, but in my experience it is the best chance we have to actually do this successfully.&nbsp; INTEROPen is now at a point to engage the software supplier community and is about to do this through techUK.&nbsp; &nbsp;</p> <p>INTEROPen wants to form a realistic assessment of where suppliers of IT software to the UK health and care sector, are today; what they are committed to delivering, the challenges they are facing, and the type of support needed. It is intended to offer software suppliers a voice, and you will be invited on multiple occasions to make suggestions and recommendations for change.&nbsp; This is being done with 2 questionnaires that are being issued today.&nbsp; We will send information out to these separately.&nbsp;</p> <p>For those of you whose organisations have not joined INTEROPen, I recommend you consider joining.&nbsp;It costs nothing and you will have the opportunity to influence and shape interoperability and plan it into your products earlier, rather than &ldquo;having interoperability done to you&rdquo;.&nbsp;</p> No.10 announce significant investment in the UK tech industry Tue, 12 Jun 2018 10:26:00 +0100 CRM Sync Read techUK CEO Julian David's response to the Government's announcement, which will provide a £2.3 billion boost to the tech sector and create 1,600 jobs. <p><strong>Commenting on the announcement, Julian David, techUK CEO, said:</strong></p> <p>&ldquo;This is another vote of confidence in the UK tech sector.&nbsp;The billions of pounds of investment and thousands of new jobs shows that the UK remains a global hub for tech. The Government is clearly determined not to abandon the playing field to France and others when it comes to presenting a strong offering to tech entrepreneurs and investors.&nbsp;</p> <p>&ldquo;The Industrial Strategy has been very positive for tech. The challenge is to build on these strong foundations. We need to digitise our economy, grow our domestic digital market and identify new export opportunities.</p> <p>&ldquo;The new start-up visas are a sensible move to encourage those with good ideas to come to the UK.&nbsp;However, start-ups are only one part of UK tech. For many established mid-tier and larger tech companies, there remain serious concerns around Tier 2 visas. We understand that approximately 1,000 tech workers with job offers were refused visas between December 2017 and March 2018. This is a handbrake on economic growth and needs to be urgently addressed.&rdquo;</p>Contact: <a href=""></a>Contact: <a href=""></a> KTP as the most effective route to innovation Tue, 12 Jun 2018 07:00:00 +0100 CRM Sync The KTP scheme supports UK companies to engage with universities and recruit highly motivated research associates, whilst gaining access to academic knowledge, market intelligence, technology and expertise not available in-house. <p><strong>Knowledge Transfer Partnerships (KTPs) have been helping companies innovate and grow in the UK for the last four decades - but there are still many businesses yet to explore the huge benefits it can deliver.</strong></p> <p><strong>Part-funded by a grant</strong>, the KTP scheme supports UK companies to engage with universities and recruit highly motivated research associates, whilst gaining access to academic knowledge, market intelligence, technology and expertise not available in-house. For SMEs the grant rate is 67% of the project cost and for large companies 50%.</p> <p>KTPs enable businesses to bring in new skills and the latest academic thinking to deliver an innovation project through a knowledge-based partnership. This leads to improved performance, productivity and competitiveness.</p> <p>Monika Dabrowska, the KTP Specialist at MSC R&amp;D, is working directly with businesses to access the scheme and connect them with the right academic partners: &ldquo;<em>With subsidised access to university research and facilities, KTPs provide opportunities for companies to forge long-term, strategic relationships with world-class academia.&rdquo;</em></p> <p>According to the five-year 2011-2016 KTP national statistics, business could expect to benefit from a KTP, on average:</p> <ul><li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;60k increase in pre-tax profit during the lifetime of the project;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;600k per annum increase in pre-tax profit for the three years following completion of the project;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;650k per annum increase in exports for the three years following completion of the project;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;300k investment in plant and machinery;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;160k investment in further research and development;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 2 new jobs created;</li> <li>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 20 staff trained.</li> </ul><p>Partnerships can cover any sector and any discipline where there is a need for additional expertise and resources<em>. &ldquo;The remit for KTP projects is wide and includes building robust autonomous robots for compact warehouse applications, embedding knowledge for the effective management and use of information, development an underwater acoustic expertise as well as a new security solution using biometric technology&rdquo;, </em>says Monika.</p> <p>Through the programme, research associates work on projects at companies with the university supervision for one to three years to generate new products, develop markets, improve operating processes and systems or increase sustainability.</p> <p>&nbsp;&nbsp;</p> <p>Monika Dabrowska, KTP Specialist at MSC R&amp;D</p> <p>T: 07460216691 | E: <a href=""></a>&nbsp;| W: <a href=""></a></p> techUK comments on proposed Brexit customs backstop Thu, 07 Jun 2018 15:22:03 +0100 CRM Sync Proposal welcome, but Government must now focus on securing future agreement with EU, not internal agreement on fall back positions. <p><strong>Commenting on the release of the Government&rsquo;s <a href=""><span style="color:#0000FF">proposals for a &lsquo;backstop&rsquo; temporary customs arrangement</span></a>, techUK&rsquo;s Head of Policy for Brexit, International and Economics, Giles Derrington, said:</strong></p> <p><em>&ldquo;The Government&rsquo;s commitment to an all-UK backstop provides a sensible and pragmatic fall-back position. We hope that this can now be agreed with the EU so that progress can be made in negotiations on the Irish border and, crucially, the future partnership. We particularly welcome the clear commitment to remaining within existing EU VAT rules in any backstop process.</em></p> <p><em>&ldquo;However, with fewer than 300 days left until Brexit, tech businesses are conscious that Government cannot spend many more days focused on internally agreeing its fall back positions. There are huge areas of difference between the UK and EU on what a future agreement might look like.&nbsp; Far more time needs to be spent showing businesses that both parties are able to bridge that gap. For fast moving tech businesses, kicking the can even further down the road is not an option."</em></p>Contact: <a href=""></a> Cybersecurity and AI Wed, 06 Jun 2018 09:12:53 +0100 CRM Sync Guest blog: Shankar Narayanan from Tata Consultancy Services discusses the help AI can offer in solving cybersecurity problems. <p><img alt="" src="//" style="float:left; height:400px; margin:5px; width:267px">The phrase &lsquo;data is becoming the new oil&rsquo; has been overused in the last few years. However, with the cyber risk insurance industry anticipated to grow to a $7.5 billion dollar industry by 2020, compared with just $1.7 billion in 2015, the sentiment continues to be relevant. &nbsp;The reason for this growth is to do with the widespread adoption of intelligent devices analysing the data produced by every one of us every time we use a device connected to the internet. In fact, if we keep pace with the current rate of growth, by 2025 there will be over ten times the amount of data in existence than there was in 2016 - <a href=""><span style="color:#0000FF">163 zettabytes, or a trillion gigabytes</span></a>, if that&rsquo;s any easier to get your head around!</p> <p>Data is becoming increasingly valuable. It is imperative that companies make use of the information they gather to better their customer experience. <a href=""><span style="color:#0000FF">89 percent of business buyers</span></a> now expect companies to know what they&rsquo;d like before they even reach out. This is only possible with clever use of data. However, alongside the value put on utilising data held by companies, it is now even more important that companies protect the information that they are entrusted with. &nbsp;</p> <p>Companies now take out bespoke cyber risk insurance policies in order to protect themselves against cyberattacks, and to ensure their businesses are able to cope with any fine they are subject to. However, putting in place business assurances in order to protect the company is only half the battle. Companies must be proactive in ensuring their data is always secure and their systems have the latest malware devices installed. This is where CIOs and CTOs turn to Artificial Intelligence and Intelligent Automation to protect their businesses.</p> <h3>Artificial Intelligence and Intelligent Automation must be embraced</h3> <p>An AI security system does not only prevent initial entry into a system, it is able to analyse the system in real-time, identify anomalies and alert security experts to unexpected events. Today&rsquo;s digital landscape makes AI almost indispensable when it comes to monitoring Big Data, as it can analyse the status of internal systems in seconds. For instance, <a href=""><span style="color:#0000FF">Tata Consultancy Services&rsquo; ignio&trade; system</span></a> empowers IT operations by providing IT engineers with the information they need to prevent cyber-attacks. If, for example, a market research company was to be hit by an IT incident such as a cyber-attack, what would normally take 2-3 hours to identify, mitigate and resolve can take minutes. Not only do these intelligent systems limit the damage attackers can do to a company&rsquo;s system, they also allow insurers to assess the strength of their policy holder&rsquo;s internal systems. The Ignio system is able to identify problems lurking in a company&rsquo;s IT operation and then use its developing &lsquo;brain&rsquo; to figure out how best to fix the issue.</p> <p>For instance&nbsp;IAG, the fifth largest airline group in the world, rely on highly skilled engineers to keep on top of all the IT incidents that inevitably appear. Not only is this expensive, it is also time-consuming, preventing these skilled engineers from improving other areas of the business. Therefore it&rsquo;s easy to see why a system that uses artificial intelligence to do the same job, is an attractive proposition and prevents engineers from simply firefighting. Even though ignio&trade; isn&rsquo;t fully installed yet across the company, it is already cutting maintenance costs. Once fully integrated, it is hoped that approximately 85% of IT incidents at IAG that currently take service teams between 10 and 20 minutes to resolve, will be fixed within two to five minutes &ndash; without any human intervention.&nbsp;</p> <p>There are sure to be those who are skeptical that the best way to deal with IT problems is to install more IT, but AI-based technology is proving to be extremely well-suited for this kind of task. Technology is set to take an ever more central role in almost every kind of business. Reducing the cost of maintaining those systems is in everyone&rsquo;s interests.</p>Contact: <a href=""></a> A cybersecurity MOT for self-driving cars Wed, 06 Jun 2018 08:00:00 +0100 CRM Sync Guest Blog: Daniel O'Neill, Rackspace, unpacks the need to address key cyber and physical challenges in the take-up of connected and autonomous vehicles. <p>We are on the verge of one of the biggest technological revolutions in human history. A development that will change the way cities are designed, the way we exercise, order food, maintain critical infrastructure and even&hellip; drive.</p> <p>This is, of course, thanks to the Internet of Things (IoT), an industrial insurgency that has seen cars continuously begin to look and feel more like computers. Now, with an influx of onboard screens and sensors, they navigate, entertain, brake and even steer autonomously, and will soon drive us, rather than be driven.</p> <p>With over <a href="">1,700 deaths in the UK on the road each year</a> due to human error, driverless cars could potentially save thousands of lives. However, in our modern, interconnected world, as with any new ground-breaking technology, the opportunity is often fraught with risk and vulnerability.</p> <p>As we increasingly digitise the way we work, live and communicate, more and more of the everyday parts of our world are trans-coded into data and connected using the Internet of Things (IoT).&nbsp; This exponentially increases the risks of data being manipulated by cyber-criminals, with major cyber-attacks now regularly hitting the headlines. Where once these attacks just sought to steal credit card information or large amounts of money from major organisations, attacks on infrastructure and the use of weaponised cyber threats have grown in recent years and can now be easily targeted towards individuals.</p> <p>So, what if the &ldquo;IoT device&rdquo; is a self-driving car? Could the promised flood of autonomous vehicles create weapons on the road?</p> <p><strong>Security taking the backseat</strong></p> <p>The excited anticipation of driverless cars, as seen with many IoT devices, has seen security take a backseat, with other design features and a quick delivery pipeline taking priority. To date, there has been greater focus on the physical security implications, which is one of the main benefits of driverless cars, but a compromised brake or steering system could be equally deadly. To realise the benefits of self-driving cars, the cyber security challenges must be addressed with equal significance.</p> <p>Rather than data theft, disruption or defacing, the ability to remotely take control of a vehicle has far more worrying consequences and potential impacts. Whether maliciously programmed or via a functionality bug, a compromised driverless car&rsquo;s server could make the vehicle drive to an isolated location. Why? Hackers can in turn hold the owner to ransom and drive revenue for the return of vehicles, or even present the occupier with potentially physically threatening harm.</p> <p>Much like the rest of the cyber security industry, the opportunities for hackers have moved beyond financial gain. Mass scale autonomous attacks could be leveraged as an "in" to manipulate and control broader networks that connect with autonomous vehicles, such as financial processing of tolls, online parking payment, road sensors, traffic signals and cameras.</p> <p>At the very worst, the potential damage that may happen if someone were to successfully hack a self-driving car is scary. This isn&rsquo;t like breaking into a bank account to steal money or a law firm to steal secrets; a hacker could turn a self-driving car into a devastating terror threat; only the perpetrator could be operating remotely, several thousand miles away, safe from capture or detection.</p> <p><strong>Go full throttle on security</strong></p> <p>When it comes to protecting our connected devices and networks against these attacks, more must be done. Due to the growing scale of threat, the industry is struggling to keep up with the increasing sophistication of attackers. Establishing a framework for securing autonomous vehicles is a challenge and could take years to implement. Any cyber security measures need to be thorough and constantly evolving in line with the latest developments in the cyber threat landscape.</p> <p>Whilst driverless cars will overcome the challenge of parallel parking and traffic jams, before we can truly reap the benefits, the cyber security threats must be addressed. Only now it isn&rsquo;t solely about data, it&rsquo;s arguably also about protecting people.</p> <p style="text-align: center;">On 19<sup>th</sup> June Rackspace is participating in an event with the Bank of England and techUK called <em>Autonomous Vehicles and the Finance Sector &ndash; Monitoring the road to autonomy,&nbsp;</em>along with major insurers and representatives from the automotive sector to press forward the discussion on securing autonomous vehicles. You can find more information <a href="">here</a>.</p> <p>&nbsp;</p> <p><em>Attributable to Daniel O&rsquo;Neill, Head of Rackspace Managed Security, EMEA</em></p> It’s high time to step into the cloud. It needn’t be a leap of faith Tue, 05 Jun 2018 11:38:13 +0100 CRM Sync Guest blog: Sean Grimes, Managing Director of Cloud & IT Services at Agilisys, discusses why there’s never been a better moment for the UK public sector to seize the cloud opportunity. <p>It was almost seven years ago that the UK Cabinet Office outlined its <a href="">Digital by Default agenda</a> and &ldquo;<em>committed to the adoption of cloud computing [to] transform the public sector ICT estate</em>&rdquo;. In the intervening years, digital transformation has triggered an unprecedented rate of change.</p> <p>Today, more agile, efficient and data-driven public services are in greater demand than ever before, due to rising citizen expectations and modern workforce requirements, as well as changing demographics and tighter financial constraints.</p> <p>In the cloud, the UK public sector can deliver modernised digital services fit for the 21st century. At the same time, cloud adoption can drastically reduce public sector spending through mobile working, more effective and efficient services, property rationalisation, legacy system retirement, and more. Indeed, cost reduction is the primary driver for cloud adoption amongst almost <a href=";utm_medium=email">two-thirds (64%)</a> of public sector organisations.</p> <p>As a result, International Data Corporation (IDC) now predicts that demand for public sector cloud-based IT services will increase by <a href="">22.8% this</a> year, six times faster than the growth rate for the IT market as a whole.</p> <p><strong>What&rsquo;s the hold up?</strong></p> <p>With the benefits of the cloud almost universally acknowledged, why are so many in the public sector holding back? More than <a href=";utm_medium=email">a third of organisations (36%)</a> have no plans whatsoever for cloud adoption.</p> <p>For many, it&rsquo;s a question of risk. Naturally enough, IT leaders can be fearful of the unknown. A &ldquo;lift and shift&rdquo; to the cloud may sound simple, but effective design, migration and management also demands new skills and, more importantly, a new mindset. With headlines regularly dominated by the latest data breaches, <a href="">GDPR</a> on the horizon, and the public sector under almost constant scrutiny, it can be tempting to put off change and avoid any chance of decisions going awry.</p> <p>Even amongst the <a href=";utm_medium=email">41% of public sector organisations</a> already using the cloud, concerns &ndash; and in some cases, misconceptions &ndash; around security, migration and on-going management are preventing them from reaping its full benefits. Partial cloud adoption isn&rsquo;t enough. For those organisations who decide to keep critical IT services and workloads in-house &ndash; around <a href=";utm_medium=email">half of cloud adopters</a> &ndash; they are limiting the cost and flexibility gains they can achieve.</p> <p><strong>A path well-trodden</strong></p> <p>Today, reaping the greater cost and service benefits of a wholesale cloud migration needn&rsquo;t be risky. With the right guidance, public sector organisations can make informed decisions that accelerate and streamline the cloud adoption, ultimately building an IT estate that can be managed more cost-effectively and securely.</p> <p>By combining hyperscale cloud and specialist PSN services, public sector organisations can build a complete solution that leaves no legacy infrastructure behind &ndash; maximising cost-savings, agility, security and compliance. While this path is well-established, the most important factor in success is finding the right support.</p> <p>Cloud adoption can indeed be risky if organisations manage migration in-house without sufficient time or transformation experience to make the right choices. Instead, organisations should consider support from cloud specialists, with the expertise to design the right solutions and minimise the time, cost and risks traditionally associated with complex IT transformation. These same partners should also be able to provide on-going cloud management and optimisation &ndash; removing the need for in-house cloud expertise, while also ensuring solutions stay secure, cost-effective, and in tune with requirements.</p> <p><strong>Seize the cloud</strong></p> <p>Those not embracing cloud adoption should remember that even this is a decision in itself &ndash; and it comes with consequences. Change is inevitable. Today, there are more mobile connections <a href="">than people on the planet</a>, <a href="">three billion individuals</a> are online, and we&rsquo;re racing towards <a href="">25 billion</a> connected &lsquo;things&rsquo;. Delay it and you put yourself, your organisation and the citizens you serve at a disadvantage.</p> <p>Public sector organisations still relying on in-house skills to oversee racks and servers will find themselves steadily falling behind access and service quality expectations in the digital age. Issues such as shadow IT, technical debt and capacity shortfalls will begin to mount, as will the management costs for stranded legacy systems. When <a href="">cloud transformation</a> becomes impossible to put off, it will then need to be faced on much tighter timescales, under greater financial pressure and with no margin for error.</p> <p>In contrast, those embracing the cloud today can start reaping cost-savings sooner, while also benefiting from more time to oversee successful transformation, as well as innovate with new capabilities.</p> <p><strong>Make the leap</strong></p> <p>If your organisation still views the cloud as a leap of faith, here are our top five tips for successful transformation:</p> <ul><li><strong>Find the right partner:</strong> <ul style="list-style-type:circle"><li>Rely on experts with a holistic view of the cloud&rsquo;s capabilities and domain expertise in local government, not specialist systems integrators or in-house teams with limited knowledge. The right partner should be able to orchestrate an ecosystem of delivery partners to create the right environment for your needs.</li> </ul></li> </ul><ul><li><strong>Build a clear vision:</strong> <ul style="list-style-type:circle"><li>Work with your expert partner to identify the right IT strategy and target operating model for your organisation, as well as build a fully-costed cloud business case.</li> </ul></li> </ul><ul><li><strong>Rationalise existing IT</strong>: <ul style="list-style-type:circle"><li>Ensure your existing IT systems are fit for purpose, correctly sized and still required to reduce the cost of cloud migration, while also making the process faster, safer and simpler to manage.</li> </ul></li> </ul><ul><li><strong>Avoid half measures:</strong> <ul style="list-style-type:circle"><li>Retaining critical systems in-house will significantly reduce long-term agility and cost-savings. Look for complete solutions that leave no legacy infrastructure behind, for instance collocating specialist infrastructure that cannot be moved to the cloud.</li> </ul></li> </ul><ul><li><strong>Seek on-going support:</strong> <ul style="list-style-type:circle"><li>Expert management can increase the cloud&rsquo;s value over the long-term: flexibly scaling services up or down, ensuring you only pay for what you need, and exploiting new cloud capabilities as they emerge.</li> </ul></li> </ul> Move over telemarketing, there’s a new outbound strategy in town… Tue, 05 Jun 2018 07:00:00 +0100 CRM Sync Guest blog: James Snider, Director Sales & Marketing at Punch! shares his experience <p>Move over telemarketing, there&rsquo;s a new outbound strategy in town&hellip;</p> <p>Not long ago, the word Amazon would first and foremost lead you to thinking of the longest river in the world. Now it is synonymous with an online retailer changing the way we shop and reshaping highstreets across the world. Change is inevitable. Change can be daunting. Change enabled us to crush our quota and generate 20% more sales qualified opportunities last quarter!</p> <p>Here&rsquo;s how...</p> <h2>In the beginning.</h2> <p><a href="" target="_blank">Punch!</a>&nbsp;started life out as a traditional telemarketing agency. We had a formula. 100 calls = 10 Decision Maker Conversations. 10 Decision Maker Conversation = 1 Sales Qualified Lead (SQL).</p> <p>This worked&hellip;for a while, but it stopped working and alarm bells started ringing.</p> <p>We put this down to a shift in buyer &amp; seller power. Hubspot produced a report of the most trusted professions in the EMEA, sales and marketing professionals ranked poorly. Buyers know what they&rsquo;re looking for, have multiple options to choose from and more stakeholders are involved in the buying process</p> <p>There is so much competition, so much content and so much noise bombarding your potential clients, target buyers are finding it hard to differentiate between one vendor to the next.&nbsp; A reported 40% of potential deals end up with the prospect sticking with the status quo and doing nothing.</p> <p>All of which mean spray and pray tactics - such as cold calling - make it near on impossible to break through the noise.</p> <h2>Time for change.</h2> <p>Solely relying on inbound marketing would be a dangerous game to play, after all, what if there are specific companies you want to do business with?&nbsp; Especially when you&rsquo;re targeting Enterprise and Mid-Market.&nbsp; And as highlighted, traditional telemarketing just wasn&rsquo;t going to cut it.</p> <p>The solution? Account-Based Marketing (ABM).</p> <p>While it may seem like a new and radical approach, Account-Based Marketing (ABM) is a lead generation strategy that has actually been leveraged by businesses for many years. It began when marketing professionals tried flipping the traditional marketing triangle on its head, targeting key companies as opposed to trying to target entire industries at once. But what is ABM?</p> <p>The key to ABM is to identify who your key accounts are; the accounts you want to reach out to as a priority ahead of all other prospects. Then design a campaign based around those companies, creating ultra-personalised content for those key accounts. At its very bottom line, it&rsquo;s about quality over quantity.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&ldquo;But does it work?&rdquo; Many a salesperson would cry. Surely targeting fewer accounts runs a greater risk of coming up empty-handed than if you cast a wider net? You don&rsquo;t want to put all your eggs in one basket, right? Well the stats speak for themselves, with the number of companies that fully incorporate ABM into their marketing strategy increasing by 21% at the end of 2016.</p> <p>ABM is all about identifying the correct people at key accounts. Researching them thoroughly. Creating content relevant and interesting to them. Then executing your outreach using multiple channels, such as 1:1 personalised video, social selling, telephone outreach, personalised direct mail and human email.</p> <p>ABM should tie in seamlessly with your Inbound Marketing strategy. Incorporating the same philosophy of a buyer-centric based strategy will ensure that when you reach out to your prospects, they won&rsquo;t feel like you&rsquo;ve interrupted them; instead they will feel like you are helping them in a relevant and personalised way.</p> <p>Account-Based Marketing is the future of B2B outbound.</p> <p>It&rsquo;s relevant and personalised &ndash; which drives 18x more engagement.&nbsp;</p> <p>It&rsquo;s multi-channel, so not just relying on the telephone, but on email, social, video, direct mail, content, landing pages, SMS...basically every channel under the sun!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>And it focuses on building relationships &ndash; on average to secure an Enterprise client, it takes 30-40 touchpoints across a 12 month period.</p> <h2>The case for Account-Based Marketing (ABM).</h2> <p>ABM has actually been around for years, however, with innovations in marketing technology, the strategy has really taken shape in the last two years &ndash; allowing marketers to run personalised outbound campaigns at scale.</p> <p>Instead of targeting an entire industry at once, ABM targets key companies who have expressed <a href="">buying intent</a>.&nbsp;&nbsp;</p> <p>87% of marketers say that ABM provides higher ROI than any other type of marketing and companies that use ABM have 10% higher win rates.&nbsp;</p> <p>ABM builds stronger relationships too. 84% of marketers said ABM had a significant impact on retaining and expanding existing client relationships. Meanwhile, improving customer retention rates can increase profits by 25-95%!</p> <p>As for Punch!? Last quarter, by deploying ABM, we generated 20% more sales qualified opportunities.</p> <p>&nbsp;</p> <p>James Snider</p> <p>Director Sales &amp; Marketing</p> <p>Punch!</p> <p>W: <a href=""></a></p> <p>T: &nbsp;&nbsp;01483 778899&nbsp; |&nbsp; M: 07786 327297</p> <p>E: &nbsp;&nbsp;<a href=""></a></p> <p>&nbsp;</p> <p>Punch! provide Account-Based Marketing which involves finding your right fit accounts, identifying which of the accounts are expressing the most buying intent and then connecting with these accounts by creating and delivering highly impactful stories in a way that provokes engagement.</p> There is more to listening than not talking Tue, 05 Jun 2018 07:00:00 +0100 CRM Sync Blog by Neville Merritt, Director at Pure Potential Development <p>You can&rsquo;t go through sales training without having the importance of listening drummed into you. &ldquo;God gave us two ears and one mouth for a reason,&rdquo; etc. etc. Yet I don&rsquo;t remember ever being taught how to listen in those courses &ndash; developing an understanding of listening skills came much later, through management development and an interest in psychology. I wish I had learned before.</p> <p>My favourite sales quote comes from Cicero (Roman politician, 106-43BC)</p> <p style="text-align: center;"><em>&ldquo;If you wish to persuade me, you must think my thoughts, feel my feelings, and speak my words.&rdquo;</em></p> <p style="text-align: center;">For persuade read influence, and as <a href="">Keenan</a> reminds us, the Number One job of a salesperson is to influence.</p> <p>If we are to influence Cicero, how are we to know what he is thinking and feeling? By listening first. This is where the need for a better understanding of the listening process comes in. It is not enough simply to stop talking and hear what Cicero is saying, as our Selling 101 course would suggest. We need to understand what true listening actually involves.</p> <p>There are many models for listening, and I like simple models best. Think of listening as being three levels of gaming.</p> <p><strong>Level 1</strong> is the base level. You stop talking and the other person starts talking. You hear what they say, but your mind is already planning your next question or heading for the sales pitch that is just busting to be heard. In truth it is not really listening at all. You are just going through the motions.</p> <p><strong>Level 2</strong> is more engaged. You actually are listening to what the other person is saying. You are making little encouraging noises, maybe asking confirmatory questions and taking it all in. But are you really taking it all in? You are listening to Cicero&rsquo;s thoughts and words, but you haven&rsquo;t yet reached his feelings.</p> <p><strong>Level 3</strong> is the whole thing. You are taking in what is not being said, watching the body language, picking up the emotion in the tone of voice. You are also stepping back and observing their interaction with you, and interaction with others. You are starting to have an insight into their feelings. That is so important to a salesperson, because people are influenced through emotion (often justified by logic afterwards).</p> <p>Here&rsquo;s an example. You are selling industrial paint to a manufacturer. You are constantly battling with the buyer over price, and getting nowhere. So you manage to get an appointment with the factory manager. He is looking stressed and his first words are &ldquo;I&rsquo;m busy, I can only spare you a few minutes&rdquo;. You get straight down to it, and after some introductions you ask what is going on today to make him so busy.</p> <p>&ldquo;We are constantly having to reschedule our batch production. Components have to go through the paint shop and if they go through in the afternoon that&rsquo;s fine, they can dry overnight. But if they go through in the morning, we have to hold them back in the</p> <p>&nbsp;</p> <p>afternoon because the paint is still too soft to go to the next production stage.&rdquo; Facts, useful but not the whole story.</p> <p>You ask: &ldquo;Could you install a drying oven to speed up the process?&rdquo;</p> <p>&ldquo;I would have to raise a capital project and I would never get it through the Board. Our CEO is very tight on capital spend and I wouldn&rsquo;t even want to raise the topic with her.&rdquo;</p> <p>He seems agitated, probably a little in awe of the board of directors.</p> <p>&ldquo;But you have discretion on material spend?&rdquo;</p> <p>&ldquo;Oh yes, I have P&amp;L responsibility for the factory. As long as we achieve the output and costs are in line with planned margins that&rsquo;s fine.&rdquo;</p> <p>&ldquo;So if we supplied you with quick drying paint which is only about 10% more expensive, you could move your components within an hour of spraying. That would help you achieve your output targets without having to go to the board with a capital project. How does that sound?&rdquo;</p> <p>Result &ndash; a very satisfied customer, and you know that he feels happier regularly spending more on paint than keeping long-term costs down by battling with his CEO over a drying oven. Your Level 3 listening skills observed his reaction to discussing capital spend with the CEO, and you also noticed a warming of his relationship with you, as he realised you were interested in helping.</p> <p>That is what an understanding of listening skills brings to Sales: stop talking and don&rsquo;t just listen &ndash; engage your Level 3 listening skills.</p> <p>&nbsp;</p> <p>Neville Merritt</p> <p>Director</p> <p>Pure Potential Development Limited</p> <p><a href=""></a></p> techUK UK-EU Data Flows report: an important contribution to debate Mon, 04 Jun 2018 13:38:59 +0100 CRM Sync Ahead of our launch in European Parliament of our report on UK-EU Data Flows, Syed Kamall MEP for London explains the report's importance and the issues it contains. <p><em>Syed Kamall MEP for London is hosting an event in Brussels this week to discuss techUK's &ldquo;Options for the future UK-EU data-sharing relationship" report. In this post he explains the importance of the report and the issues it contains.</em></p> <p>Regulating data-sharing hasn&rsquo;t always been viewed&nbsp;as&nbsp;one of the most glamorous or press-worthy topics; but there has been a real change over recent months in the amount of attention and public scrutiny that this issue has received.</p> <p>Firstly, the scandal surrounding Facebook and Cambridge Analytica brought the issues facing data-handling into the public consciousness. Given that Facebook has an <a href=""><span style="color:#0000FF">estimated 170 million users in Western Europe alone</span></a>, concerns over the use of personal data by tech companies suddenly became a topic for discussion over the dinner table. The &ldquo;Delete Facebook&rdquo; movement was a clear illustration of the business rationale for tech giants to be proactive rather than reactive to crises when it comes to data privacy and data rights.</p> <p>Secondly, we had the build-up to GDPR which (repeatedly) brought the issue to people&rsquo;s email inboxes. Some found the numerous GDPR-related emails annoying and clumsy, whilst others were happy that those persons handling their personal data had to be transparent about what they hold on record, how they came to possess it and how they intend to use it.</p> <p>Ultimately, a lot of the issues we face in the UK are intertwined with European Union regulatory frameworks. The UK&rsquo;s attractiveness as a location for tech companies to invest and set up shop will rely on how free-flowing data is, which will be dependent on our cross-border data sharing agreements with other jurisdictions, especially the EU.</p> <p>The techUK report on &ldquo;Options for the future UK-EU data-sharing relationship&rdquo; is an important contribution to this debate, and acts to underscore the significance for both the UK and the EU to reach a mutually-beneficial agreement.&nbsp;</p> <p>In the short term, reaching an agreement on the transitional arrangements is critical. The risk of a cliff edge would cause significant disruption both to EU and UK businesses, especially larger firms with a footprint across both jurisdictions.</p> <p>Beyond that, we need a more permanent legal framework which provides for the free flow of data based on a continuing adequacy decision such as the EU-US Privacy Shield Agreement. To achieve this will require observing the standards put in place by the EU GDPR. This will be helped by the fact that UK is already applying GDPR standards. It has been made clear by both the main political parties in the UK that Brexit should not lead to a race to the bottom with a legislative bonfire and it is apparent that - like their EU counterparts - UK consumers expect high standards of data protection.</p> <p>What is clear is that whilst there is political will on both sides and backing from the tech and business communities - as with everything - the devil is in the detail. There is a risk that data flows could get lost in the political posturing during the wider negotiations on the future UK-EU relationship, or fall victim to what is a very technical area which intertwines itself within nearly every department of policy-making and EU law.&nbsp;</p> <p>Both the EU and the UK have much to lose and much to gain depending on the outcome. But there is no doubt that we are starting off in a more positive situation than others before us. The UK already applies all of the necessary Data Protection standards as demanded by the EU and crucially has sat through years of negations between the EU and US for Safe Harbour and then the renegotiated and rebranded Privacy Shield.</p> <p>It took almost three years for the EU and the US to negotiate a data flows agreement. An agreement with Japan is expected to take just 18 months due to that country having similar data protection standards to the EU. Therefore, in theory an agreement could be reached much quicker with the UK, but only if the political will is there.&nbsp;</p> <p>So now is the time for both governments and businesses to draw from their previous experiences. We all know what the pitfalls are, we know what the sticking points were, and the causes of delays. That works to everyone&rsquo;s advantage. Reaching an agreement on data flows shouldn&rsquo;t just be about fudging a last-minute deal, but should instead be a real opportunity to build a better future framework for data sharing at a global level.&nbsp;</p>Contact: <a href=""></a> Full STEAM ahead! Mon, 04 Jun 2018 09:47:36 +0100 CRM Sync Encouraging the youth of today to become the tech leaders of tomorrow. By Chris Price, Director, Public Sector & SI, Computacenter. <p><a href=""><img alt="" src="//" style="height:204px; width:400px"></a></p> <p>In technology terms, UK businesses have never had it better. The UK tech sector now accounts for 10 percent of GDP and <a href="">Tech Nation&rsquo;s 2018 annual report</a> revealed that the UK firmly leads in Europe, attracting &pound;28bn in technology investment since 2011, compared with &pound;11bn in France and &pound;9.3bn in Germany.</p> <p>Continuing adoption of cloud and virtualisation technologies and increasing interest in Artificial Intelligence (AI) and machine learning capabilities demonstrates that business leaders are aware of the increased productivity and profitability that&rsquo;s on offer. However, even for those embracing the digital revolution, there remains a significant obstacle to realising the full benefits of modern IT infrastructure technologies.</p> <p>Whilst the IT skills gap is now old news, it&rsquo;s also not going anywhere fast. The deficit of skilled tech experts across the globe continues to grow and with Brexit looming in the UK, the outlook is even more uncertain. Many organisations are looking at short term solutions, such as de-siloing their IT departments to make expertise more broadly available and even outsourcing infrastructure to managed service providers (MSPs), but this doesn&rsquo;t address the core issue. There&rsquo;s still a real need to develop long term solutions to ensure UK businesses and the wider economy remains productive and competitive in the global marketplace in 2019 and beyond.</p> <p><strong>Mind the gap</strong></p> <p>In 2016, the UK House of Commons Science and Technology Committee delivered a <a href="">damning report</a> on the state of the skills gap &ndash; calling the situation a crisis and revealing that even down to the level of ICT teachers, there is a critical shortage of qualified candidates. That same report revealed that in the previous year over 90 percent of tech-based businesses struggled to fill vacancies and that the growing digital skills gap was already affecting their commercial activities.</p> <p>To make matters worse, many of the UK&rsquo;s digital technology businesses have historically <a href="">relied upon talent from the wider European Union</a> and the looming Brexit situation is only projected to starve the economy further of qualified IT professionals and engineers. Present estimates from the UK Government indicate that the digital skills gap is currently costing the UK economy &pound;63 billion a year in lost GDP and as we transition towards an increasingly digital world, addressing the digital skills gap will be crucial to growth across every industry sector.</p> <p>Looking ahead then, there are only two clear paths to sustaining growth and success; providing greater opportunities and incentives to cultivate new STEAM graduates through the UK education system, and creating new jobs for these new workers to excel in.</p> <p><strong>Establishing a meritechracy</strong></p> <p>At Computacenter our experience of the increased demand for tech resources, paired with the huge IT skills gap, led us to start an initiative to build our own homegrown talent. We believe that it is our responsibility to help school and university students across multiple subject disciplines to realise their true abilities and to become everything they could be.</p> <p>In 2007 we established a programme of associate, apprenticeship, and graduate schemes to attract and encourage a diverse range of candidates to become the next generation of engineers and tech leaders, and it has been a resounding success. Since January 2015 alone, Computacenter has employed 142 apprentices, with over half of those in Technology based subjects following structured training and development plans with education and work elements. We also offer young people support through an Industrial Placement Programme, where university students spend 12 months working in a job that may relate to their studies and future career aspirations.</p> <p>Both of these pathways are essential and we feel this demonstrates the level of our commitment to addressing the skills shortage, specifically within IT whilst providing more opportunities for talented young people. With 14 percent of the UK workforce currently aged 28 or under, and having seen a 67 percent retention rate on our programmes to date, we are confident Computacenter is driving this subject right from the top!</p> <p><strong>A brighter future</strong></p> <p>As UK businesses continue to voice their concerns around the growing skills gap, the Government appears to be taking heed of the seriousness of the situation and implementing strategies to attempt to reverse the national skills deficit. However, it&rsquo;s not enough. We will need the entire industry to collaborate and create a long-term solution to address the skills crisis, with a strong focus on training and creating accessible entry level jobs.</p> <p>At Computacenter, we believe that it&rsquo;s necessary for businesses to take a more active role in building and nurturing the talent they need to succeed in the future. Given the increasing demand for &lsquo;job ready&rsquo; applicants, programmes such as apprenticeships and industry placements will prove invaluable in attracting and developing skilled workers who will enable both public and private sector organisations to leverage the latest technologies and achieve their full potential.</p> <p><a href=""><img alt="" src="//" style="height:190px; width:400px"></a></p> <p>Computacenter&nbsp;are sponsors of the 2018 techUK Annual Dinner, taking place at the Royal Lancaster on Wednesday 11 July. For more information and to book tickets please see:&nbsp;<a href="">;</a></p>Contact: <a href=""></a>Contact: <a href=""></a> Public sector apprenticeships: Avoiding a digital skills crash course Fri, 01 Jun 2018 14:03:33 +0100 CRM Sync Guest blog: Eugene O’Driscoll, Agilisys, and Ben Rowland at Arch Apprentices, explain why the public sector should embrace apprenticeships to attract, harness and develop digital skills <p>In an atmosphere of austerity, public sector organisations should be leading by example on digital transformation. Today, there&rsquo;s a revolutionary opportunity to improve citizen services while simultaneously driving cost-savings. However, turning this potential into reality demands scarce digital expertise.</p> <p>Today, <a href="">two-fifths (40%)</a> of public sector organisations lack the skills to deliver on digital transformation. Meanwhile, almost <a href="">a quarter (24%)</a> see a shortage of in-house expertise as a major stumbling block to future-ready IT models, such as the cloud.</p> <p>As a result, public sector organisations can become locked into a vicious cycle: without the skills to drive transformation, they fall behind on IT innovation&mdash;making them less able to attract and retain digital talent in the future.</p> <p>The Government&rsquo;s new <a href="">Apprenticeship Levy</a>, announced just over a year ago, offers a crucial opportunity to break this cycle, enabling organisations to leap into the future by supercharging their investment in digital skills. Launched in April 2017, this major shake-up required UK businesses with annual wage bills of over &pound;3m to pay 0.5% of their payroll cost into a training fund. The Levy was even more significant for public sector organisations, with those employing more than 250 people required to have at least 2.3% of staff start an apprenticeship each year.</p> <p>One year on, the public sector is still getting to grips with the Levy&rsquo;s repercussions. While the initiative certainly has the potential to upskill the UK&rsquo;s workforce and fuel economic growth over the long-term, it also means staff spending more time away from work today&mdash;with knock-on implications for recruitment, salaries and more. The service has also been criticised for its complexity, with many commentators calling for more clarity and flexibility.</p> <p>However, with more than <a href="">20,000 businesses</a> paying into the Levy and some <a href="">&pound;1.39bn</a> already raised, there&rsquo;s no doubt public sector organisations should be capitalising on the fund to develop much-needed digital skills. To deliver tangible returns, the Levy&rsquo;s costs must be converted into professional-grade training.</p> <p>By driving investment into relevant and essential skills linked to serious career paths, the Levy can erode the perception of apprenticeships as &lsquo;lightweight&rsquo; qualifications&mdash;particularly in comparison to university education. With fully accredited programmes now available at up to the equivalent of a master&rsquo;s degree, apprenticeships could become the gold standard for qualifications&mdash;not just inside work, but across all higher education.</p> <p>The opportunity to start work straight out of school and receive on the job training without getting into debt is understandably appealing to the next generation. However, apprenticeships aren&rsquo;t only for new employees. Organisations can also draw upon the Levy to upskill or retrain existing staff, with a wealth of programmes available for every skill level and age group.</p> <p>With professional providers offering recognised accreditations across a myriad of different disciplines, public sector organisations can also harness apprenticeships to train staff to meet their specific requirements for digital transformation.</p> <p>Today, we&rsquo;re partnering with many local authorities to harness the Apprenticeship Levy and address the digital skills gap. For instance, we&rsquo;re hosting training workshops with <a href="">the City of London Corporation</a> to drive digital inclusion, as well as creating work experience placements for 14 to 18-year olds attending academies in the capital&rsquo;s inner-city boroughs. We&rsquo;re also helping the public sector build the digital workforce of tomorrow, today&mdash;providing high-quality apprenticeships spanning a huge variety of skillsets, including digital, IT and data.</p> <p>When it comes to harnessing the skills essential to digital transformation&nbsp;we believe apprenticeships are the right path for the public sector &mdash; not a crash course.</p> AI provides efficiency in corporate investigations Wed, 30 May 2018 11:18:00 +0100 CRM Sync Guest blog: Zachary Adams from Squire Patton Boggs outlines how organisations can utilise AI in internal investigations. <p><img alt="" src="//" style="float:left; height:267px; margin:5px; width:400px">The use of artificial intelligence has made major inroads in internal and government investigations in recent years. The breadth and scope of corporate data being generated has created numerous opportunities for investigators seeking information in relation to criminal, civil and regulatory cases. AI can drive efficiency in investigations and help to promote regulatory compliance.</p> <p>The most effective use of AI in investigations couple continuous active learning technology with concept clustering to discover the most relevant data in documents, emails, text and other sources. Continuous active learning allows AI to recognize keywords and patterns in data and then learn and adapt from that information. As AI continues to evolve and improve over the lifespan of the project, the benefits of an effectively implemented approach will also increase.</p> <p>In-house and external counsel and compliance teams are now relying on AI technology in response to government investigations, but also increasingly to identify risks before they escalate to that stage. For example,&nbsp;AI is been used by financial institutions to monitor transactions, allowing them to identify possibly instances of fraud, embezzlement, insider trading, or money laundering.</p> <p>Regulatory authorities across the world are also ramping up their use of AI technology for enforcement and supervisory monitoring. Just last year, the Financial Conduct Authority announced that they were seeking new data science tools to support its industry oversight, while the Serious Fraud Office has been utilising AI to target financial crime and corruption. In the US, the Securities and Exchange Commission has similarly embraced AI and behavioral analytics to augment its enforcement activity.</p> <p>In addition to using such technology themselves, enforcement authorities are beginning to encourage, and in some instances expect, companies to utilize these tools as part of an effective internal investigation. This includes ensuring that companies conducting internal investigations are being as thorough and diligent as possible in their use of such technology. The regulator will need to understand why AI makes sense for that specific matter, the technology being employed, the various sources of data that were incorporated, and the oversight, supervision and quality control processes in place.</p> <p>There are a number of concerns to consider before implementing an AI strategy. For example, companies and their counsel should be mindful of the fact that the government often has access to multiple sources of documents and data during the course of an investigation and that this information can be used to independently verify the quality and output of the AI methodology. These other sources could include counterparties to a transaction, financial institutions and individual witnesses. Additionally, local banking secrecy or data privacy laws often place substantial restrictions on cross-border data transfers. As AI relies on underlying data that may be subject to these restrictions, the technical data team must intimately understand the data being incorporated into the algorithm.<br><br> It is therefore essential that the technical data, legal and compliance teams work together when integrating AI into an internal investigation. Each company will have its own method of storing data, differentiating legacy data and linking data that originates from different systems. Every investigation will have its own set of facts and pertinent legal issues. The increased use of AI technology may be seen as daunting, but the explosion of corporate data only amplifies the need for more efficient corporate investigation tools.</p>Contact: <a href=""></a> Diversify and conquer: Takeaways from the Diversity in Tech conference Tue, 29 May 2018 14:37:00 +0100 CRM Sync Read what Programme Assistant Rebecca Francis took away from the 2018 Diversity in Tech conference and how it can apply to your business. <p>On Thursday 24 May, I attended the Diversity in Tech conference bringing together individuals and organisations from all parts of the tech sector for a day of talks and workshops. With over 500 attendees and 30 speakers from companies including JP Morgan, ASOS, Credit Suisse, Accenture and Uber, there were plenty of takeaways for anyone wanting to make their business not only a better place to work, but also a more successful one.</p> <p>Here are a few of the themes that emerged throughout the day: &nbsp;</p> <h3>&nbsp; &nbsp; &nbsp;1)&nbsp; Don&rsquo;t be afraid to have an open conversation</h3> <p>A common thread in many of the talks was the need for an open conversation, as event chair David McQueen said, &ldquo;when we&rsquo;re talking about diversity, no one needs to feel guilty.&rdquo; Rather than shying away from talking about diversity to avoid possible conflict, workplaces should actively engage to develop the tools necessary to work through any possible conflict and allow for an open, frank but always respectful conversation about diversity and how to improve it. Don&rsquo;t be afraid of being &lsquo;wrong&rsquo; &ndash; be open to learning more and growing in the future.</p> <h3>&nbsp; &nbsp; &nbsp;2)&nbsp; There are many types of diversity</h3> <p>A refreshing aspect of the conference was the way in which a wide range of diversity was profiled. When we talk about diversity in the tech sector, we often focus on encouraging women in STEM, or on the gender pay gap. While these are obviously issues the tech sector needs to address, there are many types of diversity that businesses should keep in mind. What are you doing to encourage BAME employees? Is your workplace environment inclusive to LGBTQ people? Have you demonstrated that positive mental health is a priority for you? Diversity is about continuously listening to your employees and&nbsp;considering where your business may be failing certain groups.</p> <h3>&nbsp; &nbsp; &nbsp;3)&nbsp; Focus on diversity and inclusion</h3> <p>Diversity policies are nothing without creating a company culture built on inclusion. Companies must create an inclusive environment before &lsquo;ticking the diversity box.&rsquo; As Farrah Qureshi from Global Diversity Practice put it, &ldquo;diversity is about making the numbers count, inclusion is about making everybody count.&rdquo; Encouraging diversity in your workplace is only the first step. Once the diversity policy is in place, company culture may also need to change. Encourage employees to speak their minds and express their differences in the workplace. Ensure that everyone&rsquo;s individual talents are acknowledged and maximised, rather than trying to force them into a preconceived notion of how a job should be done.</p> <h3>&nbsp; &nbsp; &nbsp;4)&nbsp; Make sure your policies have substance</h3> <p>It&rsquo;s important to make sure your business&rsquo; diversity measures are not simply paying lip service to the problem. Sure, your workplace might acknowledge International Women&rsquo;s Day, but is it making concrete, proactive steps to close their gender pay gap or encourage new women hires? Diversity measures are about tackling an issue, not just improving your brand's image.</p> <h3>&nbsp; &nbsp; &nbsp;5)&nbsp; More diverse businesses are more successful ones&nbsp;&nbsp;&nbsp;&nbsp;</h3> <p>Finally, if you&rsquo;re still looking for an incentive to prioritise diversity, keep in mind that it not only makes moral and ethical sense, but business sense too. Not only will an increasingly diverse workforce who feel accepted in their workplace bring new perspectives and innovative ideas, but boards with higher levels of diversity have been shown to outperform more homogenous ones and companies with higher diversity have been shown to have higher productivity and profitability. In 2018, there really is no excuse for companies to not be prioritising diversity and inclusion &ndash; so why not start now?</p> <p>&nbsp;</p> <p>&nbsp;</p>Contact: <a href=""></a>Contact: <a href=""></a> Powering potential – the productivity paradox Tue, 29 May 2018 10:18:00 +0100 CRM Sync Guest blog: Susan Bowen from Cogeco Peer 1 discusses the results of Cogeco Peer 1's study into what businesses look for in a primary IT vendor. <p><img alt="" src="//" style="float:left; height:277px; margin:5px; width:400px">Technology has been a vast disruptor for businesses over the past 20 years, redefining how they function and making the impossible, possible. In fact, technology has become fundamental to effective business operations and a key component in every aspect of the organisation irrespective of industry.</p> <p>But has that technology made us more efficient?&nbsp; The fact that the UK was twice as productive as a country in 1949 than it was in 2016* might suggest otherwise. &nbsp;What isn&rsquo;t in doubt, however, is that processes that would previously have taken days or weeks&nbsp;can now be done in a matter of seconds.&nbsp; While this should increase the overall efficiency of the business, in reality it often creates issues, bringing with it unforeseen hazards and problems. &nbsp;</p> <p>The key to unravelling this paradox is to understand exactly how technology assists organisations, as well as the role partners play in helping businesses reach their full potential. To shed light on this matter, Cogeco Peer 1 have commissioned a study canvassing the opinions of 150 IT decision-makers across retail, financial services, media, business services and higher education.</p> <p>The study highlighted the importance of good customer service, revealing that 85% of IT decision-makers believe that their organisation&rsquo;s primary IT vendor could improve its service, with around a quarter (25%) stating that service was the most important factor to them. With that being said, only 14% of respondents stated that they were actually satisfied with the current service that they receive.</p> <p>Even more surprisingly, the research reveals that when it comes to pricing, businesses are not necessarily looking for those providers willing to engage in a race to the bottom. Although price does remain a concern, especially with budgets tightening in light of uncertainty around Brexit, IT professionals are increasingly recognising the need for strong scalability capability, to cope with the peaks and troughs that they experience.</p> <p>It seems when it comes to what IT decision-makers look for in an IT vendor, good customer service is the overarching priority, but this is often overlooked in favour of competitive pricing and new products in the IT markets. &nbsp;Vendors need to reconnect with their customers and realise that elements such as dedicated technical account managers, fast responses to enquiries and 24/7 support are what really matter and add value to their business.</p> <p>* Office of National Statistics GDP measurements</p> <p>For more information regarding the study, visit:&nbsp;<a href=""><span style="color:#0000FF"></span></a></p>Contact: <a href=""></a> Strong data protection laws will help build trust Fri, 25 May 2018 16:00:00 +0100 CRM Sync techUK’s Policy Manager for Data Protection, Jeremy Lilley, looks at the importance of GDPR for building trust in the digital economy. <p><img alt="" src="//" style="float:left; height:225px; margin:5px; width:400px">Today is the day! The EU&rsquo;s General Data Protection Regulation (GDPR) and the UK&rsquo;s Data Protection Act 2018 take effect today. It is a moment a lot of people have been anticipating for many years since discussions on updating data protection rules began six years ago.&nbsp;&nbsp;</p> <p>It is a significant and historic moment in the development of data protection rules. The GDPR represents the most fundamental reform of data protection law in over twenty years.&nbsp;&nbsp;</p> <p>GDPR no doubt isn&rsquo;t perfect and represents additional burdens on companies that hold and process personal data. However, on the day GDPR takes effect, I want to focus on one of the key opportunities that GDPR brings. Building trust and confidence in the digital economy.&nbsp;&nbsp;</p> <p>The UK&rsquo;s data economy is expected to be worth &pound;241 billion by 20201&nbsp;creating hundreds of thousands of new jobs. The potential use and value of data is vast. From improved customer insights, delivering more tailored goods and services, to improving business efficiency and understanding diagnosis and treatments in healthcare. However, that will only be realised if people have trust and confidence in the way their personal information is being used. These are all elements that will be improved under the GDPR.&nbsp;</p> <p>An important part of building trust and confidence is ensuring that people feel they have control over their personal data. GDPR provides citizens with some of the necessary tools to understand and control how their information is being used by different organisations. We have already seen some of the benefits for citizens who have been receiving no doubt numerous emails asking for consent to continue receiving marketing emails. I suspect there will be plenty of people happy to see the back of some of these marketing emails.&nbsp;&nbsp;</p> <p>Data subjects (i.e. citizens) will now have greater rights over access, correction, deletion and portability. This should help people better understand how their information is being used and control who has their information in a more efficient way. This change is unlikely to be seen over night. GDPR will take time to &lsquo;bed-in&rsquo; while people get to grips with the new rules. But today is the starting point on that journey to citizens having greater control.&nbsp;&nbsp;</p> <p>With people understanding how their data is being used and seeing the benefits and value for themselves by interacting with their information more,&nbsp;greater&nbsp;trust&nbsp;will hopefully be developed. This, in turn, should allow the UK to reap the benefits of the data revolution, while bring everyone on the journey.&nbsp;&nbsp;</p> <p>We should also be clear and realistic about the changes GDPR will bring. Misinformation about the new rules could be just as damaging for trust as not having the new rights at all. None of the GDPR rights are absolute rights. There will be some circumstances where a request for deletion will be refused, if there are legitimate reasons for doing so. Government, for example, are not about to delete all the information they have on people because it is needed to deliver services. Similarly, contracts people have&nbsp;entered into&nbsp;will still require a certain amount of personal data to be retained. There are six legal bases for processing personal data. The users&rsquo; consent is just one of them. It is important that people understand some of the limitations on the new rights, so they are not lulled into a false sense of illusion.&nbsp;&nbsp;</p> <p>However, that said, GDPR does provide greater opportunities for people to control how their information is used. As I have argued here, that in turn should lead to a greater amount of trust and confidence in the way data is increasingly used, for positive reasons, in the digital economy. Establishing a culture of data trust and confidence in the UK will allow us to fully realise the benefits from the better use of data.&nbsp;&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Top 6 misconceptions about GDPR Fri, 25 May 2018 15:35:00 +0100 CRM Sync Guest blog: Read Cisco’s summary of some GDPR FAQs, with some practical answers for anyone who is currently on the path to GDPR compliance. <h3><img alt="" src="//" style="float:left; height:95px; margin:1px; width:83px">1 - I only have to worry about GDPR if I get breached, right?</h3> <p>Not true. Privacy and GDPR related questions are now common in a B2B environment, and poor responses will be a commercial inhibitor. Furthermore, citizens have new rights that they will try to exercise; poor preparedness to deliver against those rights will incur considerable overheads. Finally, let&rsquo;s not forget that European authorities also have the right to audit organisations at their discretion, not only before or after an attack.</p> <h3><img alt="" src="//" style="float:right; height:139px; margin:1px; width:100px">2 - Where does GDPR give me the list of security things that I need to do?</h3> <p>It doesn&rsquo;t. If you&rsquo;re hoping for a list of dos and do nots, unfortunately you&rsquo;re out of luck. GDPR defines outcomes, not the means of delivering them. It also demands proper consideration and shouldn&rsquo;t be approached with a tick-box mentality. Additionally, Security is a strong component within GDPR, but it definitely isn&rsquo;t the only one. Equally important is to ensure that the information that you&rsquo;re trying to protect has been acquired legitimately and is being used appropriately.</p> <h3><img alt="" src="//" style="float:left; height:100px; margin:1px; width:165px">3 - What products do I buy to be GDPR compliant?</h3> <p>Wrong question! Worse than that; a dangerous question. GDPR imposes a positive approach to privacy on the organisation and security needs to be considered wherever personal information is present. Buying an &ldquo;edge&rdquo; product isn&rsquo;t going to make you compliant, but building out the right balance of process, education and technology will.</p> <h3><img alt="" src="//" style="float:right; height:97px; margin:1px; width:100px">4 - It is a European thing, so Brexit gets us out of it, surely?</h3> <p>This is a slightly evolving landscape right now, but the minimum that should be anticipated in British law is parity to GDPR. Some quarters in British politics are pursuing even stricter standards. GDPR encourages a more mature approach to data privacy and one that is woven in to the fabric of an organisation. This is a very good thing!</p> <h3><img alt="" src="//" style="float:left; height:103px; margin:1px; width:100px">5 - Tell me about those fines again?</h3> <p>Potentially big; 4% of global turnover in the worst instance, per significant infringement. There will be some proportionality shown; the size of the infringement, effectiveness of reporting, the scale of the effort made to be compliant, the type of information lost, the type of organisation being fined. However, all indications are that each respective organisation being fined are likely to find the experience painful, by their own relative terms.</p> <h3><img alt="" src="//" style="float:right; height:102px; margin:1px; width:140px">6 - Didn&rsquo;t the EU already have laws on this front? Surely I&rsquo;m compliant already?</h3> <p>Across EU member states the laws were inconsistent, openly flouted, somewhat weak and with insignificant consequences for failure. GDPR raises the bar, standardises across member states and has a much more robust fining system to better encourage compliance. It&rsquo;s a much more robust landscape than before, and organisations simply must make it a very serious priority.</p> <p>&nbsp;</p> <p>For more GDPR support, <a href=""><span style="color:#0000FF">visit Cisco&rsquo;s website,</span></a> or <a href=""><span style="color:#0000FF">look at GDPR in more detail with Cisco&rsquo;s handy video</span></a>.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.&nbsp;</em></span></a></p>Contact: <a href=""></a> We’re all data subjects – so what can we expect under GDPR? Fri, 25 May 2018 12:30:00 +0100 CRM Sync Guest blog: Corsham Institute’s Maeve Walsh looks at the incentives for getting GDPR right – for all of us. <p><img alt="" src="//" style="float:left; height:267px; margin:5px; width:400px">GDPR is a complex framework of requirements. But, having been available two years ahead of its introduction, many businesses are only now coming to terms with it. What&rsquo;s taken them so long? At its heart is the principle of &ldquo;data privacy by design and default&rdquo;, which requires that considerations for the safe and secure processing of personal data are understood before those activities can take place. It introduces a greater set of rights for data subjects, allowing each citizen more visibility and control over why, how and where their personal data is processed. With potential fines as high as &pound;17m/&euro;20m if companies don&rsquo;t comply or there is a breach, there is a huge incentive to take GDPR seriously.</p> <p>Let&rsquo;s take a look at one specific sector. Over the last 20 years, online retail has boomed. Supply businesses are now regularly processing the personal data of millions of customers. That personal data is probably being processed by many different parts of their business: the back-office IT function, the staff who prepare and dispatch the order, those who take payment information, delivery staff and, in some situations, returns handling teams. It&rsquo;s essential that data processing activities are properly mapped out and adjusted to ensure &ldquo;data minimisation&rdquo; &ndash; but do all staff need to see every component of the customer&rsquo;s transaction data? How can this be reduced to lower the risks? Is automated processing of personal data any more secure than manual intervention by staff?</p> <p>Under GDPR, customers will rightly expect to have a clear and unambiguous understanding of why they are submitting their personal data, who will have access to it (both people and IT systems), and how it will be kept securely. This requires a review of Privacy Notices, and the clauses within the standard terms and conditions that communicate information about the need to process personal data. GDPR specifies six possible reasons why personal data may need to be processed, and at least one of these needs to be valid for the processing to be lawful. In our earlier example, the supply of goods or services to a customer is likely to be based upon &ldquo;a contract with the data subject&rdquo; or alternatively &ldquo;the explicit consent of the data subject&rdquo;.</p> <p>For other data-processing activities, such as direct marketing to an existing customer base, the basis of &ldquo;legitimate interests of the business&rdquo; will probably be most appropriate, but care needs to be exercised to ensure that the interests of the business do not exceed the rights of the data subjects. Continuing the retail theme, with a growing number of businesses providing customer loyalty schemes that collect data whenever a customer makes a purchase, there is a clear need to understand:</p> <ol><li>Whether customers understand how their personal data will be used within such schemes, for example to understand their retail habits and interests</li> <li>How to deliver customers&rsquo; rights, if they request that they do not want to receive direct marketing communications, or if they object to any automated decision-making activities</li> <li>How any third parties engaged to deliver &ldquo;big data&rdquo; analysis services are selected, and that they can also safeguard the personal data shared with them</li> <li>How the details of any selected third parties are shared with customers (e.g. within Privacy Notices).</li> </ol><p>So, it&rsquo;s an understatement to say that GDPR is requiring significant focus and effort from all businesses. But it is entirely appropriate for the level of routine, daily personal data processing in today&rsquo;s world. Each one of us is a data subject, and we should all have a reasonable expectation that our personal data is being kept securely, processed only for purposes we understand, and promptly deleted when no longer needed.</p> <p>That&rsquo;s not too much to ask, is it?</p> <p><em>A <a href=""><span style="color:#0000FF">longer version of this article</span></a> appeared on the Corsham Institute and RAND Europe Observatory for a Connected Society, the first mobile and web platform bringing together all the latest research, insight and comment on digital policy and tech developments.</em></p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> The GDPR and beyond: privacy, transparency and the law Fri, 25 May 2018 11:31:00 +0100 CRM Sync Guest video: Watch UK Information Commissioner Elizabeth Denham give a talk on data ethics and GDPR. <p><iframe frameborder="0" height="315" src="" width="560"></iframe></p> <p>&nbsp;</p> <p>Elizabeth Denham spoke at the Alan Turing Institute on 23 March as part of its event&nbsp;<em>The GDPR and Beyond: Privacy, Transparency and the Law</em>. Ms Denham&rsquo;s speech looked at how developments in Artificial Intelligence must take privacy into account.</p> <p><a href=""><span style="color:#0000FF"><em>For a transcript of the speech and more, view this video on ICO's website.</em></span></a></p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Getting to grips with GDPR: The right to be informed Fri, 25 May 2018 09:23:19 +0100 CRM Sync Guest blog: Emma Butler from Yoti outlines one of the most important rights that GDPR offers - the right to be informed. <p><img alt="" src="//" style="float:right; height:361px; margin:5px; width:350px"><a href=""><span style="color:#0000FF"><em>This blog was originally posted on Yoti's website.</em></span></a></p> <p>GDPR puts a strong emphasis on transparency and as a result, unlike current law, these obligations are now listed as an individual right.</p> <p>As well as setting out what information organisations have to provide to individuals, GDPR sets out requirements for how to communicate that information. Specifically, organisations must provide information:</p> <ul><li>in a way that is clear, transparent, easy to understand and easily accessible;</li> <li>using clear and plain language;</li> <li>in writing, or by other means, including, where appropriate, electronically.</li> </ul><p>GDPR is also clear that the need to communicate in &lsquo;clear and plain language&rsquo; is particularly important for any information aimed specifically at children. Some organisations are therefore looking at whether they need to rewrite their privacy information so it can be understood by children, or even to provide a separate version.</p> <h3>So what do organisations now need to tell you?</h3> <p>GDPR distinguishes between where you get personal information directly from a person and where you get it from elsewhere in terms of what you need to tell people. However, in reality, it&rsquo;s broadly all the same information apart from one or two things. However organisations decide to tell you, they should make you aware of the following.</p> <ul><li>Who they are and how to contact them, including how to contact their data protection officer, if they have one.</li> <li>What personal information they collect from or about you, and what they do with it.</li> <li>Who or what types or organisations they share your personal information with, if any.</li> <li>How long they keep your personal information for, or the criteria they use to decide on that.</li> <li>If they intend to transfer your personal information to a country outside the EU, and how they make that transfer compliant.</li> <li>Whether they carry out any automated decision-making using your personal information, meaningful information about the logic involved, and the significance and consequences to you of this automated decision.</li> <li>The rights you have, including the right to complain to the data protection regulator.</li> <li>What lawful basis they are using. Where this is your consent, that you have the right to withdraw it at any time. Where it is in their legitimate business interests to use your personal information, what those interests are.</li> <li>When they get personal information directly from you: whether it&rsquo;s mandatory or voluntary to provide it (to get the product/service), and the possible consequences if you don&rsquo;t.</li> <li>When they get personal information about you from somewhere else: where they got it from and whether it came from publicly accessible sources.</li> </ul><h3>When do organisations need to give you this information?</h3> <p>If they are getting the personal information from you directly: at the same time.</p> <p>Rather than giving you a lot of information to read, organisations should get creative and tell you what you need to know, when you need to know it, and give you the ability to find out more details if you want to. Consumers will have more meaningful interactions with organisations and better relationships if they have the most relevant information at the right time.</p> <p>If the organisation gets the personal information from elsewhere: within a reasonable period of time afterwards, but within one month at the latest.</p> <p>If they intend to use the personal information they collected to communicate with you: in that first communication at the latest.</p> <p>If they intend to disclose the personal information to another person or organisation: at the time of that first disclosure, at the latest.</p> <h3>Do organisations always need to provide this information?</h3> <p>There are some scenarios where organisations don&rsquo;t have to provide you with the information. Regardless of where they get the personal information from, they don&rsquo;t need to provide you with any information that you already have.</p> <p>Where an organisation gets your information from somewhere else, there are some specific circumstances where they don&rsquo;t need to provide you all the information. These are things like where it is impossible or extremely difficult, such as where they have no contact details for you. In these cases the organisation instead has to take other appropriate steps. This could be by making the information publicly available, such as in a privacy notice.</p> <p>The UK&rsquo;s draft Data Protection Bill to implement GDPR is currently being finalised but the current version maintains the exemptions in current law that mean that an organisation may not have to provide you with some information in certain circumstances.</p> <h3>So what does all this mean?</h3> <p>As organisations work to comply with GDPR you may find they send you or alert you to updated privacy notices setting out how they collect and use your personal information. Many people don&rsquo;t bother to read privacy notices, and you may think that a lot of the information provided is not interesting or relevant to you. However, organisations should be making the information clearer and it should be easier to find details that do interest you. Understanding how organisations use your personal information helps you decide whether to trust them with it.</p> <h3>What is Yoti doing?</h3> <p>Transparency is one of our core business principles, so we try very hard to make our privacy information as plain English as possible, so everyone can understand it. We are though also looking at testing it with under 18s and discussing whether we can simplify it further or if we need a children&rsquo;s version.</p> <p>We try to give you as much information as we can in the app at the point where we ask for your information, with links to find out more. We plan to keep improving this over time and learn from feedback from user testing. We also try to structure our website privacy policy in a way that makes most sense to the user, with clear headings. As we develop more products and services we will need to make sure that you can easily find the right information for the product or service you are using, rather than having to wade through pages of text to find what you&rsquo;re looking for. We&rsquo;re currently looking at how we can improve our privacy notice so you will see some changes over the coming months.</p> <p>You can contact our Data Protection Officer on&nbsp;<a href=""><span style="color:#0000FF"></span></a>.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> The Spectrum behind the success of the Royal Wedding Thu, 24 May 2018 16:57:34 +0100 CRM Sync A speculative look at the use of spectrum during the Royal Wedding which made the day a success <p><strong>Imagine if the mics had squealed with feedback, or the live footage of The Kiss had cut out.</strong> Spectrum -&nbsp;essential for the use of&nbsp;wireless communications&nbsp;- is so intrinsically interwoven into everyday life and events that likely the only reason people would be talking about it is if something had gone disastrously wrong.</p> <p>A lot of planning and coordination went into the Royal Wedding and the events around it,&nbsp;and wireless communications would likely have played a key role in the day. &nbsp;For the wedding itself, security on the day, media and broadcasting, and the spectators in Windsor and those discussing it online &ndash; the Royal Wedding was the <a href="">largest number of spectrum users gathered in one open area&nbsp;in the UK since the London 2012 Olympic Games</a>.</p> <p>It&rsquo;s worth taking a few minutes to look behind the scenes and explore the wireless communications that would have made&nbsp;it possible more than <a href="">53 million</a>&nbsp;people to tune in to hear &ldquo;I will&rdquo; - and enable&nbsp;the Royal Wedding to be a success:</p> <p><strong>Wedding</strong><br> Some of the uses of wireless connectivity in the wedding were more evident than others &ndash; sharp-eyed viewers would have spotted lapel-mics attached to Bishop Michael Curry&rsquo;s robes during his fiery wedding address, and on the robes of the Archbishop of Canterbury as he proclaimed the couple husband and wife.</p> <p><a href=""><img alt="" src="//" style="float:right; height:347px; width:400px"></a>Wireless microphones and walkie-talkies would have also been used behind the scenes of the event, from management staff, First Aid, Catering, Crowd marshals, Traffic marshals, Car parking and the crowd interviews (vox pop) by media. For these uses&nbsp;the organisers would have had to apply for a&nbsp;'Programme making and special events' (<a href="">PMSE</a>) licence.</p> <p>Even though Ofcom carefully manages the PMSE licenses, licence exempt and shared frequencies may sometimes have interference. Interference can be caused from other users on the same frequency as well as other sources such as lights, computers, atmospheric conditions and illegal users. Normal procedures are for users who are suffering interference to contact Ofcom as soon as possible to offer technical support to help resolve the issue. However, for this event members of Ofcom&rsquo;s spectrum assurance team were there on hand to deal with interference issues.&nbsp;</p> <p><strong>Security</strong><br> With such a public event that had many high-profile people in attendance, security on the day would have been paramount. The police and any emergency services on hand would have been equipped with Airwave system technology. Airwave is mainly limited to voice radio, however this system will soon be phased over to the new <a href="">emergency services network</a> (ESN) to all police, fire, ambulance and other public safety users across the UK. The ESN is to have secure and resilient voice communication and broadband data services and the Emergency Services Mobile Communications Programme (ESMCP) will deliver the new network and devices.</p> <p><strong>Media</strong><br> The wedding was viewed live by people at home, in community centers and at &ldquo;watch parties&rdquo; through broadcast, satellite, cable or IP TV in the UK and internationally. &nbsp;Almost 24 million people in the UK watched the wedding, with about 29 million people watching the wedding in the <a href="">USA across 15 different broadcast and cable networks</a>, and the numbers for online streaming haven&rsquo;t yet been released.&nbsp;Interestingly, Sky was the first broadcaster to televise the wedding in 4K and had to <a href="">lay out 27km of cables to broadcast the wedding in UHD</a>.</p> <p>Whilst drones are increasingly used for filming, there was a <a href="">ban on the use of drones</a> at the wedding. A flight restriction was placed around Windsor which was aimed to stop people flying aircrafts below 2,500 ft (not interfering with the Heathrow flight path)&nbsp;therefore all the&nbsp;footage on the day would have been done by shoulder-mounted, fixed or camera cranes.</p> <p><strong>Spectators&nbsp;&nbsp;</strong><br><a href=""><img alt="" src="//" style="float:right; height:268px; margin:5px; width:400px"></a>People watched the wedding as lucky guests in St George's Chapel, in the grounds of Windsor Castle, lined along the town and Long Walk, or through the TV or livestreaming. Apart from the guests in the chapel, almost all of those who were there on the day were taking photos or videos with their phones and sharing them online. Over 3.4 million social media users tweeted about the royal wedding during the ceremony, Bishop Curry's&nbsp;address&nbsp;<a href="">generated 40,000 tweets per minute</a>, and the proclamation that the couple were husband and produced 27,000 tweets per minute.</p> <p>To ensure that the mobile networks in Windsor were able to deal with the high-demand, the operators could have used a &lsquo;pump-up&rsquo; <a href="">portable base station</a> or <a href="">&ldquo;air mast&rdquo; technology with balloons and drones</a> - though these are mainly used in areas where there is little existing infrastructure either in emergency situations such as floods or earthquakes, or&nbsp;due to rural or remote locations such as Glastonbury. However, it&rsquo;s likely that the network operator&rsquo;s solution involved a mixture of utilising the existing infrastructure in Windsor (light up base stations) and drawing on their experience developed for the London 2012 Olympics to increase network capacity for the day.</p> <hr><p>More information is available about techUK&rsquo;s <a href="">Communications Infrastructure Programme </a>and <a href="">UK Spectrum Policy Forum</a>.</p> <p>Some events that may be of interest:</p> <ul><li><a href="">Drone Futures: How the UK Can Lead from the Front</a></li> <li><a href="">SES 2018 Ultra HD Conference</a></li> <li><a href="">UK Spectrum Policy Forum - Spectrum Resilience</a></li> </ul>Contact: <a href=""></a> Countdown to GDPR Thu, 24 May 2018 15:00:00 +0100 CRM Sync Guest blog: Ian from NCSC runs us through their Cyber Security Outcomes and how they facilitate your GDPR compliance <p><img alt="" src="//" style="float:left; height:267px; margin:5px; width:400px"><a href=""><span style="color:#0000ff"><em>This blog was originally posted on the NCSC website.</em></span></a></p> <p>Anybody who is involved in cyber security or data protection will be acutely aware that the General Data Protection Regulation - better known simply as GDPR - comes into force on Friday, 25&nbsp;May. We have worked very closely with the<a href=""><span style="color:#0000ff">&nbsp;Information Commissioners Office&nbsp;(ICO) </span></a>to develop a set of a set of&nbsp;<a href=""><span style="color:#0000ff">GDPR Security Outcomes</span></a>, which we published last week.&nbsp;</p> <p><strong>GDPR and cyber</strong></p> <p>If you have tried to read and understand the relevant articles described in&nbsp;<a href=""><span style="color:#0000ff">the Regulation</span></a>,&nbsp;well done. I personally have found it really hard work to break it apart, summarise what security measures it&nbsp;really&nbsp;seeks, and then overlay good cyber security practice to meet those requirements. Thankfully, the ICO really do understand the detail, and so we have worked together to describe what the regulation requires and provide an overview on what sorts of cyber security measures we expect those organisations processing personal data to have in place. We have published this work as a set of&nbsp;<a href=""><span style="color:#0000ff">Security Outcomes required for GDPR</span></a>, together with some relevant overarching&nbsp;<a href=""><span style="color:#0000ff">GDPR information</span></a>. Whilst we have a shared interest with the ICO on cyber security, of course they are the lead for the GDPR and you should consult their&nbsp;<a href=""><span style="color:#0000ff">website</span></a>&nbsp;for any general GDPR questions or needs that you might have.</p> <p><strong>What GDPR says about cyber</strong></p> <p>Now I'm going to quote parts of the Regulation here&nbsp; - so bear with me - but I will give some context as well.</p> <p>There is an overarching requirement that basically says that you need to protect personal information. It states that personal information must be:</p> <p><em>"processed in a manner that ensures appropriate security of the personal data, including protection against unauthorised or unlawful processing and against accidental loss, destruction or damage, using appropriate technical or organisational measures"</em></p> <p>The key thing to note here is that personal information being correct and available is in scope - not just protecting its confidentiality.</p> <p>One thing that I personally like in the GDPR (OK so it's a little bit nerdy to have a favourite part of data protection legislation)&nbsp;is that it specifically requires&nbsp;organisations&nbsp;to think about security as you design services as well as at the point when processing happens. It means that services must be designed with security in mind&nbsp;<strong>from the outset</strong>,&nbsp;and that you have to keep them secure<strong> through the whole lifecycle</strong>. You can't just develop services and allow security debt (when security corners are cut to meet to meet business delivery) to accumulate.</p> <p>The Regulation refers in a number of places to:</p> <p><em>"appropriate technical and organisational measures"</em></p> <p>It emphasises that you need to take a risk managed approach to security that is influenced by the risk to the individuals whose data you are processing, the state of the art (of technology) and cost. 'Appropriate' really does depend; we understand that<a href=""><span style="color:#0000ff">&nbsp;saying 'it depends' can be really frustrating</span></a>&nbsp;and people need a bit more certainty than that. Whilst the GDPR takes this 'it depends' approach, we have worked with the ICO to develop Security Outcomes that we would jointly expect any organisation to meet.</p> <p><strong>What are Security Outcomes?</strong></p> <p>As the name suggest these are outcomes that any organisation should seek to achieve with regards to cyber security. They do not themselves carry mandatory status, although they are our joint approximation of what&nbsp;<strong>appropriate</strong>&nbsp;means under the Regulation.&nbsp;You'll find that the outcomes do not say precisely what to do with regards to cyber security. That's deliberate as it's&nbsp;not&nbsp;for us (neither the NCSC nor the ICO) to tell you what technologies to use, nor to limit your choices in how you chose to protect them. Equally we need the outcomes to work for organisations of many sizes and complexity.&nbsp;Overall this was probably the hardest challenge and we'd like to hear your feedback if there are areas that don't quite work (and the reasons of course).</p> <p>As we wrote the outcomes, we attempted to define the&nbsp;minimal set of measures&nbsp;that represent decent practice with regards to security. We do not believe we have described anything that is unreasonable, or should be surprising to you. Again let us know if you feel this isn't the case. Defining what we believe to be good practice means that existing guidance remains appropriate and can help you design measures that meet the outcomes. There is a lot of existing material&nbsp; - including our own&nbsp;<a href=""><span style="color:#0000ff">Small Business Guide</span></a>&nbsp;and&nbsp;<a href=""><span style="color:#0000ff">ICO's guidance on GDPR</span></a>&nbsp;- which you may find helpful.</p> <p>We know that good security isn't just about putting technical mitigations in place. The outcomes are aligned to 4 top level aims which cover how you manage security, protecting personal data from cyber attack, detecting incidents and minimising the impact if an incident does happen.&nbsp;</p> <p><strong>Existing schemes and certifications</strong></p> <p>I'm asked a lot whether having&nbsp;Cyber Essentials&nbsp;means you are compliant with the GDPR cyber security requirements. Certainly having <a href=""><span style="color:#0000ff">Cyber Essentials</span></a> certification is a&nbsp;good thing and it will show that you take protecting yourself from cyber attack seriously. I wholeheartedly recommend it but there are other areas, outside the scope of Cyber Essentials, where you need to protect personal information too. A good example might be protecting data at rest on a laptop. The same logic applies to other certifications you might have; they are part of the picture, but you must still ensure that you are comprehensively protecting personal data.</p> <p><strong>If something goes wrong</strong></p> <p>Occasionally even the most diligent organisation might experience a security incident. The whole approach of the GDPR is based on&nbsp;managing&nbsp;risk, not avoiding all risk. The fact that some of our Security Outcomes describe detecting events and minimising the impact should underline this. If you are (or think you are) subject to an incident that involves personal data then you are likely to be obliged to report this to the ICO. They have published&nbsp;<a href=""><span style="color:#0000ff">guidance</span></a>&nbsp;on&nbsp;their website to help you understand&nbsp;what you should report, and by when.</p> <p><a href=""><span style="color:#0000ff"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000ff">&nbsp;</span></p>Contact: <a href=""></a> GDPR and AI – help or hinderance? Thu, 24 May 2018 13:30:00 +0100 CRM Sync techUK Head of Cloud, Data Analytics and AI Sue Daley discusses how compatible GDPR is with AI technologies. <p>At techUK, we are discussing the steps that need to be taken to ensure the UK can realise the full economic and social power of AI. With AI estimated to be worth an additional &pound;232 billion to the UK economy, it is important that the right environment is created that supports the development, adoption and use of increasingly automated, intelligent, data driven AI systems and technologies. A key question I am often asked is whether the introduction of the GDPR will in fact help or hinder the growth of the UK&rsquo;s AI industry and adoption of AI technologies.</p> <p>As GDPR has not even come into effect yet it is still not clear what impact it will have on the future development of AI technologies. However, what is clear now is that GDPR provides the legal and regulatory framework and foundations on which innovative, intelligent, increasingly autonomous AI technologies will be developed, deployed and applied. In fact, the review of the current European data protection legislation was conducted to ensure that Europe&rsquo;s data protection legal framework remains up to date with the development of advanced, digital data driven technologies such as machine learning. The inclusion of Article 22 provides individuals with a right not to be subjected to automated decision making in particular circumstances. In this example, the GDPR has been developed with machine learning and AI technologies in mind. It is also an example of how the GDPR will support the development of AI by providing data subjects with the ability to make decisions about how their data is being used as AI technologies evolve. This is key to building greater trust and confidence in the use of AI across both the public and private sectors.</p> <p>Another way the GDPR will support the development of AI is through the introduction of a right to data portability. Data is vital to the ability of AI systems to function, learn and develop. The capability for individuals to gain access to and share data with organisations that can then apply AI to unlock hidden insights and value from the data&nbsp;will enable AI systems to learn and evolve more quickly due to a greater availability of datasets.</p> <p>Overall, GDPR will provide companies looking to develop and deploy AI systems with a clear legal framework to address data protection issues and concerns that may be raised by AI. However, as AI continues to develop many of the questions and concerns that could be raised will go beyond data protection and privacy. It is not yet clear whether the GDPR will be able to address the ethical questions and concerns being raised by the increased use of AI.</p> <p>The development and deployment of machine learning and Artificial Intelligence technologies is leading to a much broader ethical discussion about how data-driven decisions are being made by autonomous, intelligent machines and whether these decisions are fair, ethical and unbiased. Clearly, the starting point for these discussions must always be GDPR. However, moving forward we may need to consider whether there could be gaps in the legal framework that need to be addressed. A key question to be discussed is whether the GDPR provides a framework business need to embed ethical decision-making into normal business practices or whether something more is needed to help companies ask, discuss and consider the right ethical questions as well as think and act ethically every day. This is a key issue that techUK will be exploring at a panel of industry leaders at the upcoming <a href=""><span style="color:#0000FF">Cogx18 &ldquo;Festival of all things AI&rdquo; conference</span></a> on the 11th June.</p> <p>With the technology sector at the heart of driving the UK towards an increasingly AI-driven economy and society, it is industry that is being looked to for clarity and answers on ethical questions. techUK is working hard to bring together technology industry leaders and those involved in the data ethics debate to discuss the key questions being raised today and consider how the tech sector should be looking to respond. In December&nbsp;we will hold techUK&rsquo;s second annual Digital Ethics Summit which will consider the progress that has been made over the last twelve months on this important issue and consider the progress made to build the capacity and capabilities needed to recognise, identify and address ethical issues and concerns. It will also consider whether the practical action that has been taken is enough, including the implementation of the GDPR, and discuss what more may be needed to ensure the ethical questions raised by the development and use of AI technologies can be addressed moving forward.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a>Contact: <a href=""></a> Accountability under the GDPR Thu, 24 May 2018 12:00:00 +0100 CRM Sync Guest blog: Guy Cohen from Privitar talks about the ways that new technologies are changing the ways safeguards are implemented under GDPR. <p><img alt="" src="//" style="float:left; height:350px; margin:5px; width:350px">For many,&nbsp;of all the changes the GDPR brings in,&nbsp;the new consent requirements are&nbsp;the most stressful. Not only&nbsp;is&nbsp;consent&nbsp;harder to obtain, but&nbsp;using it can strengthen data subjects&rsquo; rights, and is no longer an option for some purposes. For instance, the data subject&rsquo;s right to erasure is stronger if processing&nbsp;on the basis of consent.&nbsp;And employers may find they can&rsquo;t use consent to process&nbsp;their&nbsp;employee&rsquo;s&nbsp;data due to the inherent power imbalance.&nbsp;&nbsp;</p> <p>As a result, many organisations are exploring whether any of the other five legal bases for processing can be used instead,&nbsp;in particular the&nbsp;legitimate interest basis.&nbsp;Part of the appeal is that, as&nbsp;the ICO state in their&nbsp;<a href=""><span style="color:#0000FF">recent guidance</span></a>,&nbsp;&ldquo;Legitimate interests is the most flexible lawful basis&rdquo;.&nbsp;&nbsp;</p> <p>To&nbsp;use this basis, controllers must carry out a balancing test where they&nbsp;weigh their interests&nbsp;against any potential harms to the individual, and put in place safeguards to protect the individual:&nbsp;</p> <p>&ldquo;Where the processing&hellip;&nbsp;is not based on the data subject&rsquo;s consent...&nbsp;the controller shall...&nbsp;take into account...&nbsp;the existence of appropriate safeguards...&rdquo;&#8239;Article 6, GDPR&nbsp;</p> <p>Importantly, if an initial analysis&nbsp;finds that the potential harms outweigh the&nbsp;controller&rsquo;s interests, the controller can add additional safeguards, reducing the risk,&nbsp;to&nbsp;potentially sway the balance in their favour.&nbsp;As the&nbsp;<a href=""><span style="color:#0000FF">EU&nbsp;Article 29 Working Party guidance&nbsp;from 2014</span></a>&nbsp;states:&nbsp;&nbsp;</p> <p>&ldquo;&hellip;it is important to highlight the special role that safeguards may play in reducing the undue impact on the data subjects, and thereby changing the balance of rights and interests to the extent that the data controller&rsquo;s legitimate interests will not be overridden.&rdquo;&nbsp;&nbsp;</p> <p>The ability to evaluate privacy risk and implement&nbsp;effective&nbsp;safeguards is therefore key to processing on the basis of a legitimate interest.&nbsp;But it is not just&nbsp;relevant for legal basis. Safeguards are also required for compliance with data protection by design, automated decision making,&nbsp;to&nbsp;mitigate&nbsp;high risk processing uncovered by a DPIA, and many other areas. Fundamentally,&nbsp;the GDPR&nbsp;makes data controllers responsible for any harms&nbsp;resulting&nbsp;from their processing&nbsp;and drives them to&nbsp;implement&nbsp;appropriate and&nbsp;proportionate&nbsp;safeguards.&nbsp;This means organisations need to&nbsp;think about safeguards when designing data protection into their systems,&nbsp;analyse specific risks&nbsp;(through DPIAs), and then add further&nbsp;safeguards&nbsp;as&nbsp;necessary.&nbsp;&nbsp;</p> <p>The GDPR doesn&rsquo;t define safeguards, so anything which&nbsp;reduces&nbsp;the risk of harm&nbsp;could be considered a safeguard.&nbsp;Generally, safeguards&nbsp;deliver&nbsp;on&nbsp;<a href=""><span style="color:#0000FF">ENISA&rsquo;s&nbsp;eight privacy by design strategies</span></a>, which are;&nbsp;Minimise, Separate, Aggregate, Hide, Inform, Control, Demonstrate and Enforce.&nbsp;These strategies can be fulfilled though technological safeguards, legal safeguards, procedural safeguards, or other approaches.&nbsp;For instance,&nbsp;a&nbsp;data&nbsp;controller&nbsp;might be&nbsp;concerned about sharing data with&nbsp;a partner&nbsp;and&nbsp;want&nbsp;to minimise&nbsp;what the&nbsp;partner&nbsp;can use the data for.&nbsp;They could&nbsp;restrict use by contract, providing a legal safeguard.&nbsp;Alternatively, or additionally,&nbsp;they could&nbsp;share&nbsp;a copy of the data with direct identifiers removed, and&nbsp;other&nbsp;values blurred,&nbsp;so&nbsp;the partner sees no more detail than necessary.&nbsp;&nbsp;&nbsp;</p> <p>As the need for effective safeguards increases, technological safeguards&nbsp;will become more important. Partially this is because they offer scalability and consistency, but also because&nbsp;of&nbsp;significant&nbsp;recent&nbsp;advances in&nbsp;privacy engineering.&nbsp;There is now&nbsp;a wider&nbsp;range of&nbsp;more powerful&nbsp;technological safeguards&nbsp;that are feasible to deploy in real scenarios.&nbsp;&nbsp;</p> <p>To take two examples, differential privacy&nbsp;(delivering&nbsp;&lsquo;Aggregate&rsquo;) and&nbsp;homomorphic encryption&nbsp;(delivering&nbsp;&lsquo;Hide&rsquo;)&nbsp;have both moved from research to commercial applications in&nbsp;recent&nbsp;years.&nbsp;&nbsp;</p> <p>Differential privacy&nbsp;is a formal way of thinking about privacy which&nbsp;<a href=""><span style="color:#0000FF">&ldquo;essentially protects an individual&rsquo;s information as if her information were not used in the analysis&rdquo;</span></a>&nbsp;and&nbsp;provides&nbsp;provable privacy&nbsp;guarantees.&nbsp;Differential privacy&nbsp;will be&nbsp;<a href=""><span style="color:#0000FF">used by the US Census</span></a>&nbsp;for the publication of their results in 2020, and&nbsp;<a href=""><span style="color:#0000FF">can be used</span></a>&nbsp;to allow privacy preserving insights to sensitive data sets.&nbsp;&nbsp;</p> <p>Homomorphic encryption allows data to be usefully processed whilst encrypted.&nbsp;Fully homomorphic encryption is still very computationally expensive,&nbsp;but&nbsp;partially homomorphic encryption, where only some kinds of processing are supported,&nbsp;is viable and in use. For instance, partially homomorphic encryption&nbsp;<a href=""><span style="color:#0000FF">can be used</span></a>&nbsp;to link datasets on encrypted identifiers.&nbsp;&nbsp;</p> <p>To find out more about these technologies, and others, please contact us at&nbsp;<a href=""><span style="color:#0000FF"></span></a>.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Drones for Good Thu, 24 May 2018 11:59:09 +0100 CRM Sync Ahead of our Drone Futures conference on 13 June looking at the drone applications of the future, Craig Melson looks at how UAV tech is being used to solve major societal challenges. <p>Last week an FBI bigwig <a href="">told a story</a> that a fleet of drones disrupted an FBI surveillance operation and in the UK there have been instances of drones bringing contraband into prisons (<a href="">though innovative new tech is disrupting this</a>). Last week&rsquo;s Midsomer Murders featured a murder-by-drone (though the drone also delivered beer) and stories featuring near misses between drones and airliners are becoming more frequent.</p> <p>This backdrop may make this technology sound bad, and of course there are concerns, but drones and UAVs will be revolutionary with some incredible applications. Drone tech is an economic opportunity worth billions and exploring the future user cases, plus getting the policy framework right so the UK can capitalise on the new tech is the subject of a <strong><a href="">free conference we&rsquo;re holding on 13 June in London</a></strong>.</p> <p>The UK has some amazing drone start ups and UAVs are being used in <a href=";oq=oil+snd+gas+uk+drone&amp;aqs=chrome..69i57j0.3247j0j9&amp;sourceid=chrome&amp;ie=UTF-8">oil &amp; gas</a>, <a href="">rail maintenance</a>, <a href="">deliviering broadband</a>&nbsp;and <a href="">utilities</a> are being used to deliver public, social and environmental benefits.</p> <p>Lincolnshire Police <a href="">use drones across the county</a> to search for missing people, tackle rural crime, aid local agencies and control traffic and large events as they are a more practical and cheaper alternative to a helicopter and some forces have saved millions from drone adoption.</p> <p>The <a href="">Plastic Tide </a>use drone and AI technology to fly along beaches and &lsquo;tag&rsquo; plastic litter. The machine learning algorithm correctly identified 90% of plastic litter, massively aiding volunteers&nbsp;cleaning the beaches.</p> <p>Globally academics are <a href="">developing precision agriculture drones</a>. Using data like soil condition, pressure and historical yields, UAVs can fly/roll over farms to deploy fertiliser and water in the most optimal way.</p> <p>Drones are used extensively to combat illegal wildlife crime too &ndash; across Africa drones are combating poaching&nbsp;and drones are being <a href="">used to disperse seeds</a> in areas at risk of deforestation.</p> <p>In the future drones could help tackle urban air quality and traffic. For example<a href="">, drone deliveries could reduce commercial traffic and reduce emissions</a>. Imagine van and lorry deliveries ending at a port outside a city and goods being loaded onto autonomous barges with smaller aerial drones picking up packages and delivering them via safe air corridors to the final address. This is just one of the many potential revolutionary new user cases in development&nbsp;<a href="">alongside drone taxis</a> and <a href="">floating WiFi/5G stations</a>.</p> <p>To get to this point and position the UK as a leader we need a policy environment that spurs investment and enables higher drone adoption. There are some obvious challenges to overcome, not least questions around legal/insurer liability, spectrum allocation, digital connectivity and how to safely accommodate drones in increasingly crowded airspace. The <a href="">Drone (Regulation) Bill</a> before Parliament is the best opportunity to do this and we look forward to exploring this at the conference in June.</p> <p>Tickets are <strong><a href="">free for the event and you can register here</a></strong> or email <a href=""></a>.</p>Contact: <a href=""></a>Contact: <a href=""></a> New technologies – an opportunity for digitally responsible businesses Thu, 24 May 2018 10:30:00 +0100 CRM Sync Guest blog: Patrick Rowe from Accenture discusses how businesses can do more than comply to GDPR - they can use it as a point from which to innovate. <p><img alt="" src="//" style="float:right; height:400px; margin:5px; width:320px">Digital technologies are dramatically transforming the way we live and work and the environment&nbsp;in which businesses operate. Exponential technologies such as Artificial Intelligence&nbsp;(AI),&nbsp;Internet of Things (IoT), and Blockchain, present significant economic and societal&nbsp;opportunities;&nbsp;equally they pose new challenges. For businesses, the key challenge is how&nbsp;to&nbsp;take advantage of these&nbsp;digitally enabled opportunities,&nbsp;while meeting new, complex and higher expectations, based on trust in how they operate in a digital world. These range from increased societal expectations and public scrutiny of&nbsp;how they run their businesses and&nbsp;the increasing imperative to develop and use technology&nbsp;responsibly and&nbsp;ethically in a world of fast digital&nbsp;innovation.&nbsp;&nbsp;</p> <p>With GDPR coming into force on 25th&nbsp;May, we are&nbsp;entering a new era of data privacy with arguably&nbsp;the highest standards and&nbsp;the widest global reach.&nbsp;Since adoption there has been&nbsp;much discussion about the&nbsp;negative&nbsp;impact&nbsp;the new rules&nbsp;will&nbsp;have&nbsp;on the digital economy and the uptake of data hungry technology, in Europe,&nbsp;and beyond.&nbsp;Many commentators now see&nbsp;GDPR&nbsp;as an opportunity to&nbsp;help meet consumer expectations and&nbsp;support the greater uptake of&nbsp;technology.&nbsp;It also enables companies to show that they are using and storing data responsibly.&nbsp;&nbsp;</p> <p>Accenture believes&nbsp;that this&nbsp;will&nbsp;be the case and sees&nbsp;opportunities for&nbsp;digitally&nbsp;responsible companies&nbsp;to build a competitive advantage beyond compliance.&nbsp;This includes:&nbsp;&nbsp;</p> <ul><li>Opportunities for leading companies to differentiate their data protection&nbsp;programmes&nbsp;and turn them into a competitive advantage.&nbsp;Accenture&nbsp;has&nbsp;a Client Data Protection&nbsp;Programme&nbsp;that is&nbsp;tailored to each client and&nbsp;is&nbsp;ISO certified. We&nbsp;have also&nbsp;refreshed our&nbsp;Code of&nbsp;Business&nbsp;Ethics to reflect the increased responsibility we,&nbsp;and our employees,&nbsp;have when managing data, especially in the use of new technologies. We consider ourselves as guardians of the data of our business partners, their employees and customers.&nbsp;&nbsp;</li> <li>Furthermore,&nbsp;when it comes to technology, we have made a&nbsp;public&nbsp;commitment&nbsp;to use&nbsp;data in a responsible&nbsp;way&nbsp;that goes beyond compliance,&nbsp;to power&nbsp;solutions such&nbsp;as&nbsp;advanced analytics and&nbsp;AI&nbsp;for Accenture, our clients and business partners.&#8239;When we deploy&nbsp;AI&nbsp;in our&nbsp;organisation&nbsp;we&nbsp;take&nbsp;responsibility for the governance, design, evolution, development, monitoring and performance of those systems. Our approach&nbsp;is human&nbsp;centric,&nbsp;and we ensure that we have a governance&nbsp;framework&nbsp;to&nbsp;allow for the decisions and actions taken by those systems to be&nbsp;secure, auditable and&nbsp;transparent&nbsp;-&nbsp;and result in outcomes,&nbsp;which are consistent with our core values, Code of Business Ethics and policies.&nbsp;</li> </ul><p>GDPR&nbsp;represents&nbsp;only&nbsp;a framework&nbsp;for the protection of personal data in&nbsp;the&nbsp;UK and the rest of Europe. Beyond 25th&nbsp;May, and as technology evolves,&nbsp;it will be important that business and regulators work together to&nbsp;further&nbsp;develop guidelines, codes of conduct, certification and other mechanisms to help&nbsp;business practically implement and demonstrate compliance with data privacy requirements.&nbsp;Of equal importance is that&nbsp;these mechanisms&nbsp;support consumer understanding and confidence in how their data is being used&nbsp;in the context of new technologies.&nbsp;&nbsp;</p> <p>One example is the provisions&nbsp;and guidance&nbsp;on automated decision-making&nbsp;under GDPR. It is important for businesses to have clear guidance on the parameters in which they are required to operate. Equally,&nbsp;it is important that they can provide clear explanations for the actions that AI systems take&nbsp;in a format&nbsp;that people understand.&nbsp;&nbsp;&nbsp;</p> <p>As we enter this new&nbsp;era of data privacy, key to&nbsp;realising&nbsp;the economic and societal potential of new technologies will be&nbsp;enabling&nbsp;digitally&nbsp;responsible businesses and&nbsp;empower informed consumers.&nbsp;&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a>&nbsp;</p>Contact: <a href=""></a> Data protection in translation services Thu, 24 May 2018 09:00:00 +0100 CRM Sync Guest blog: Joanne Taylor from Capita asks how the role of Language Service Providers (LSPs) will change with GDPR. <p><img alt="" src="//" style="float:right; height:267px; margin:5px; width:400px">English is everywhere now, so is translation still necessary or important?</p> <p>Well, not everyone speaks English, and surely everyone would rather be communicated with in their own native language.&nbsp;People always respond better to the language they grew up speaking, and to effectively sell to people, it&rsquo;s not enough to speak a language that they understand (especially if their understanding is limited); you must speak to them in the language their heart speaks.</p> <p>English may be the lingua-franca now, but that may not always be the case. Other languages are becoming more widely spoken as developing countries start to emerge, and as more people have access to the internet. Whilst most of the world&rsquo;s web content used to be in English, that&rsquo;s no longer the case. Languages such as Mandarin, Russian, Arabic and Spanish are climbing the ranks, and will soon collectively take over English as the world&rsquo;s most popular online languages.</p> <p>So if you&rsquo;re trying to spread your message online, you&rsquo;re going to need to consider translation services. But even your Language Service Provider (LSP) has GDPR rules to take into consideration&hellip;</p> <h4>5 things to ask your LSP</h4> <p>Think about the amount of data you share with your Language Service Provider. It&rsquo;s vital to ensure they are complying with all aspects of GDPR.</p> <p>&nbsp; &nbsp; &nbsp;1. Are you operating in a GDPR member state?</p> <p>Ensure your LSP operates in a member state that has signed up to the GDPR and complies with all the relevant regulations. This doesn&rsquo;t just apply to the LSP itself, but to all sub-contractors too, such as linguists, and also to the jurisdictions in which the company&rsquo;s servers are based.</p> <p>&nbsp; &nbsp; &nbsp;2. Do you work within a secure translation management system?</p> <p>It will no longer be possible &ndash; nor is it good practice &ndash; to allow your LSP to send your files for translation via an unsecured email address. A reputable LSP &ndash; and one which complies with the GDPR &ndash; will work within a secure translation management system where translators use a secure server-based environment to complete their work, and are unable to download any files to their personal devices.</p> <p>&nbsp; &nbsp; &nbsp;3. Do you work with NDAs?</p> <p>Non-Disclosure Agreements are common practice for a lot of organisations, but they&rsquo;re becoming more important than ever now. A Language Service Provider who refuses to sign an NDA, or does not already have their own in place, will not be complying with the GDPR. It is also important to ensure the linguists in question are also prepared to sign these agreements.</p> <p>&nbsp; &nbsp; &nbsp;4. What security standards do you have in place?</p> <p>Standards and accreditations are a sure-fire way of knowing that your LSP is reputable and compliant. You should be looking out for security accreditations such as ISO 27001 (information security). Your LSP should also be regularly training their staff in Data Protection, and should have up-to-date material with regards to this new standard.</p> <p>&nbsp; &nbsp; &nbsp;5. Are your tools and technology secure?</p> <p>Neither your organisation nor your LSP should be using free/open-source machine translation engines such as Google Translate, as you are giving the system a worldwide license to use, host, store and publish the content (definitely not GDPR compliant). Your LSP should be using a secure machine translation environment, which is only available to you and the LSP.</p> <p>Don&rsquo;t be afraid to ask your LSP about their data security infrastructure, workflows and policies. It&rsquo;s all well-and-good your own organisation being GDPR compliant, but if your suppliers are failing to conform, you will ultimately be the one who is responsible for a potential data breach.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> GD-VR – What does virtual reality mean for data protection? Thu, 24 May 2018 07:30:00 +0100 CRM Sync Craig Melson, Programme Manager for Consumer Electronics and Digital Devices, discusses the interaction between a rising technology - VR - and Data Protection. <p><img alt="" src="//" style="float:right; height:217px; margin:5px; width:400px">As (G)D(PR)-Day approaches,&nbsp;almost every sector will have people squirrelled away looking at what it means for them. The media and entertainment world&nbsp;is&nbsp;no different and may be more exposed to GDPR risks as ad-funded models expand and their core business&nbsp;is getting content into people&rsquo;s homes, screens and memories.&nbsp;&nbsp;</p> <p>Virtual reality is a current hot topic in this space and 2018 will be a big year for VR technology.&nbsp;Many&nbsp;lower-cost devices that need no supporting hardware are coming to market,&nbsp;and household names like Disney, Sky, ITV and the BBC are pumping serious money into virtual content. The new Google Daydream, Lenovo Mirage Solo, Samsung Gear VR and Oculus Go headsets will all duke it out at competitive prices,&nbsp;and with a stronger content offering 2018 will see some compelling consumer propositions and big sales figures.&nbsp;</p> <p>So,&nbsp;with potentially millions more people buying into this tech,&nbsp;what does it mean for data protection?&nbsp;</p> <p>In &lsquo;reality&rsquo; the VR business works like any other tech or media ecosystem in its reliance on interconnected software developers, content creators, manufacturers, distribution platforms and so on to work. Some firms are vertically integrated (see PlayStation VR) and other platforms (such as&nbsp;Samsung, Apple&nbsp;and&nbsp;Google) rely on tried-and-tested networks of third parties to deliver content in a way that fits their business models.&nbsp;</p> <p>In a liability sense this means VR shouldn&rsquo;t be treated differently from other entertainment mediums. The same considerations&nbsp;such as&nbsp;data processing, IP and&nbsp;licensing, consumer rights, product safety&nbsp;and&nbsp;GDPR&nbsp;still apply, with each supply chain actor holding some form of responsibility for compliance.&nbsp;&nbsp;&nbsp;</p> <p>However, where VR does pose a challenge is that devices and apps need to talk to each other to crunch a&nbsp;tonne&nbsp;of new data types that didn&rsquo;t exist before.&nbsp;Knowing where you look, how you move around, what direction you&rsquo;re facing etc are vital data sets for VR to work and are all Bits and Bytes that need to be processed to deliver an effective user experience. Whilst alot of this information will be&nbsp;anonymised&nbsp;and&nbsp;stored locally on the device, it is not a stretch to say this is some of the most personal of personal data and consumers may have a different attitude to how this data is used.&nbsp;</p> <p>Down the line, it is inevitable ad-tech land will develop innovative ways to&nbsp;commercialise&nbsp;this data,&nbsp;and it&rsquo;s reasonable to assume that because VR content is inherently more immersive&nbsp;than say a TV&nbsp;programme, an advert or intrusive content disrupting what an individual is doing in the virtual world&nbsp;will probably annoy or affront them more as it literally in their face.&nbsp;&nbsp;</p> <p>For those entering the VR market there&rsquo;s a real need to&nbsp;recognise&nbsp;that even if the liability regime is like other entertainment forms, the interaction with VR content is more intimate, immersive and intensive. This means companies wanting to build trust in this new tech should tread carefully and understand that consumers may have even higher expectations around how data generated in immersive experiences is handled.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a>Contact: <a href=""></a> The great enabler: data and trade Wed, 23 May 2018 15:00:00 +0100 CRM Sync Thomas Goldsmith, techUK Policy Manager for Brexit and Trade, looks at how data flows fit into trade deals. <p><img alt="" src="//" style="float:right; height:267px; margin:5px; width:400px">In the modern world, few things enable businesses to thrive more than flows of data. This is not only about the big tech companies &ndash; the use and transfer of data is something that cuts across all sectors of a modern economy. From recruiters using personal data, or the transfer of financial information between companies and banks, to the flows of research data between universities across the world and much else in between, data flows are at the heart of all kinds of different activities.</p> <p>Indeed, the value of data flows to the global economy is greater than more traditional trade. <a href=""><span style="color:#0000FF">McKinsey Global Institute estimated</span></a> that the cross-border flows of data have increased world GDP by $2.8 trillion, a larger share than trade in goods. As more of the world digitises, this share looks set to grow further.</p> <p>However, despite the importance of data flows to the global economy, they have not significantly featured in trade deals. Recent European Union deals with <a href=""><span style="color:#0000FF">Mexico</span> </a>and <a href=";format=PDF#page=186"><span style="color:#0000FF">Japan</span> </a>have only included review clauses for three years&rsquo; time on whether data flows should form a part of these deals. While the final text for the <a href=""><span style="color:#0000FF">Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP)</span></a> goes further than this, it still leaves signatories a great deal of policy space to regulate their flows, provided measures are not disguised restrictions on trade or greater than what are required to achieve the policy objective.</p> <p>This failure to include effective provisions on data flows reflects the fact that debate is about much more than a restriction on trade. Instead, this about privacy and data protection, and how far businesses and states can do what they want with that data. There is a fundamental right to personal privacy in the EU, and the European Commission has long been clear that this right is <a href=""><span style="color:#0000FF">not something that can be negotiated away in a trade deal.</span></a></p> <p>If there is to be public trust in the benefits that tech can bring to their lives, then it is essential that rights to privacy are adequately protected. That is why techUK and the tech sector more broadly have been so supportive of GDPR, and we have supported the Commission&rsquo;s stance that privacy is not something up for negotiation.</p> <p>So how can governments reduce the barriers to the free flow of data, without undermining privacy and data protection? Removing measures requires that force data localisation is one key way. These require that data is not only processed according to privacy and protection regulations but that it must be physically stored within the same jurisdiction. As cloud services become much more integral to business models this is a highly restrictive measure, especially as the need to back up data means that it is often stored in multiple countries.</p> <p>The European Centre for International Policy Economy has recently found in its <a href=""><span style="color:#0000FF">Digital Trade Restrictiveness Index</span></a> that &lsquo;the last decade has seen a worrying increasing trend of data localisation worldwide&rsquo;. While there were only 19 such measures imposed globally in 2000, that has now risen to 84 across the 64 economies the study covers. Measures like data localisation are ripe to be dealt with in trade deals and can be tackled without undermining rights to privacy.</p> <p>Ultimately, how to deal with the cross-border trade in data will be an ongoing balancing act. New ways to use and produce data will continually shift the terms of the debate and there is not likely to an easy answer to how to enable flows without compromising privacy. The most effective way forward, in the <a href=""><span style="color:#0000FF">absence of any larger agreement</span></a>, will be for governments across the globe will be to identify the specific measures and restrictions that are more purely restrictive, and work to remove or ameliorate them. One thing is for sure though, getting this balancing act right promises to unleash the potential of cross-border data flows to fuel further growth across the world.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a>Contact: <a href=""></a> GDPR goes into effect Wed, 23 May 2018 13:15:00 +0100 CRM Sync Guest blog: Sana Ali from ITI talks about the importance of getting GDPR implementation right. <p><img alt="" src="//" style="float:right; height:349px; margin:5px; width:300px">With May 25th nearly here, we are ushering in a new era in the world of data protection, with perhaps as much historic significance as the royal wedding. ITI&rsquo;s member companies &ndash; which encompass the entire tech ecosystem - are rolling out innovative new consent and control mechanisms for their users to reaffirm a relationship of trust and mutual benefit and poring over contractual terms to ensure they are transparent and reliable stewards of their customer&rsquo;s personal data.</p> <p>The Global Data Protection Regulation (GDPR) &nbsp;has opened the door for a conversation globally about the way in which we as society use personal data, and it aims to ensure that data protection will not only be a topic of serious conversation at the highest levels within public and private organizations around the world, but that there will be a synonymous shift in culture, with individuals becoming more informed about their rights and responsibilities when it comes to protecting the privacy and security of their own data. Indeed, both of these outcomes are necessary to ensure that this new era driven by data is one that will benefit us all.</p> <p>However, there is a very real risk that uneven or unclear implementation of the GDPR across the EU could have unforeseen consequences. A burdensome compliance process and a shift away from unencumbered flows of data across borders, could diminish efficiencies and make small or large companies doing business in Europe and around the world averse to using personal data in innovative new ways. For the GDPR to be a success story, May 25th needs to be the beginning and not the end, of an iterative conversation between public and private stakeholders globally, including small and large businesses, associations, civil society, data protection authorities, through the next several years. We have already witnessed the power of innovation to improve people&rsquo;s everyday lives.</p> <p>Never before in human history can so much information be accessed so readily and freely for the betterment of society. New innovations such as self-driving cars, artificial intelligence, and the promise of the Internet of Things (IoT) are propelling the world into a new age of breakthrough technology and advancement but are heavily reliant on companies&rsquo; and governments&rsquo; ability to foster trust in them. For society to continue to harness their potential, and for Europe to be a global leader in helping our companies advance these goals, we all need the GDPR to be a success story.</p> <p>&nbsp;</p> <p>About ITI</p> <p>ITI is the premier advocate and thought leader around the world for the global information and communications technology (ICT) industry. ITI&rsquo;s members comprise leading technology and innovation companies from all corners of the ICT sector, including hardware, software, digital services, semiconductor, network equipment, cybersecurity, and Internet companies. Privacy and data protection are critical to ITI members. Facilitating the protection of our customers, including governments, businesses, and consumers, and securing and protecting the privacy of individuals&rsquo; data are core drivers for our companies. Consequently, ITI has been a leading voice in advocating effective approaches to privacy around the globe.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Protecting data shouldn’t mean blocking trade Wed, 23 May 2018 09:57:04 +0100 CRM Sync Guest blog: Cecilia Bonefeld-Dahl from DIGITALEUROPE emphasises the importance of free-flow data for trade. <p><img alt="" src="//" style="float:left; height:267px; margin:5px; width:400px">There is no trade without data: no matter what sector a company operates in, with the ability to move one&rsquo;s products or services across borders comes the necessity to move the related data. This is the&nbsp;basic&nbsp;form of digitisation all&nbsp;industries have&nbsp;already&nbsp;gone through,&nbsp;will be&nbsp;even more&nbsp;critical for&nbsp;the full&nbsp;digital transformation&nbsp;of our societies&nbsp;and&nbsp;is&nbsp;rightly&nbsp;prominent&nbsp;in discussions about relations between the EU and the UK&nbsp;after 1 January 2021.&nbsp;</p> <p>But of course, data is more than&nbsp;just&nbsp;trade.&nbsp;In Europe,&nbsp;we&nbsp;regard the protection of people&rsquo;s information as a fundamental right; this has created a complex legal system&nbsp;designed&nbsp;to protect personal data, including&nbsp;very strict rules about moving Europeans&rsquo; data outside the EU.&nbsp;</p> <p>At the same time,&nbsp;the EU has always sought to provide solutions to enable the free flow of data&nbsp;that&rsquo;s&nbsp;needed&nbsp;to power&nbsp;Europe&rsquo;s&nbsp;vast&nbsp;web of international trade relationships.&nbsp;Europe&rsquo;s key trade partners&nbsp;such as the US and Japan either have or are in the process of receiving&nbsp;forms of adequacy that allow the uninterrupted&nbsp;provision&nbsp;of goods&nbsp;and services between these countries&nbsp;and Europe. As DIGITALEUROPE, we are actively engaged to ensure the continued availability of these adequacy decisions, as well as other mechanisms such as model clauses, which enable commercial flows under appropriate safeguards.&nbsp;</p> <p>Similarly, businesses on both sides of the Channel will want to ensure the UK benefits from a strong data adequacy regime, building on the fact that UK law already incorporates&nbsp;the EU&rsquo;s data protection&nbsp;acquis.&nbsp;This is a priority&nbsp;for&nbsp;all&nbsp;DIGITALEUROPE members.&nbsp;</p> <p>Ensuring&nbsp;adequacy for the&nbsp;UK is part of&nbsp;a broader&nbsp;need&nbsp;to put in place&nbsp;balanced, workable and enforceable mechanisms&nbsp;for cross-border data flows, including both&nbsp;personal data and mixed data sets.&nbsp;Unjustifiable&nbsp;limitations&nbsp;to&nbsp;cross-border&nbsp;data flows and forced localisation measures&nbsp;present&nbsp;significant&nbsp;barriers&nbsp;not only for&nbsp;Europe&rsquo;s&nbsp;trade with third countries but also for European companies&nbsp;wanting&nbsp;to&nbsp;scale their EU operations,&nbsp;including in the&nbsp;growing area&nbsp;of digital manufacturing that is key to&nbsp;many&nbsp;EU Member State economies.&nbsp;</p> <p>Data localisation, both within Europe and&nbsp;around the world,&nbsp;is often disguised by reasons of public security, public policy objectives&nbsp;or activities&nbsp;performed by&nbsp;public authorities.&nbsp;The temptation to add more&nbsp;generic&nbsp;exceptions to the principle of free flow is always there.&nbsp;But&nbsp;localisation that results from a purported need to safeguard privacy or data protection&nbsp;is equally damaging, because this exception could&nbsp;easily&nbsp;be used in an arbitrary&nbsp;way and&nbsp;lead&nbsp;to&nbsp;an&nbsp;open-ended&nbsp;right&nbsp;to&nbsp;impose unwarranted&nbsp;data protectionism.&nbsp;</p> <p>When it comes to&nbsp;cross-border data flows, the&nbsp;preservation&nbsp;of&nbsp;Europe&rsquo;s data protection system needs to&nbsp;stay&nbsp;aligned&nbsp;with&nbsp;well-established&nbsp;trade law principles&nbsp;for&nbsp;legitimate trade&nbsp;restrictions such as&nbsp;proportionality,&nbsp;non-discrimination and&nbsp;necessity.&nbsp;</p> <p>Let&rsquo;s not restrict our countries&rsquo; ability to prosper from the innovation and growth that strong&nbsp;trade relations bring about. Let&rsquo;s not give up the opportunity to change our economies and societies for the better thanks to data &ndash; Europe&rsquo;s privacy framework is solid and it doesn&rsquo;t need to stop data flows to be enforceable.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Be prepared: the scramble to meet the GDPR deadline Tue, 22 May 2018 13:43:58 +0100 CRM Sync Guest blog: While GDPR comes into effect on this Friday, companies are scrambling to meet the deadline in time, say Alex Milner-Smith and Sean Dempsey from Lewis Silkin LLP. <p><img alt="" src="//" style="float:right; height:324px; margin:5px; width:250px">The new GDPR law aims to protect the privacy of personal data as a fundamental right. The GDPR provides greater protection for data subjects and greater responsibility for all companies. Tech companies will be greatly affected given the large amount of data under their control and how it is used. Some tech clients are worried that the algorithms used for their products, be it an app, a website or a software program, are built by a layering process and trying to remove one algorithm which holds the data requiring deletion, is like removing a piece from a delicate tower of jenga.</p> <p>The scope of the GDPR is linked to location of businesses and of data subjects.&nbsp; It applies to any business established in the EU &ndash; even if the processing is carried out in the US or elsewhere.&nbsp; It also applies to businesses outside the EU where data subjects are in the EU and processing relates to offering of goods or services.&nbsp; So a website in the US targeting EU based data subjects would need to comply.</p> <p>Some proponents of new economic models, have argued that individuals should take ownership of their personal data on a financial basis and that companies who make a profit on the collection and use of personal data, should pay a portion of that, to the owner of that data.</p> <h4>What to be concerned about</h4> <p>Both the definition of what is personal data needs to be considered, and further, what is a legitimate interest for keeping such personal data. Depending upon circumstances, companies must obtain consent for use of personal data, explain why they want it, how it will be used and for how long it will be kept.</p> <p><img alt="" src="//" style="float:left; height:324px; margin:5px; width:250px">But, it is not sufficient to simply obtain consent. The business must assess how long to retain data, whether they have a legitimate interest in the data and whether it is securely kept. Companies should obtain as little data as legitimately justifiable and retain as little as necessary, then disseminate it only on a need to know basis. There are often competing interests to be considered here; for example, immigration rules requiring the retention of personal data for right to work and sponsorship reasons.</p> <p>Alex Milner-Smith, Partner at Lewis Silkin&rsquo;s London office and a specialist in GDPR, suggests that in the not too distant future, the EU may begin issuing certificates of GDPR compliance for use by the conscientious consumer. On the other hand, the penalties for infringement on the provisions of GDPR are hefty with fines for serious breaches going up to 20 million Euro or 4% of worldwide annual revenue, whichever is higher.</p> <h4>Time to be prepared</h4> <p>I can&rsquo;t count the number of emails I have received in the last three weeks from companies seeking to ensure their compliance in the race to the deadline. I&rsquo;d guess I&rsquo;ve had at least 30, maybe 50. But then, I do sign up to a few newsletters and I am guilty of a substantial online shopping habit. Even these re-permissioning emails may be a breach of GDPR though. Last year, significant companies including Flybe were fined by the Information Commissioner&rsquo;s Office for such marketing emails sent in order to comply with GDPR, which inadvertently breached GDPR instead.</p> <p>Given the deadline is almost upon us, companies should assess risks and prioritise. At Lewis Silkin, our GDPR experts have been working around the clock over the past months in the build up to this. It is likely they will continue to do so, well past the deadline as many companies are arriving very late to this particular party.</p> <p>Given the algorithmic jenga mentioned above, the purely technical aspects of trying to unravel systems in order to delete personal data, could take much longer than the GDPR legislative enforcement.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p> GDPR’s far-reaching consequences for financial services Tue, 22 May 2018 12:46:21 +0100 CRM Sync Melanie Worthy, techUK Programme Manager for Financial Services & Payments, examines the implications of GDPR on financial services. <p>The European Union is introducing the new General Data Protection Act (GDPR) to safeguard its citizens by standardising data privacy laws and mechanisms across all industries. It also empowers EU citizens by making them aware of the kind of personal data held by institutions and their rights for data protection and privacy.</p> <p>A consent-based system, GDPR carries the potentiality for huge breaches for non-compliance and violation. Individuals can request access to, or the removal of, their own personal data from companies and organisations. This is known as Data Portability. Financial institutions may keep some data to ensure compliance with other financial services regulations, but in all other circumstances where there is no valid justification, the individual&rsquo;s right to be forgotten &ndash; if desired &ndash; applies. This is, of course, what has prompted the recent flurry of consent permission email requests we&rsquo;ve all been getting in our inboxes lately!</p> <p><img style="float: right; height: 275px; margin: 5px; width: 400px;" src="//" alt="">So, GDPR has been firmly centre stage on board agendas across financial services institutions over the last year with the sector busy preparing &ndash; and now in a good place - for its implementation on Friday 25 May. Of course, the financial services sector is long accustomed to data management compliance for both prudential and conduct regulation (e.g. Senior Management Arrangements,&nbsp;Systems&nbsp;and Controls (SYSC), Know Your Customer (KYC) and Anti Money Laundering (AML)) both in the UK and EU.</p> <p>Financial institutions handle and collate numerous types of customer data for client or customer onboarding, payments and trade transaction and ongoing relationship management and accounting. But, GDPR still represents a step change for financial services &ndash; particularly since there are multiple and complex touch points here &ndash; with its additional strengthened and enhanced data management protocols.</p> <p>Historically, financial services companies and organisations have kept data for significant periods of time. Now data protocols have been streamlined to minimise and restrict the movement of data and improve accuracy. A letter containing customer specific information, e.g. a statement, going to the wrong address, could be considered a breach under GDPR. After the Talk Talk breach, banks received queries from their customers, because the compromised data included bank details.</p> <p><em>Open Banking:</em> the financial services sector is also facing a double whammy &ndash; as GDPR comes hot on the heels of January&rsquo;s implementation of the Open Banking reforms and the revised Payments Services Directives (PSD2). This has created an expanded data interface and ecosystem, and new business relationships between customers and financial institutions in the shape of Third-Party Providers (TPPs). Now, authorised TPPS have access to customers data via financial institutions&rsquo; enabled open source APIs &ndash; all operating in a strengthened data security, authentication and consent framework under both PSD2 and GDPR.</p> <p><em>Third parties:</em> the increased trend towards outsourcing and third party contractual arrangement, particularly with Open Banking, means an expanded data exposure universe. As GDPR imposes end-to-end accountability to ensure client protection, this imposes obligations on both financial institutions and third party external vendors/outsourcing contracted parties. Financial institutions need to carefully manage their contracts with third parties as this represents a key risk to them.</p> <p><em>GDPR Breach:</em> Previously, firms were able to adopt their own protocols in the event of a data breach. Now, GDPR mandates that the Data Protection Office (DPO), an assigned individual who has overall responsibility to ensure compliance with all relevant data protection regulations, to notify any data breach (with details of the nature types and number of individuals impacted) to relevant supervisory authorities within 72 hours. The customer must be notified too, with remediation provided &lsquo;without undue delays&rsquo;.</p> <p>This is sobering stuff! Liability in the event of any breach is significant. For serious violations, such as failing to gain consent to process data or a breach of privacy by design, companies may be fined up to &euro;20 million, or 4 per cent of their global turnover (whichever is greater), while lesser violations, such as records not being in order or failure to notify the supervisory authorities, can still incur fines of 2 per cent of global turnover. Of course, there is also the additional, more intangible, knock-on cost from reputational damage and loss of future business.</p> <p><em>Subject Access Requests (SARs):</em> companies and organisations will also need to deal with SARs - from both customers and employees - quickly to avoid complaints going to the commissioner within 30 days (previously it was 40 days in the UK).</p> <p><em>Data ethics:</em> the introduction of GDPR follows closely on from several high-profile data breaches and incidents, including, most notably, social media site Facebook and Cambridge Analytica, plus Talk Talk. As well as unethical usage and negligence, GDPR comes against a backdrop and sharp rise in identity theft and wider cybercrime. So, consumers will migrate to trusted companies and organisations.</p> <p>But, good data management also offers the potential for companies and organisation to achieve competitive differentiation, plus confers greater benefits and growth opportunities in the wider digital economy. Therefore, a careful balance needs to be struck in exploiting commercial advantage and ensuring compliance with the new GDPR and wider regulatory frameworks.</p> <p><a href=""><span style="color: #0000ff;"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color: #0000ff;">&nbsp;</span></p>Contact: <a href=""></a>Contact: <a href=""></a> Here’s what we can expect as NIS and GDPR arrive Tue, 22 May 2018 11:00:00 +0100 CRM Sync Guest blog: Greg Day from Palo Alto outlines what your organisation needs to know to successfully implement GDPR and NIS. <p><a href=""><span style="color:#0000FF"><em>A longer version of this article was originally posted on the Palo Alto website.</em></span></a></p> <p>I<img alt="" src="//" style="float:right; height:450px; margin:5px; width:300px">t&rsquo;s May, which means GDPR will take effect in days now.&nbsp;In the same month, we&nbsp;have&nbsp;new&nbsp;legislation around the protection of digital-enabled critical infrastructure in the Network and Information Security (NIS) Directive.&nbsp;&nbsp;</p> <p>And there&rsquo;s more to come in the EU, with the draft <a href=""><span style="color:#0000FF">Cybersecurity Act</span></a>&nbsp;and its proposed EU cybersecurity certification framework, currently going through the European Parliament, plus the Electronic Communications Code, which will update regulations for Europe&rsquo;s telecom industry and includes security requirements for these companies, <a href=""><span style="color:#0000FF">nearing final stages of negotiations in Brussels</span></a>.</p> <p>We use technology every day, and the digital world touches every part of our lives. GDPR, NIS and other changes in regulation are set up to ensure every&nbsp;organisation&nbsp;takes cybersecurity seriously. This is good, right?&nbsp;</p> <p>Every day, I hear from some organizations how they are preparing well for GDPR, and yet&nbsp;others&nbsp;are&nbsp;still asking questions which would indicate they are ill-prepared.&nbsp;&nbsp; Some organizations still talk of waiting for the first fines to hit others before they will take it seriously.&nbsp;</p> <p>So, what can we expect?&nbsp;</p> <h3>Examples will be made of noncompliant organizations&hellip;&nbsp;</h3> <p>I&rsquo;m no lawyer and can&rsquo;t argue the finer points of enforceability. But&nbsp;new regulations tend to come with significant penalties to ensure executives take them seriously. Whilst heavy&nbsp;fines&nbsp;should&nbsp;be a final resort, companies that have flaunted the requirements should be prepared for the worst.&nbsp;</p> <h3>&hellip;but the impact of GDPR enforcement is likely months away&nbsp;</h3> <p>I suspect we won&rsquo;t see those examples made right away. It takes time to investigate and define just how bad violations were. If we assume the worst &ndash; poor documentation, poor metrics and little legacy evidence &ndash; it&rsquo;s likely that assessments could take months; and this is before lawyers start to negotiate the end outcome, testing and setting the legal precedents and culpabilities of those involved. As such it may be much later in 2018 before we see the real impact of GDPR.&nbsp;</p> <h3>Management teams will seek a much deeper understanding of local laws&nbsp;</h3> <p>The NIS Directive came into effect on May 10th&nbsp;and&nbsp;is a little harder to get your head around. Not to be confused with a regulation, the NIS Directive is an instruction to EU member state governments to implement their own laws in support of the directive&rsquo;s goals. Some countries have existing laws that they need to update slightly; others require further adaptation, and for some, this may be a whole new requirement.&nbsp;So,&nbsp;depending on whether and where you provide the essential or digital services covered under NIS, you will need to look at each local implementation of the directive, if you are covered, and what you need to do.&nbsp;</p> <p>Your team will need to be able to explain the following:&nbsp;</p> <ol><li>What will be the local (domestic) law <a href=""><span style="color:#0000FF">implementing the NIS Directive and when is it due to come into effect?</span></a></li> <li>Which national authority or entity will be responsible for applying and potentially enforcing the local law? In the&nbsp;UK,&nbsp;the&nbsp;NCSC is the central coordination point, but the <a href=""><span style="color:#0000FF">existing, competent authorities in each specific, covered critical national infrastructure (CNI) sector</span></a> will continue to be the lead engagement points for that industry space.</li> <li>What will be the framework they use to define and measure the required controls? Noting that NIS does include the requirement for prevention, early views would suggest many may adopt ISO, NIST or other tried and tested methodologies.&nbsp;</li> </ol><p>If you are well on your GDPR journey, I applaud you. For those hanging back, I encourage you to get started. This is real, and there are the implications that go with it. And, don&rsquo;t downplay the NIS Directive just because it&rsquo;s not generating the same volume of headlines as GDPR. The realities of NIS implementation are no less significant, and the cybersecurity bar it sets, considering the essential services it focuses on, are even higher than GDPR&rsquo;s.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a>&nbsp;</p>Contact: <a href=""></a> Do you really need a DPO? Tue, 22 May 2018 08:00:00 +0100 CRM Sync Guest blog: Chris Beveridge from Moore Stephens outlines the role of a data protection officer (DPO) and explains whether your business needs one. <p><img alt="" src="//" style="float:left; height:266px; margin:5px; width:400px">With&nbsp;the constant discussion currently around the impending General Data Protection Regulation (GDPR), the role of a data protection officer (DPO) or data compliance officer (DCO) has never been so much in the public eye. With just over six months until implementation of GDPR, organisations need to start assessing their possible requirement for a DPO. In fact, it is predicted that 28,000 additional DPOs will be required by organisations to achieve GDPR compliance by 25 May 2018.&nbsp;<br> &nbsp;<br> A DPO is a significant position within an organisation, responsible for overseeing data protection strategy and implementation to ensure compliance with the new GDPR requirements by 25 May 2018.&nbsp;<br> &nbsp;<br> A DPO will be a requirement for organisations under GDPR if they process or store large amounts of personal data, whether for employees, individuals external to the organisation, or both. DPOs must be appointed where the core activities of the controller or processor involve regular and systematic monitoring of data subjects on a large scale, or where the entity conducts large scale processing of special categories of personal data.&nbsp;<br> &nbsp;<br> Some of the responsibilities of a DPO include educating the organisation and its employees on important compliance requirements, training staff involved in data processing, and conducting regular security audits. DPOs also serve as the point of contact between the organisation and any supervisory authorities that oversee activities related to data.&nbsp;<br> &nbsp;<br> If your organisation falls outside of the scope to have a mandatory DPO, there is still a requirement under the new regulation for you to have a data compliance officer. A DCO is best defined as an individual designated with the role of ensuring compliance with any regulatory requirements and is known to be the point of contact across the organisation who will be expected to handle any events that materialise in respect of data protection.&nbsp;<br> &nbsp;<br> Although a less significant role within an organisation, a DCO is still expected to fulfil&nbsp;the majority of&nbsp;the responsibilities of a DPO. One of the requirements of a data compliance officer is to keep an internal record log of data protection issues and conversations that have been held within the organisation within the period being recorded.&nbsp;</p> <h3>How we can help&nbsp;&#8239;&nbsp;</h3> <p><a href=""><span style="color:#0000FF">Moore Stephens</span></a>&nbsp;offers an outsourced service to ensure your organisation meets the DPO or DCO requirements under GDPR. Some of the services we provide include a privacy risk assessment, a full compliance monitoring plan as well as acting as a helpdesk internally for your organisation.&nbsp;<br> &nbsp;<br> For more details, please contact&nbsp;<a href=""><span style="color:#0000FF">Chris Beveridge</span></a>, Global Head of Privacy at Moore Stephens.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p> <ul></ul>Contact: <a href=""></a> Balancing GDPR and the need for connected healthcare Mon, 21 May 2018 15:00:00 +0100 CRM Sync Guest blog: Marta Franco from Cerner outlines some of the challenges data protection presents for the health sector and how GDPR might be used to combat these. <p><img alt="" src="//" style="float:left; height:300px; margin:5px; width:400px">General Data Protection Regulation (GDPR) is upon us &ndash; the change in the law that applies to all companies processing data of EU citizens, across all sectors and industries.&nbsp;&nbsp;</p> <p>As a citizen, I&rsquo;ve welcomed the law with enthusiastic applause as it means I get more control over my own data and more transparency in the way it is processed. This regulation gives me, as an individual, &lsquo;digital rights&rsquo; - very timely given recent data sharing concerns and scandals.&nbsp;&nbsp;&nbsp;</p> <p>Whilst that is my personal view, as&nbsp;a professional&nbsp;working for a global health and care technology company like Cerner, my thoughts are more nuanced. Staying abreast of data protection regulations with evolving policy is a constant balance between our mission to improve health and care through interoperable and intelligent systems, and a commitment to protect patient data and a person&rsquo;s right to privacy. The journey to data protection compliance has been challenging in many ways, often with a lack of clarity about how to interpret and apply the regulation&rsquo;s direction.&nbsp;&nbsp;</p> <h4>Sharing information to drive change&nbsp;</h4> <p>Patients&nbsp;that&nbsp;want a connected care experience&nbsp;expect&nbsp;their full care team to have access to the right information at the right time.&nbsp;It is certain that effective sharing of data enables better care delivery, enhanced decision making, improved outcomes and a positive patient experience &ndash; all&nbsp;benefits that the majority of citizens would appreciate. We know that&nbsp;a&nbsp;single source of truth is essential to all of these things, and intelligently engaging the population can truly manage citizens&rsquo; health.&nbsp;&nbsp;</p> <p>Organisations are now appreciating the shared need to deliver more proactive and preventative care using innovative technology and intelligence. However, no innovation is without its challenges, and data is a key component of this one. Patient, medical, health and care data&nbsp;must&nbsp;be shared and used&nbsp;safely, properly, and confidentially. With new and evolving&nbsp;technology, ever more&nbsp;sophisticated cyber threats, and widely variable public perception, GDPR, data sharing and consent&nbsp;are&nbsp;arguably the greatest&nbsp;challenges&nbsp;for organisations wishing to innovate, integrate health and care, and truly manage the wellbeing of their population in this digital age.&nbsp;</p> <p>Further challenges arise when the data sharing plays a wider role than just direct patient care. With intelligence, it can improve service planning, predict outcomes and reduce risk, inform finances and support research. When applicable, there must be consideration given to de-identifying and anonymising data to protect the citizens&rsquo; right to privacy &ndash; and this needs clarity over what activities constitute &lsquo;direct care&rsquo; and what doesn&rsquo;t, and when explicit consent is required.&nbsp;</p> <h4>All about communication&nbsp;</h4> <p>An inherent fear remains over privacy, data protection and potentially misuse, a fear that risks stifling innovation, and hindering intelligent population health management.&nbsp;&nbsp;</p> <p>Through GDPR, data controllers have an opportunity to re-engage with the public,&nbsp;and be open and transparent about their processes and purpose. We have found that transparency is key. Informing the public of the purpose, intentions and benefits can make the difference, while opting&nbsp;out when the data use purpose changes for secondary&nbsp;reasons other than direct care&nbsp;needs rapid clarification for both professionals&nbsp;and the public.&nbsp;</p> <h4>Using data, the right way&nbsp;</h4> <p>GDPR has far-reaching implications, and no one has all of the answers yet. However, all organisations must work in partnership with each other and their communities&nbsp;to enable data to be&nbsp;stored and transferred securely across the health and care system regardless of its location. Data should be visible to all approved persons aligned with an&nbsp;intended use. Data should be interpreted by the right professionals in the right moment and ultimately, patient data belongs to the citizen.&nbsp;&nbsp;</p> <p>These are the principles that Cerner commits to while working with our clients on population health management. We work in partnerships driven by mutual trust, transparency and commitment to citizens&rsquo; best interest &ndash; and helping the&nbsp;health and&nbsp;social&nbsp;care system be the best it can be.&nbsp;&nbsp;&nbsp;&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a><span style="color:#0000FF">&nbsp;</span></p>Contact: <a href=""></a> Policing, Justice & the Data Protection Bill: The third Brontë sister… Mon, 21 May 2018 13:30:00 +0100 CRM Sync Justice and Emergency Services Programme Manager Henry Rex talks about the lesser known sister to GDPR and the NIS Directive: The Law Enforcement Directive. <p><img alt="" src="//,%20Justice,%20Libra,%20Scales.jpg" style="float:right; height:307px; margin:5px; width:391px">May 2018 is a big month for data protection. As&nbsp;we all know, on the 25th&nbsp;the&nbsp;General Data Protection Regulation (GDPR) comes into effect in the UK and across Europe, the most significant change in data protection law for a generation. And earlier this month the&nbsp;NIS Directive&nbsp;to boost the security of networks and information systems was brought in with much fanfare.&nbsp;&nbsp;</p> <p>By now GDPR and the NIS Directive are as familiar to us all as Jane Eyre&nbsp;and&nbsp;Wuthering Heights. But there is a third strand to data protection being introduced this month, which, like&nbsp;the works of&nbsp;Anne&nbsp;Bront&euml;, is much less talked about but still significant:&nbsp;The&nbsp;Law Enforcement Directive.&nbsp;</p> <p>The Law Enforcement Directive is the sister legislation to GDPR&nbsp;and governs the processing and handling of personal data for law enforcement purposes. EU member states had until 6th&nbsp;May 2018 to implement the Directive, but because the UK is bringing it in together with GDPR via the Data Protection Bill, we missed that deadline.&nbsp;Since we will be implementing it not long after the deadline the Government will probably earn only a mild reprimand from Brussels.&nbsp;</p> <p>Due to the nature of their work, UK police forces&nbsp;must&nbsp;handle a lot of sensitive data. And&nbsp;so,&nbsp;data protection is critical issue for police and law enforcement agencies. Last month&nbsp;Humberside Police&nbsp;were&nbsp;fined &pound;130,000 for losing three disks&nbsp;and some paperwork containing highly sensitive information about a rape victim (including an interview with, name and date of birth of the victim). The data was&nbsp;unencrypted, and due to be posted to a neighbouring force, but never arrived. This incident bears remarkable similarity to&nbsp;a case last year&nbsp;where the ICO fined&nbsp;Greater Manchester Police&nbsp;&pound;150,000 for losing&nbsp;three DVDs containing footage of interviews with victims of violent or sexual crimes.&nbsp;</p> <p>And in 2016&nbsp;one in 20 data protection complaints&nbsp;to the ICO from the public&nbsp;concerned policing and criminal records. So clearly there is room for improvement in how some forces&nbsp;handle data.&nbsp;And while the LE Directive&nbsp;governs operational data used for policing purposes, for all other data (payroll, HR, finance etc) the police will need to comply with GDPR.&nbsp;</p> <p>Data sharing and analysis is&nbsp;critical for the police to do their jobs effectively. Done well, it can allow officers to spend more time out in their communities, identify interventions early to keep people safe, and inform how to deploy resources to maximise effect. This is to be encouraged.&nbsp;So,&nbsp;the task for policing is to comply with the new regulations&nbsp;without losing any enthusiasm for data sharing and collaboration.&nbsp;</p> <p>Tech companies have been working&nbsp;hard&nbsp;with police forces to&nbsp;make sure they have&nbsp;the tools they need to do the job while protecting them from non-compliance&nbsp;with the incoming regulations.&nbsp;But&nbsp;compliance is not just a matter of technology,&nbsp;it is also&nbsp;one of people and processes.&nbsp;</p> <p>There is a real opportunity here for these regulations to be seen not simply as a compliance issue, but as a chance to share and manage data more effectively across the entire justice system.&nbsp;And the key to this is trust. Maintaining&nbsp;public&nbsp;trust is vitally important. If police forces can get on top of new data protection regulations, they will be able to&nbsp;preserve and increase public trust, all the while harnessing data to improve operational outcomes &ndash; surely a prize worth working hard to achieve.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a></p>Contact: <a href=""></a>Contact: <a href=""></a> GDPR: Do people care? Mon, 21 May 2018 12:00:00 +0100 CRM Sync Guest blog: Rachel Neaman from the Corsham Institute outlines the results of their 'Your Data, Your Rights' project. <p><img alt="" src="//" style="float:left; height:284px; margin:5px; width:400px">Thanks to a number of surveys in recent months, we are gaining a deeper understanding of people&rsquo;s attitudes to data: its protection and&nbsp;people&rsquo;s&nbsp;rights to privacy and control, their levels of trust in organisations that hold their data, and what they want those companies to do to improve their understanding and trust. For example,&nbsp;<a href=""><span style="color:#0000FF">Doteveryone</span>&nbsp;</a>found that&nbsp;95% of people say it&rsquo;s important to know their data is secure&nbsp;and&nbsp;94% say it&rsquo;s important to know how their data is used.&nbsp;</p> <p>But, on the subject of what the new GDPR rights mean for individuals, there has been little testing of attitudes and a notable gap in public engagement by the&nbsp;<a href=""><span style="color:#0000FF">Information Commissioner&rsquo;s Office (ICO)</span></a>.&nbsp;This is starting to change, with&nbsp;the&nbsp;imminent launch of the&nbsp;&ldquo;<a href=""><span style="color:#0000FF">Your Data Matters</span></a>&rdquo;&nbsp;campaign.&nbsp;Yet this period of radio silence has been at a time when&nbsp;public awareness of data protection, privacy and ownership has been heightened by recent events involving Facebook and Cambridge Analytica.&#8239;&nbsp;</p> <p>So that&rsquo;s where&nbsp;the&nbsp;Corsham Institute (Ci)&nbsp;<a href=""><span style="color:#0000FF">Your Data, Your Rights&nbsp;project</span></a> comes in. You can read more about our project and the findings from our&nbsp;survey&nbsp;<a href=""><span style="color:#0000FF">here</span></a>, and, as&nbsp;the clock ticks down to GDPR,&nbsp;it&rsquo;s worth&nbsp;reflecting on a couple of&nbsp;the key insights.&nbsp;We&nbsp;carried out our&nbsp;survey shortly after the news about Cambridge Analytica and Facebook broke and asked our respondents a few questions about its impact on their attitudes: 80% said that&nbsp;these&nbsp;events had made them think more about their data and what they share online;&nbsp;and 40% said it had changed the way they feel about organisations having access to their data &lsquo;a lot&rsquo;.&nbsp;&nbsp;</p> <p>Yet,&nbsp;when asked questions about what counts as personal data and how it is used, there was a striking lack of certainty: less than half of our respondents picked the accepted&nbsp;<a href=""><span style="color:#0000FF">ICO definition of personal data</span></a>, and only 18% said they knew a lot about the collection of their data. But, crucially, the collection of this data is important to Corsham residents: 60% of respondents said they care a lot about what organisations might use their data for (rising to&nbsp;a staggering 87% among over-65s), while only 3% said they didn&rsquo;t care at all and 4% said they hadn&rsquo;t thought about it before.&#8239;&nbsp;</p> <p>GDPR gives people a means by which to act on these concerns: to find out what data is held on them, to rectify changes if it is wrong and to move it elsewhere if they wish. And it is also a huge opportunity for businesses to demonstrate that they understand the importance of this to individuals and to build a&nbsp;trusted, transparent&nbsp;relationship with their customers.&#8239;&nbsp;</p> <p>So, in the next stage of our project, we will be working directly with groups in the Corsham community to delve more deeply into the survey findings and to co-produce the information they need to help them better understand what their data is used for, their new rights, and how and when they can use them. Ci will also use the insight and evidence gathered via our&nbsp;work with the Corsham community&nbsp;to feed into our&nbsp;<a href=""><span style="color:#0000FF">Digital Trust</span></a>&nbsp;project, where we are working with partners to influence a regional and national debate, involving policymakers, businesses and other influencers. Get in touch via&nbsp;<a href=""><span style="color:#0000FF"></span></a>&nbsp;to find out more.&nbsp;</p> <p><em>A <a href=""><span style="color:#0000FF">longer version of this article</span></a> appeared on&nbsp;the Corsham Institute and RAND Europe&nbsp;Observatory for a Connected Society, the first mobile and web platform bringing together all the latest research, insight and comment on digital policy and tech developments.&nbsp;</em></p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a></p>Contact: <a href=""></a> The long-term impact of GDPR will be more than better data protection Mon, 21 May 2018 10:30:00 +0100 CRM Sync Guest blog: As organisations respond to GDPR by improving their data compliance, the forward-looking focus on the new services it enables, says the ODI’s Peter Wells. <p><img alt="" src="//" style="float:left; height:400px; margin:5px; width:400px">GDPR is just around the corner, putting unprecedented focus on the protection of personal data. But its full long-term impact will be much wider. By giving people more control over data, GDPR will see the emergence of new classes of services and the need for stronger and more open data infrastructure.</p> <p>I don't need to explain what GDPR means. Many articles, blogposts and (re)marketing emails are doing that every day. But the current focus many have around GDPR is on things that have been going wrong, such as the failure to adequately protect personal data.</p> <p><strong>Focus on the intended outcome of legislation</strong></p> <p>There should be more emphasis on the intended outcome of the legislation: to put citizens first and give people more control over data about them. While all organisations are - quite rightly - responding to the legislation by improving their data compliance and governance procedures, the more forward-looking are already focusing on the new services that will emerge from it.</p> <p>At the Open Data Institute, we have been very interested in the potential created by the new right to data portability. If it is well-implemented, data portability opens up a new class of services that will help citizens and consumers make better decisions about things like their choice of mobile operator. Imagine a world where you could pick a new mobile operator, not just on price or whether they have the latest handset, but also on whether it provided a good signal strength on your journey to work or had a privacy policy that matched your needs.</p> <p>Services like this are enabled by a combination of data portability &ndash; to get access to the location data held by your current operator &ndash; and strong open data infrastructure about signal coverage and product information.</p> <p>Our investigations alongside IF &ndash; a specialist digital rights consultancy &ndash; have shown the potential of data portability. But they have also highlighted some challenges, such as how to handle the portability of data about multiple people.</p> <p><strong>Most users are groups of people, not individuals</strong></p> <p>Most services assume that their users are individuals, when often they are groups of people. This shouldn't be a surprise.</p> <p>Our societies are built on networks of relationships between humans. We live, work and use social media together. The new wave of services built around data portability will need to learn how to design for and handle data about multiple people. Consider the growth in shared households and the need for services that make it easy for each person to control the data they have rights to. They will make it easier for people to build up credit ratings or move to a new local authority area.</p> <p>We can see the early signs of these new services in the Open Banking movement. Open Banking gives consumers more control over data about their bank account but it also relies on strong and open data infrastructure about bank products, to promote switching, and about which services can use the Open Banking APIs, to protect consumers from bad actors. The services will support things like easier switching, better rates on financial products, or making it easier to manage multiple accounts.</p> <p>As we build these services we need to try and avoid the mistakes of the past that led to the need for regulators to intervene and whose effects we can see in the Facebook and Cambridge Analytica scandal.</p> <p><strong>Building ethical practices and better services</strong></p> <p>At ODI, we are helping organisations build ethical practices into their day-to-day activities, to engage with people and civil society about potential uses of data, and to spread the benefits that arise from using data equitably and fairly. Regulators also need to learn how to promote interoperability, monitor the market to spot harmful impacts as they start to emerge, and intervene more proactively to mitigate them.</p> <p>While the immediate focus of GDPR is necessarily on creating adequate data protection and compliance, we would encourage organisations both in the public and private sectors to look further to the future. By giving citizens and consumers more control over data and by building stronger and more open data infrastructure, we can create a new class of services that improve people's lives.</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a></p>Contact: <a href=""></a> techUK comment on progress on the Internet Safety Strategy Mon, 21 May 2018 10:24:37 +0100 CRM Sync Antony Walker, techUK Deputy CEO, comments on the Government response to the Internet Safety Strategy Green Paper. <p>&ldquo;We welcome the Government&rsquo;s recognition that the leading social media companies are already taking steps to improve their platforms &ndash; making them safer and more pleasant places to be. This is a clear acknowledgement that the sector fully shares the commitment to make the UK the safest place to be online.</p> <p>Where we can move quickly with confidence on the effectiveness of the outcome we should do. But we must avoid &ldquo;quick fixes&rdquo; that are unworkable and could end up being counter-productive. We need to get to a position where government and tech firms are 100% aligned on what needs to be done so that we can get on and implement solutions that we can all have confidence will work.</p> <p>There is still a lot of work to be done between now and publication of a White Paper and as a sector we want to keep building on the serious and constructive engagement that has happened to date.&rdquo;</p>Contact: <a href=""></a> techUK views on Data Protection and the Public Sector Mon, 21 May 2018 09:00:00 +0100 CRM Sync Hear from our Health and Social Care, Defence and Local Government teams about how Data Protection impacts the Public Sector. <h3><img alt="" src="//" style="float:left; height:258px; margin:5px; width:400px">GDPR and Health and Social Care&nbsp;- Kate Francis, Programme Manager, Health and Social Care&nbsp;</h3> <p>Much of the citizen experience thus far with GDPR consists of receiving emails from every mailing list we&rsquo;ve ever subscribed to asking us to reconfirm our wish to receive emails or telling us about updates to their data policies. On a personal level, companies are attempting to bring citizens along with their thinking on data protection and privacy. But how is GDPR likely to affect an important part of everyone&rsquo;s lives, health and social care? As the health and social care industries generate and&nbsp;utilise&nbsp;large quantities of data in their daily operations, the introduction of GDPR is an important development.&nbsp;</p> <p>techUK&nbsp;has been exploring these issues with members and experts over the past year. This included an event dedicated to exploring the impact of GDPR on Health and Social Care as well as publishing several guest blogs exploring some of the issues. Many&nbsp;techUK&nbsp;members working in health and social care believe GDPR should&nbsp;be seen as&nbsp;an opportunity to be seized to change the way we think about data. Greater rights for individuals to control their health data, along with the promise of better data portability, have the potential to spark innovation by encouraging the exploration of new and exciting uses for accessible data to help citizens self-manage and self-care. On a macro level, GDPR&nbsp;can be seen as&nbsp;an opportunity to build the trust required to enable the&nbsp;digitisation&nbsp;of health and social care. There is huge potential for technology to transform health and social care, but citizens need to trust suppliers and the NHS with their data to help with this change.&nbsp;</p> <h3>Defence&nbsp;Cyber Protection Partnership&nbsp;- Fred Sugden, Head of Defence</h3> <p>The UK&nbsp;Defence&nbsp;Industry and its primary customer the Ministry of&nbsp;Defence&nbsp;(MOD) has its own set of unique challenges when it come to the protection of data. Much of the data used by the MOD and its supply chain is extremely sensitive, meaning it must be adequately protected in order to maintain military capabilities and operational resilience. As such, the MOD and its suppliers are subject to heightened data protection and cyber security measures, which go beyond the standard requirements in other industry sectors.&nbsp;</p> <p>To better protect the sensitive data that resides in the&nbsp;defence&nbsp;supply chain, the MOD and industry formed a joint initiative called the&nbsp;Defence&nbsp;Cyber Protection Partnership (DCPP) which was formed in response to the cyber threats faced in&nbsp;defence. Through the partnership the MOD has created a number of cyber security standards which have to be met in order to contract with the department. Based on the&nbsp;Cyber Essentials scheme, the standards are set out in a&nbsp;Cyber Security Model, which outlines the proportionate security controls to be implemented, and evidence of this to be submitted as part of all MOD contracts.&nbsp;</p> <p>From April 2017, the new requirements were introduced at the Prime contractor level only, and in October 2017 the requirements were flowed down the supplier chain through the Primes in the form of a new&nbsp;Defence&nbsp;Condition &ndash;&nbsp;DEFCON 658. At the time of writing, several examples of the new cyber protection requirements being flowed down to the fourth tier of supply chain have been seen, showing that the DCPP has produced a more robust system to protect its data.&nbsp;techUK&nbsp;strongly advises any&nbsp;organisation&nbsp;working in&nbsp;defence&nbsp;to obtain as a minimum Cyber Essentials or Cyber Essential Plus (or preferably both) accreditation,&nbsp;in order to&nbsp;avoid interruptions to their businesses.&nbsp;</p> <h3>GDPR can be more than just a compliance issue for local government &ndash; Georgina&nbsp;Maratheftis, Programme Manager, Local Government&nbsp;</h3> <p>The EU General Data Protection Regulation (GDPR) comes into effect in the UK and across Europe on 25 May 2018. The GDPR, which represents the most significant reform of data protection laws for twenty years, will have implications for&nbsp;organisations&nbsp;across all sectors that collect and process personal data. The implications for local government are widespread. However, GDPR should not just&nbsp;be seen as&nbsp;a compliance exercise but the opportunity for councils to transform services by putting data at the heart of working and service design. Putting in place robust information and data governance is an important condition in creating an environment for successful transformation.&nbsp;</p> <p><strong>Building a culture of data trust&nbsp;</strong></p> <p>To help raise awareness of GDPR amongst our members who are active in local government and to councils themselves we held a briefing session with industry experts and&nbsp;councils&nbsp;leaders on the implications of the new regulation for the local government market last October. Overall the recurring theme was that GDPR can help build a culture of data trust within the&nbsp;organisation&nbsp;as well as with citizens.&nbsp;</p> <p>Trust is the biggest barrier to data&nbsp;sharing&nbsp;but councils can use GDPR as an opportunity to reinvigorate training and awareness raising across the&nbsp;organisation&nbsp;to build confidence as well as put citizens at the heart of service design. Information and data are incredibly important to public service, in terms of both intelligence value and helping design citizen centered services. As such, GDPR means councils should now review and&nbsp;look into&nbsp;what information they hold and how they manage it and fundamentally review their policies. GDPR will also require councils to put in place proper data governance. This will help build stronger relationships with more accurate, meaningful data. Councils will have the quality data needed as a result to design services that are more predictive and user-centric. Ultimately ensuring good data quality will help put insights at the heart of driving service improvement.&nbsp;</p> <p><strong>Making the case for transformation&nbsp;</strong></p> <p>Data sits at the heart of creating the environment for successful transformation and GDPR is a hook that can also help make the case for it at senior management level to get going on a digital transformation project/journey. It's also an opportunity to bring together transformation, privacy and the data agenda and overcome any collaboration deficits in the councils.&nbsp;</p> <p><strong>A journey beyond May&nbsp;</strong></p> <p>GDPR is an ongoing process and&nbsp;organisations&nbsp;need to change the way they think about data. It goes beyond May 2018. Councils should not just see the new regulation as a compliance issue but one that can help make the case&nbsp;for&nbsp;transformation and be the lever for creating a culture of data trust and confidence.&nbsp;</p> <p><a href=""><span style="color:#0000FF"><em>For more from techUK Data Protection Week, visit our landing page.</em></span></a></p>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a>Contact: <a href=""></a> Welcome to techUK’s Data Protection Campaign Week! Mon, 21 May 2018 08:00:00 +0100 CRM Sync Jeremy Lilley, Data Protection Policy Manager, welcomes you to techUK’s Data Protection week. <p><img alt="" src="//" style="float:right; height:281px; margin:5px; width:500px">As you will no doubt be aware, GDPR takes effect this Friday. This marks the most significant reform of data protection laws in over twenty years and has been about five years in the making.</p> <p>The new laws dramatically change the way data protection laws operate in the UK and the EU, and will significantly increase the rights of data subjects and the responsibilities of data controllers and processors.</p> <p>To mark this moment, this week is techUK&rsquo;s Data Protection Campaign Week. Throughout the week in the run up to GDPR-day itself, techUK will publish blogs and articles, bringing news, views and insights from techUK staff, our members, stakeholders and thought leaders exploring how the new data protection rules will impact different areas of the economy and society. During the week we will focus on the following themes:</p> <ul><li>Monday - Data Protection and the Public Sector</li> <li>Tuesday - Data Protection and Business</li> <li>Wednesday - Data Flows and Trade</li> <li>Thursday - Data Protection and New Technologies</li> <li>Friday - Importance of building a culture of trust and confidence</li> </ul><p>We encourage you to get involved in Data Protection week and keep an eye on the <a href="">techUK twitter</a>, and join the conversation by using the hashtag <a href="">#techUKGDPR</a>.</p> <p>For more information please get in touch with <a href=""><span style="color:#0000FF">Jeremy Lilley</span></a> or <a href=""><span style="color:#0000FF">Rebecca Francis</span></a>.</p> <h3>Monday - Data Protection and the Public Sector</h3> <ul><li><a href=""><span style="color:#0000FF">techUK views on Data Protection and the Public Sector </span></a>- Kate Francis, Fred Sugden and Georgina Maratheftis, techUK</li> <li><a href=""><span style="color:#0000FF">Guest blog: The long-term impact of GDPR will be more than better data protection</span></a> - Peter Wells, the ODI</li> <li><span style="color:#0000FF">Guest blog:&nbsp;</span><a href=""><span style="color:#0000FF">GDPR: Do people care?</span></a><span style="color:#0000FF"> </span>- Rachel Neaman, Corsham Institute</li> <li><a href=""><span style="color:#0000FF">Policing, Justice &amp; the Data Protection Bill: The third Bront&euml; sister&hellip;</span></a> - Henry Rex, techUK</li> <li><a href=""><span style="color:#0000FF">Guest blog: Balancing GDPR and the need for connected healthcare</span></a> - Marta Franco, Cerner&nbsp;</li> </ul><h3>Tuesday - Data Protection and Business</h3> <ul><li><a href=""><span style="color:#0000FF">Guest blog:&nbsp;Do you really need a DPO? </span></a>-&nbsp;Chris Beveridge, Moore Stephens</li> <li><a href=""><span style="color:#0000FF">Guest blog:&nbsp;Here's what we can expect as NIS and GDPR arrive</span></a> - Greg Day, Palo Alto</li> <li><a href=""><span style="color:#0000FF">GDPR's far-reaching consequences for financial services</span></a> - Melanie Worthy, techUK</li> <li><a href=""><span style="color:#0000FF">Guest blog: Be prepared: the scramble to meet the GDPR deadline</span></a> -&nbsp;Alex Milner-Smith and Sean Dempsey, Lewis Silkin</li> </ul><h3>Wednesday - Data Flows and Trade</h3> <ul><li><a href=""><span style="color:#0000FF">Guest blog: Protecting data shouldn't mean blocking trade</span></a> -&nbsp;Cecilia Bonefeld-Dahl, DIGITALEUROPE&nbsp;</li> <li><a href=""><span style="color:#0000FF">Guest blog: GDPR goes into effect</span></a> - Sana Ali, ITI</li> <li><a href=""><span style="color:#0000FF">The great enabler: data and trade</span></a> - Thomas Goldsmith, techUK</li> </ul><h3>Thursday - Data Protection and New Technologies</h3> <ul><li><a href=""><span style="color:#0000FF">GD-VR &ndash; What does virtual reality mean for data protection?</span></a> - Craig Melson, techUK</li> <li><a href=""><span style="color:#0000FF">Guest blog: Data protection in translation services</span></a> - Joanne Taylor, Capita</li> <li><a href=""><span style="color:#0000FF">Guest blog: New technologies &ndash; an opportunity for digitally responsible businesses</span></a> - Patrick Rowe, Accenture</li> <li><a href=""><span style="color:#0000FF">Guest blog: Accountability under the GDPR</span></a> - Guy Cohen, Privitar</li> <li><a href=""><span style="color:#0000FF">GDPR and AI: help or hindrance?</span></a> - Sue Daley, techUK</li> <li><a href=""><span style="color:#0000FF">Guest blog: Countdown to GDPR</span></a> - Ian, NCSC</li> </ul><h3>Friday - Importance of building a culture of trust and confidence</h3> <ul><li><a href=""><span style="color:#0000FF">Guest blog: Getting to grips with GDPR: the right to be informed</span></a> - Emma Butler, Yoti&nbsp;</li> <li><a href=""><span style="color:#0000FF">Guest video: GDPR and beyond: privacy, transparency and the law</span></a> - Elizabeth Denham, ICO</li> <li><a href=""><span style="color:#0000FF">Guest blog: We're all data subjects - so what can we expect under GDPR?</span></a> - Maeve Walsh, Corsham Institute</li> <li><a href=""><span style="color:#0000FF">Guest blog: Top six misconceptions about GDPR</span></a> - Cisco</li> <li><a href=""><span style="color:#0000FF">Strong data protection laws will help build trust </span></a>- Jeremy Lilley, techUK</li> </ul>Contact: <a href=""></a> ‘Open’ season for cyber-crime in financial services Fri, 18 May 2018 13:31:39 +0100 CRM Sync Cyber-risk is a big deal. It’s increasing exponentially but cyber insurance coverage is woefully inadequate. As part of techUK's 'Cyber Campaign Week', techUK's Melanie Worthy writes about the cyber threats to the financial services sector <p>Lloyds estimates that Cyber costs over $3.5bnn globally and the touch points and potentiality for cyber-crime continue to rise. Cyber has been an increasing area of focus for our financial services and payments programme at techUK.&nbsp; Odds of data breach are 1 on 4 according to the Poneneon Institute&rsquo;s 2017 <em>global cost of data breach</em> study. In the UK, ONS statistics show that fraud and cyber-crime make up nearly 50% of all crime. 66% of UK SMEs have now suffered a cyber breach. The total cost data of breaches in the UK rose by 14.5% from $3.45m in 2014 to $3.95m in 2016. Whilst, cyber insurance is increasing 13.7% in 2016, cf 2.1% in 2014 it is still materially inadequate.</p> <p><em>Open Banking </em></p> <p>The implementation of the Open Banking reforms and revised Payments Services Directive (PSD2), which harmonises payments regulation across Europe opens up the financial marketplace and ecosystem to new types of participants, Third Party Providers (TPPs), both Payment Initiation Services Providers (PISPs) and Account Information Services Providers (AISPs). These TPPs now have the right to access banks open source APIs to access customer transaction data for the first time and offer new services to consumers.</p> <p>Although, regulation has strengthened security and customer authentication requirements to support the PSD2/Open Banking reforms &ndash; the expansion of the ecosystem, currently being exploited by new fintech and other challenger offerings, also creates an expanded interface of touch base and increases the potential for cybercrime.</p> <p><em>Cyber risk management </em></p> <p>Financial services is particularly poor at managing cyber risks -cloud management, data assets privacy/information/storage transfer methods, disaster and business recovery, network intrusion, malware/traffic attacks, security policy, privacy policy, encryption, antivirus and firewall security etc. There is also poor exposure and claims history data available resulting in poor cyber-risk pricing models capital management. Hence, cyberinsurance is poorly developed whilst &lsquo;silent&rsquo; or &lsquo;non-affirmative&rsquo; incidental cyber risk claims rise. This means insurers are exposed to significant and increasing cumulative risk from cyber incidents and the insured now paying larger premium amounts as well.</p> <p>The introduction of GDPR from Friday 25 May and the increasing spotlight on data ethics - compounded by the Cambridge Analytica scandal - makes data privacy/assets controls and management vital too.</p> <p>FS must get a handle on combating cybercrime and ensuring adequate risk cover, soon!</p>Contact: <a href=""></a> Guest Blog: Atos and the importance of cyber trust Fri, 18 May 2018 10:43:50 +0100 CRM Sync In the age of cyber trust, robust cyber security is more important than ever. Sandy Forrest, Client Executive at Atos, writes for techUK on how attitudes to cyber security are changing <p>According to government data, almost <a href="" rel="noopener noreferrer" target="_blank">half of all UK firms were victim to a cyber attack</a> in the 12 months leading to April 2017. High-profile attacks such as WannaCry shone a spotlight on vulnerabilities in the public sector too.</p> <p>With cyber security breaches regularly in the headlines, there are knock-on effects not only on how people think about their own security, but also on the organisations they entrust to safeguard their data. To find out more, we commissioned independent research with over 3,000 service users and customers looking at how attitudes to cyber security are changing. The results, published in our new report, <a href=""><em>The currency of Cyber Trust</em></a>, reveal the importance of cyber trust in business today.</p> <p>Of the people we surveyed, 63% said that recent cyber attacks have made them more aware of the issue of cyber security. While this is probably no surprise, perhaps what&rsquo;s more significant is that 58% also told us that cyber security is now a deciding factor when choosing which organisations they interact with. And this isn&rsquo;t necessarily good news for all organisations: 38% of respondents said they do not trust organisations with their personal data.</p> <p><strong>The value of transparency</strong></p> <p>The research highlights both the challenge public and private sector organisations now face to retain cyber trust and also the opportunities this presents, namely, to underpin wider trust in your business and act as an enabler for your digital strategy.</p> <p>Based on the findings, our report sets out steps that organisations can take to gain (or regain) the cyber trust of their customers. This might be something as straightforward as communicating your cyber security policies to your customers, informing them quickly about an attack, and being more transparent about steps to improve security protocols after the breach has occurred.</p> <p><strong>Help customers to help themselves</strong></p> <p>We also learned of potentially dangerous knowledge gaps. Cyber security is a technical subject which, between the various acronyms, vectors and protocols, can appear overwhelming to people from a non-IT background &ndash; or even those who know their DDoS from their Trojan Horse.</p> <p>For example, we discovered that most customers (61%) don&rsquo;t actively stay informed about the latest cyber threats, which means there&rsquo;s an opportunity &ndash; if not a responsibility &ndash; for organisations to educate their customers about how better to protect themselves.</p> <p><strong>Integrating cyber security into user experience</strong></p> <p>The good news is that most people are willing to compromise on user experience in return for enhanced cyber security, with only 17% not willing to compromise at all. Where the real opportunity lies is in improving cyber security and user experience in parallel. Customers are more likely to accept additional security measures if their digital experience is well designed. But for this, they need to understand the benefits to them, with the necessary guidance and information.</p> <p>As public concerns about cyber security increase, and with people now ready to walk away from services they don&rsquo;t trust, there are advantages for organisations who are prepared to differentiate themselves. It&rsquo;s a question of staying innovative, being transparent and enrolling customers in a partnership to protect both them and the cyber security of your organisation.</p> <p><em>To read more, including tips on how to improve your organisation&rsquo;s approach to cyber security and communicate this to your customers, click here</em>: <a href="" rel="noopener noreferrer" target="_blank"></a><em>.</em></p> <p>For more from Atos on protecting organisations with an integrated security posture, follow this link for the latest white paper on hybrid cloud cyber security: <a href=""></a></p> Guest Blog: CyBOK - release of the first Knowledge Areas Fri, 18 May 2018 08:47:51 +0100 CRM Sync Chris Ensor, Deputy Director Cyber Skills and Growth at the National Cyber Security Centre, gives an update on the new Cyber Security Body of Knowledge (CyBOK). <p>Work on the new <a href="" rel="nofollow">Cyber Security Body of Knowledge</a> is starting to gather pace. Last time I blogged the project was just kicking off and since then the team has run a consultation to define the scope (<a href="" rel="nofollow">Scope Document v2</a>) and are starting to develop the individual Knowledge Areas (KAs).</p> <p>Just to recap, <a href="" rel="nofollow">the consultation identified 19 Knowledge Areas (KAs)</a> organised into five broad groupings, as shown in the diagram.</p> <p>The approach has already proved extremely helpful, such as in the forthcoming DCMS consultation on developing the cyber security profession. It enables us to finally answer the question, &ldquo;So what do you mean by cyber security?&rdquo; This also helps us to illustrate the breadth and complexity of this area.</p> <h4>So, what&rsquo;s next?</h4> <p>The team of academics (led by Professor Awais Rashid of Bristol University) has been working hard to develop the first KAs for public consultation. The plan is to release each KA as it becomes available to ensure we maintain pace and enable people to make use of them as soon as possible &ndash; and we are already seeing a demand, which is great. It&rsquo;s probably worth saying that for each KA there will be a formal review process with an expert review panel and following this the resulting draft will be will be released for public review.&nbsp;The plan is to release KAs throughout the next 18 months with the full CyBOK being available in 2019.</p> <p><em>I&rsquo;m really pleased to be able to say that the first two knowledge areas, <a href="" rel="nofollow">Cryptography</a>&nbsp;and <a href="" rel="nofollow">Software Security</a>, are now available. Consultation on these first Knowledge Areas will be open until <strong>25 May 2018</strong>&nbsp;inclusive - please have a read and send the team your views.</em></p> <p>This is a world-leading project (as noted by many of the international experts the team has&nbsp;engaged) and if you want to follow progress or get involved, you can email the CyBOK team (<a href=""></a>) or keep an eye on the <a href="" rel="nofollow">CyBOK website</a> and&nbsp;<a href="" rel="nofollow">Twitter feed</a>.</p> <h4>How will the NCSC promote uptake and use of the CyBOK?</h4> <p>We will soon begin work to start promoting the uptake and use of the CyBOK. Initially, we are going to use our existing activities such as: <a href="" rel="nofollow">certified degrees</a>, <a href="" rel="nofollow">CyberFirst</a> and <a href="" rel="nofollow">certified training</a>. We will be supporting this with wider consultation amongst academia, government and industry; as I said in my first blog, <a href="" rel="nofollow">Building the Cyber Security Body of Knowledge</a>, it is expected that the CyBOK will enable the UK to focus learning pathways, professional development and careers information for cyber security. We will also be looking to others outside NCSC to help promote and embed this work, so we&rsquo;re open to suggestions.</p> <h4>How can you get involved?</h4> <p>Please keep your eyes peeled on the <a href="" rel="nofollow">CyBOK website</a> for further updates and opportunities to engage. We will also be flagging these opportunities through the NCSC website and <a href="" rel="nofollow">Twitter</a>. If there is anything else you&rsquo;d like to know about the project, we encourage you to <a href="" rel="nofollow">get in touch</a> or contact the academic team via&nbsp;<a href=""></a></p> Securing supply whilst securing the network Thu, 17 May 2018 14:14:30 +0100 CRM Sync Matt Evans, of techUK, contributes to techUK's 'Cyber Campaign Week' by looking at the revolutionary digital changes taking place in the energy sector and efforts to maintain security <p>The energy sector in the UK is undergoing a revolutionary change away from a centralised number of small plants to a smarter, more flexible and more diverse system. This change is necessary in order to deliver a sustainable, affordable and ultimately secure power supply - as well as opening up the possibility of new business models emerging. The move to a smarter grid is certainly not without its challenges but it will certainly involve many more control and access points which require digital connectivity - these could range from a large-scale wind farms to aggregated consumer appliances that participate in demand side response. This trend towards digitisation and the amount of data being gathered has served to make the energy sector both more attractive and vulnerable to cyber-attacks of one sort or another.</p> <p>As well as dealing with a growing number of devices that are needing to connect to the energy system the sector also has to grapple with legacy systems in its operational technology, particularly in industrial control. Here updates can sometimes take months to fully complete and need to be bespoke in nature. At the other end of the spectrum new technology may be secure by design but is built on common platforms means attacks can spread across sectors more easily.</p> <p>On top of this is the skills shortage that we, the tech sector, encounters in cyber security but is compounded in most operational technology areas where there is often a divorce in skills, understanding and culture between IT and engineering.</p> <p>So that's the challenge. What about the solution? Well, firstly let's take the sector as a whole. This is one where safety is at its core. This helps frame cyber in a way which it isn't always considered in other sectors. Secondly, for all its faults, the sector collaborates across a wide range of issues and there is rarely a meeting which cyber security isn't seen as a key issue. Thirdly, Government and the private sector are working closely on how to increase security, resilience and coordinate responses to attacks - that can be through playing a coordinating role or through regulation such as the NIS Directive.</p> <p>techUK are working with the energy sector to help address these challenges and ensure that the transition to a smart power system is done so securely&nbsp;</p>Contact: <a href=""></a> Guest Blog: Driving Secure by Design IoT approaches in the UK Thu, 17 May 2018 14:00:54 +0100 CRM Sync Jamie Brown, of CA Technologies, writes for techUK's 'Cyber Campaign Week' with an article applauding DCMS' 'Secure by Design' report and calling for a focus on secure development <p>The UK Government Department of Digital, Media, Culture and Sport (DCMS) recently released a report aimed to ensure that the Internet of Things (IoT) is secure by design, with security built in from the start.</p> <p>The IoT, and the data-driven innovation it promises, provide a wealth of opportunities for the UK for improving public health, protecting the environment, and enhancing transportation safety and efficiency, among many other benefits.&nbsp; However, the increase in ubiquitous connectivity brings significant cyber security risks as well.</p> <p>CA Technologies applauds the release of this report as security will be critical to realizing the benefits of the IoT.</p> <p>Proposing an industry Code of Practice and guidelines</p> <p>The primary feature of the report is a proposed industry Code of Practice, which includes guidelines for enhancing the security of IoT devices, applications and infrastructure.</p> <p>The guidelines cover a range of security and privacy practices including credentials management, principles of least privilege, data protection and management, secure communications, and many others.</p> <p>The report calls out the first three guidelines as having particular importance because they will bring about the largest improvement in the short term. They are:</p> <p>No default passwords</p> <p>Implement a vulnerability disclosure policy; and</p> <p>Keep software updated</p> <p>&nbsp;</p> <p>The importance of secure software development practices</p> <p>CA Technologies agrees that these guidelines are critical to securing the IoT ecosystem.&nbsp; However, we would also recommend the inclusion of a new guideline, which promotes the use of secure software development processes and practices in order to effectively minimize the inclusion of vulnerabilities in device and applications as they are developed in the first place.</p> <p>Software applications are increasingly integrated into our commercial processes, including in the consumer IoT marketplace. But this makes them a prime target for hackers.</p> <p>Data from CA Veracode&rsquo;s 2017 State of Software Security (SOSS) Report[1] demonstrate the pervasive risk of software security. For example, the frequent use of software components speeds up development, but also increases risk. As the SOSS report notes, 88 percent of tested Java applications had at least one vulnerability in a component.</p> <p>Organizations that follow best practices make security an element of quality, conducting security testing and other secure development practices throughout the development lifecycle.&nbsp; These practices result in significantly fewer vulnerabilities being included in code that is released in the marketplace, reducing attack opportunities for malicious actors.&nbsp; As one example, the SOSS report notes that organizations that scan their applications more frequently during development have a 48 percent higher fix rate than organizations that don&rsquo;t scan frequently.&nbsp; Organizations with eLearning developer education classes have a 19 percent better fix rate.</p> <p>Finally, it is important to note that a holistic secure by design approach will consider effective identity and access management practices, including privileged access management to protect the secure software development process, itself.&nbsp; Effective API security and secure automated updates will also be critical to the security of the full life cycle of devices, applications and networks.</p> <p>Moving forward</p> <p>CA Technologies believes the Secure by Design report is a significant step forward in government-industry partnerships to improve cybersecurity.&nbsp; We look forward to working with DCMS, our partners and other industry stakeholders to continue driving security best practices in the IoT marketplace.</p> <p>Which best practices do you feel are important to highlight?&nbsp; What is missing in the report?&nbsp; Continue the discussion on Twitter using the hashtag #techUKCyberDE</p> <p>[1]</p> Guest Blog: Cyber security challenges for the retail sector Wed, 16 May 2018 14:41:16 +0100 CRM Sync James Martin, Crime and Security Adviser at the British Retail Consortium (BRC), writes for techUK's Cyber Campaign Week on the work that the BRC is doing on cyber security and why it is taking part in #techUKCyberDE <p>What does Alexis de Tocqueville, a mid-nineteenth century historian and political scientist, have to do with the WannaCry ransomware outbreak last May and cyber-commerce?</p> <p>Well, in 1831 Alexis was sent by the French Government to examine the American penal system. In a way that all managers will find familiar, the 26 year old spent nine months mainly travelling around and enjoying himself.</p> <p>Unusually, however, on his return Alexis began writing, publishing two volumes of what would become known as &lsquo;[On] Democracy in America&rsquo;. His described the concept of &lsquo;enlightened self-interest&rsquo;, which he saw as a predictor of future American economic success. At heart, it means working together and assisting others because by doing so we help ourselves. Or as, with rather more elegance, Alexis put it &ldquo;&hellip;.an enlightened regard for themselves [Americans] constantly prompts them to assist one another&hellip;.&rdquo;.</p> <p>It&rsquo;s a concept which is very relevant to cyber-security and -commerce.</p> <p>Many IT infrastructures make use of similar building blocks, and a successful attack on one company might very soon be replicated across many. This &lsquo;domino theory&rsquo; analysis of cyber attacks can be clearly seen across a vast range of examples, perhaps most famously in last year&rsquo;s WannaCry outbreak.</p> <p>Likewise, a successful strategy for dealing with an attack can very soon be deployed elsewhere and, if the flow of information is quick enough, systems can be secured long before they are compromised.</p> <p>If the flow of information is quick and accurate enough, the response can beat the contagion, helping to minimising the effects of the attack well before the harm spreads too far.</p> <p>But it requires an infrastructure and a culture that facilitate that sharing.</p> <p>In terms of cyber-security, the National Cyber Security Centre (&lsquo;NCSC&rsquo;), working with trusted partners such as the British Retail Consortium, have stepped in to create that infrastructure. It is called the Cyber Information Sharing Partnership &ndash; known as &lsquo;CiSP&rsquo;. &nbsp;It provides its members with a platform to collaborate in a trusted, confidential, environment. CiSP members are experts drawn from leading-edge retailers and other businesses, academia and the UK&rsquo;s critical national infrastructure. Part of the value is from learning across sectors.</p> <p>Take up of CiSP has been strong, and there are now 4,000 visitors per month, a 43% increase in just over a year. The WannaCry outbreak is a great example of when CiSP came into its own: there were more than 23,000 visitors to the online platform, including 15,000 during the first weekend. CiSP was invaluable in providing up-to-the-minute mitigation advice and, as crucially, debunking false rumours.</p> <p>There is clearly a case for looking at how that approach can move beyond cyber-security, enabling the UK&rsquo;s technology and retailing ecosystems to better realise shared opportunities. Retail has scale, reach and many of the raw materials for making AI work, and is already innovating fast. Online sales are growing at a startling rate, making use of a much wider range of technologies, whilst traditional sales falter. UK technology firms can deploy cutting edge capabilities and draw on learning from across sectors to do things better and cheaper.</p> <p>The work of tech UK and BRC on events like the &lsquo;Cyber in the Digital Economy&rsquo; conference can help sustain a community of enlightened self-interest; the end result can only be good for both.</p> <p>James Martin</p> <p><em>Crime and Security Adviser, British Retail Consortium</em></p> <p><em><img alt="" src="//" style="height:400px; width:400px"></em></p> Guest Blog: IT and OT security need to get it together Wed, 16 May 2018 12:03:51 +0100 CRM Sync Richard Knowlton, Strategic Adviser, AXELOS RESILIA writes for techUK on the needed convergence of IT and OT security <p>Once upon a time Operational Technology (OT) was just about safety and reliability. We had to know that our systems would operate long-term with minimal intervention and with zero chance that a malfunction would cause a hazard to life or property.</p> <p>What&rsquo;s changed?</p> <p>There are now people out there who don&rsquo;t merely want to penetrate and play with our systems, for fun or to make money. They want instead to cripple OT systems in such a way that they cause explosions, fires or catastrophic environmental impact &ndash; all to further a political agenda and as part of a strategy of hybrid-warfare.</p> <p>In other words, we are no longer just talking about accidents. We&rsquo;re in a situation where hackers are quite deliberately and cold-bloodedly planning to cause massive harm.</p> <p>Luckily, we have not (yet) seen an attack lead to such a devastating outcome. But recent evidence from the power-generation and oil and gas sectors shows all too clearly which way the trend is headed. It&rsquo;s probably only a matter of time&hellip;.</p> <p>All of this makes it urgent that OT and IT security &ndash; traditionally two separate disciplines with different priorities &ndash; come together to share risk management best practice, and to work together to apply it across their functions.</p> <p>The challenge is about the management of complex evolving risks, and this needs a change in mindset. We must think not just of safety and reliability, but also of what hacker would go after in our OT estate if they wanted to cause massive damage and disruption.</p> <p>A first step is to carry out a detailed inventory of what is deployed in that estate, followed by a thorough examination of the five traditional areas of technology security vulnerability: the devices, their software and apps, the networks used to communicate between the devices, the system controllers and routers, and the databases used to store information produced by the devices.</p> <p>Compiling this inventory is likely to be time-consuming but it is essential. And it is almost certainly going to throw up an uncomfortable fact: that the company&rsquo;s security department has little idea of what cyber assets are in use. It goes without saying that if you do not know what is in your estate, then you cannot adequately identify its critical vulnerabilities and mitigate them &ndash; let alone give management an accurate picture of the company&rsquo;s risk exposure.</p> <p>Your thorough review combined with a study of recent incidents will also quickly demonstrate another reality: too many facilities rely on ineffective OT security measures, believing that they can rely on air-gaps - or more probably believing that their systems are too deeply buried in their infrastructures to be at risk.&nbsp;&nbsp;</p> <p>These are no defence against state actors, who have the time, money and resources to study a target system in detail and to identify its vulnerabilities.</p> <p>The deployment of the malware &ldquo;Triton&rdquo; in 2017 shows the point neatly. Attackers were able to achieve remote access to an engineering work station via a Microsoft Windows OS, using Triton to re-programme its safety back-up computers to ensure that they would not respond to a critical incident.</p> <p>This is the point at which close collaboration across all security functions is essential. The deployment of malware will likely go hand-in-hand with the use of stolen user-credentials. This means that even a thorough campaign to eradicate the malware from the systems will fail if the hackers still have the credentials to allow them back inside again. Educating the work-force at all levels to a high degree of security awareness is crucial.</p> <p>You must also ensure that your crisis management plans &ndash; traditionally developed to handle accidents &ndash; take full account of an appropriate response to a malicious attack.</p> <p>Looking outside your company, I think that it is essential to have a close liaison with those parts of government responsible for the security of your area of the national critical infrastructure. They will have an overview of the threats you face and of successful means of mitigating them.</p> <p>The same applies to industry bodies representing the interests of your sector. Meetings of security professionals will provide a safe space where you can share experiences and best practices. In this world where safety and security are so closely intertwined, there is no commercial advantage in holding back information that might have prevented death or serious injury in a competitor&rsquo;s operation.</p> <p>It&rsquo;s unfortunately true that a determined state-sponsored attack may well succeed. What remains crucial is that all elements of security work together to minimise that risk and to ensure that they are fully prepared to deal with a catastrophic event.</p> <p><strong><em>Richard&nbsp;</em>Knowlton, Strategic Adviser, AXELOS RESILIA (a joint venture between Capita and the Cabinet Office) and Chairman of Richard Knowlton Associates (RKA)</strong></p> <p>To read more articles from techUK's 'Cyber Campaign Week', please click <a href="" target="_blank">here</a></p> Galileo points the way towards Brexit Wed, 16 May 2018 10:14:00 +0100 CRM Sync An unintended consequence of Brexit, politics and entrenched rules are on the point of kicking the UK out of Galileo, Europe’s answer to GPS, denying UK military & security forces access to the most reliable navigation service in the process <table align="center" border="0" cellpadding="1" cellspacing="1" style="width:500px"><tbody><tr><td><img alt="" src="//" style="height:350px; width:750px"></td> </tr></tbody></table><p>&nbsp;</p> <p>Most consumers and businesses take GPS for granted. It tells your smartphone where it&rsquo;s taking a photo, enables your car to direct you to your destination, and (should) ensure that your last Amazon purchase is delivered to the right address. Accurate positioning also supports a range of military, homeland security and intelligence applications. That GPS also provides timing extends its application even further (e.g. into financial services).</p> <p>In fact a recent Blackett review, published by the Government Office for Science, snappily titled <em><a href="">Satellite-derived Time and Position: A Study of Critical Dependencies</a> </em>together with a previous report from InnovateUK, the UK Government&rsquo;s Innovation Agency, highlighted just how dependent much of the economy is to the loss of GPS. Dependence on a system that could be switched off at US Presidential whim has lead the European Union, Russia and China to develop home-grown alternatives.</p> <p>The UK Government has invested heavily in the EU system, <em>Galileo</em>, with UK companies such as Airbus building satellites (and Airbus&rsquo;s Surrey Satellites subsidiary assembling and testing all of the payloads) and providing key input to the more reliable, encrypted element of Galileo, the <em>Public Regulated Service</em> (PRS), intended to be only available to an authorised list of users. Further to this, some of Galileo&rsquo;s worldwide ground-based infrastructure is hosted by far-flung British colonies.</p> <p>Unfortunately, Brexit throws a spanner in the works. EU Industrial Strategy dictates that, wherever practical (the atomic clocks are Swiss!) Galileo&rsquo;s supply chain should comprise of EU based entities. Additionally the PRS was intended to add value only to <u>EU</u> public agencies, which implicitly could be trusted to use it in a manner compatible with European purposes.</p> <p>The UK Government has understandably argued that, Brexit or no Brexit, all EU28 countries benefit if the UK stays in the Galileo programme, not least as the EU actually uses the European Space Agency (which is an inter-governmental organisation rather than an EU agency, and which the UK will remain a high-contributing member of post-Brexit) to run the procurement side of the programme. However, current direction of travel suggests that, when the UK leaves the EU, the Galileo programme will join the Single Market and the Customs Union as other things the UK will also leave.</p> <p>The shorter term issue for the UK is UK companies being cut out of doing any work on the Galileo project, despite the UK having paid considerably towards it; the longer term issue is the UK military and intelligence agencies being denied access to the PRS, where Galileo&rsquo;s rules make it almost impossible for non Member States to have access.</p> <p>So the UK Government has assembled a team of experts to identify the practicality of the UK designing and launching its own GNSS satellite constellation. At least the UK could deploy the latest technologies, would maximise the work undertaken in the UK, and potentially has a use for one or more of the spaceports the Government is expected to announce soon. The UK may also not require quite as wide coverage as Galileo will provide when fully built.</p> <p>The rules for PRS access were drawn up to cope with requests for access from countries which weren&rsquo;t Member States such as Norway or the US; the rules weren&rsquo;t intended to deal with a Member State (and a large one, with a proportionately large military spend, at that) leaving the Union.</p> <p>This has resulted in the kind of inconsistency it would, frankly, have been difficult to make up: the EU wants to deny UK access to a technology largely built by UK companies, while Member States want to keep sharing intelligence with the UK (the only European member of the <em>Five Eyes</em> intelligence alliance), and some Member States (such as Estonia) are happy to host UK military forces to bolster their own defences &ndash; yet the UK can&rsquo;t be trusted with accurate navigation?</p> <p>Going forwards, EU27 military and intelligence forces are likely to be the worse for the Galileo programme no longer having access to crucial British skills and expertise. And while UK taxpayers potentially avoid paying future contributions into the Galileo programme, some of those savings would have to be invested in another GPS-like system, even as the last one UK taxpayers invested in is still being built. There will be some companies which will pick up contracts as a result of the fallout from this decision, but citizens across the entire EU28 collectively may lose.</p> <p>While the UK Government is struggling to get to grips with customs and other mission-critical issues for industry, the EU is showing that it too is not immune to making Brexit even more complex for business. Both sides must now recognise that politics and entrenched rules must not stand in the way of securing the best outcome for citizens.</p>Contact: <a href=""></a> Guest blog: EnergyUK - Cyber security in the energy sector Wed, 16 May 2018 08:36:44 +0100 CRM Sync For the UK energy industry, cybersecurity has not necessarily been an area which dominates conversation, within Government nor at industry level. <p><img alt="" src="//" style="height:400px; width:400px"></p> <p><span style="font-size:10pt">For the UK energy industry, cybersecurity has not necessarily been an area which dominates conversation, within Government nor at industry level. </span></p> <p><span style="font-size:10pt">But as we move towards a smarter, more flexible energy market, where more operating systems require information technology capabilities, the threat landscape changes bringing ample cybersecurity challenges to the fore - challenges which are only now starting to peak Government and media interest. Whilst this convergence of Information Technology and Operational Technology in the energy industry brings many benefits, optimising industry level processes and affording a more innovative transfer of electricity, it brings with it an increase in attack planes which, with little regulation, have the capability to comprise the operating systems which contribute to our critical national infrastructure.</span></p> <p><span style="font-size:10pt">But fear not. As we as an industry drive towards a more decentralised and distributed way of delivering electricity to consumers and businesses, cybersecurity has more and more become a topic worthy of discussion and importantly, action. &nbsp;</span></p> <p><span style="font-size:10pt">In 2016 the European Commission produced the Network and Information Systems (NIS) Directive, with the objective of ensuring a selection of &lsquo;operators of essential services&rsquo; better manage cybersecurity risk, by adhering to a set of outcome-based security principles, and being assessed to ensure compliance and ultimately, improvement. The NIS Directive goes further, to impose more stringent incident reporting obligations and a penalty regime, for non-compliance. </span></p> <p><span style="font-size:10pt">Whilst we are in the very early stages of NIS Directive implementation, it has become clear that as an industry we are relatively late to the game. This piece of legislation is the first of its kind, aiming to develop more entrenched processes around the management of risk which a lack cybersecurity poses. With threats originating from a range of sources, from state sponsored attacks to hackers sending emails infected with malware, the NIS Directive provides a much needed consistent and stable approach to managing such threats. </span></p> <p><span style="font-size:10pt">However, we cannot become complacent. This is just the beginning of a long road towards more stable regulation and legislation around cybersecurity protections for critical industries. We need sector-specific guidance and direction from the specialists who can transfer experience and knowledge to industries where such intelligence and skills are, unfortunately severely lacking. It is only with support from the Government, the Regulator and national organisations can we hope to build on top of this regulatory foundation in the NIS Directive, to ensure the UK is and will continue to be safe from cybersecurity attack.&nbsp; &nbsp;&nbsp;</span></p>Contact: <a href=""></a> It’s time public sector IT services enabled innovation Wed, 16 May 2018 08:28:24 +0100 CRM Sync Sean Grimes, Managing Director Cloud and IT at Agilisys, discusses why escaping the traditional IT services model is essential for public sector organisations that want to maximise the benefits of cloud adoption. <p style="text-align:justify">The world is changing &ndash; and the way public sector IT services are delivered and consumed must change with it. Embracing this revolution also requires a fundamental shift in thinking; while the public sector has been on a digital journey for some time, the traditional IT delivery models that have taken organisations this far are looking increasingly ill-suited to taking them any further.</p> <p style="text-align:justify">The cloud marks a fundamental evolution in what&rsquo;s possible, enabling modernised digital services that can transform citizen access and service quality, while also substantially reducing costs across the entire organisation.</p> <p style="text-align:justify">Traditional &lsquo;<em>mess for less</em>&rsquo; IT delivery models usually see a single partner managing an entire IT estate. Unfortunately, this approach not only leaves organisations struggling to keep pace with continuous digital disruption, but also hampered by weighty technical debt when they exit a contract.</p> <p style="text-align:justify">This IT services delivery model typically saw partners make valuable upfront technology investments in return for long, multi-year agreements. However, public sector organisations must think ahead: problems can emerge once the focus for partners becomes cost control, rather than keeping pace with growing requirements or preparing for the future. As a result, IT assets are &lsquo;<em>sweated</em>&rsquo; long after they should have been retired. Systems that initially looked over-provisioned can be left struggling to cope after several years of changing user needs and growing application requirements. Meanwhile, a partner&rsquo;s digital skills will also be focused on squeezing value from yesterday&rsquo;s technologies, rather than embracing the innovation of today.</p> <p style="text-align:justify">Service Integration and Management (SIAM) strategies attempt to address these issues by moving public sector organisations from a reliance on a single partner to a multi-stakeholder approach, with different &lsquo;owners&rsquo; for separate areas of infrastructure and operations. But effectively coordinating these partners is a considerable challenge and risk to the organisation . Whether public sector organisations take an in-house or third-party approach to coordination, SIAM usually results in added complexity and no obvious cost-savings.</p> <p style="text-align:justify"><strong>Outcomes, not inputs</strong></p> <p style="text-align:justify">To enable public sector organisations to achieve true digital transformation, IT delivery models need to focus on outcomes, not inputs.</p> <p style="text-align:justify">Whether public sector organisations specify their technology requirements to a single partner, or oversee the integration themselves between multiple organisations or providers supporting different IT pillars, traditional services and technology procurement always requires smart buyers with in-house expertise.&nbsp; Harnessing the cloud&rsquo;s unprecedented capabilities, however, demands a new skillset that public sector organisations often struggle to access internally. Hiring &lsquo;cloud-based&rsquo; versions of traditional skills isn&rsquo;t enough; entirely new ways of approaching and solving problems are needed to squeeze the greatest value from today&rsquo;s hyperconnected and rapidly evolving digital ecosystems.</p> <p style="text-align:justify">To meet this challenge, technology partners must enable public sector organisations to speak in terms of outcomes. With the ability to focus on what they&rsquo;re trying to achieve, as opposed to defining the specific technologies, public sector organisations can drive IT innovation much more effectively.</p> <p style="text-align:justify"><strong>Accelerate innovation</strong></p> <p style="text-align:justify">Organisations looking to replace their current technology partner, or lacking the capabilities to in-source, should consider that now may be the right time to select a new type of provider to help kickstart their cloud journey.</p> <p style="text-align:justify">Unlike the large, monolithic contracts in traditional IT delivery models, the cloud enables smaller and more nimble service-based agreements. By developing a mixed IT estate that integrates on-premise and cloud-based resources, public sector organisations can reap enormous benefits: driving greater reliability, scalability and service quality, while reducing delivery costs.</p> <p style="text-align:justify">Unlike traditional IT delivery models, cloud services also offer an IT paradigm that&rsquo;s future-ready. Cloud adoption unleashes a host of technology innovations that the public sector doesn&rsquo;t have the capacity to build or run internally - from big data analytics and business intelligence, to the Internet of Things (IoT) and artificial intelligence (AI). Better still, these cloud-based capabilities are all designed for easy integration with each other, allowing public sector organisations to build exceptional citizen services that harness multiple cutting-edge capabilities.</p> <p style="text-align:justify">Meanwhile, fully-managed cloud services also &lsquo;free up&rsquo; in-house staff from more mundane IT management allowing talented people to undertake more interesting and meaningful tasks. For instance, developing and using skills in data and coding enables public sector IT teams to become agents of change, harnessing the cloud&rsquo;s capabilities to accelerate innovation and enhance services.</p> <p style="text-align:justify"><strong>The road ahead</strong></p> <p style="text-align:justify">Of course, to manage cloud transformation successfully, organisations first need a clear vision for the future. Expert, impartial support is needed to identify the right IT strategy and target operating model, as well as build a fully-costed business case.</p> <p style="text-align:justify">With an <a href="">actionable roadmap</a>, organisations can make the best possible decisions and de-risk cloud adoption - making the process faster, safer and simpler to manage. Ultimately, that means savings start sooner and new services can be brought online faster.</p> <p style="text-align:justify">With expert support, the cloud&rsquo;s value can also be increased over the long-term: flexibly scaling services up or down, ensuring organisations only pay for what they need, and exploiting new cloud capabilities as they emerge.</p> <p style="text-align:justify">If your organisation is ready to start innovating, here are our top five practical tips for cloud adoption:</p> <ul><li style="text-align:justify"><strong>Know what you want:</strong> Develop a clear cloud strategy and vision at the outset.</li> <li style="text-align:justify"><strong>Achieve &lsquo;buy-in&rsquo;</strong> for cloud transformation across your organisation.</li> <li style="text-align:justify"><strong>Look for a complete cloud approach:</strong> Beware of the cost of leaving infrastructure behind.</li> <li style="text-align:justify"><strong>Right-size</strong> your cloud migration to reduce time, cost and risk.</li> <li style="text-align:justify"><strong>Don&rsquo;t delay:</strong> Accelerating technology change means the need for transformation is inevitable - the later you leave it, the greater the pressure.</li> </ul> Guest blog: Gemserv - Think NIS doesn’t affect you? Think again Tue, 15 May 2018 14:46:15 +0100 CRM Sync Gemserv: Think NIS doesn’t affect you? You might need to think again. <p><img alt="" src="//" style="height:400px; width:400px"></p> <p>The new Network and Information Security (NIS) Directive which has just come into force is aimed at rising cybersecurity among operators of essential services, but it could also have significant implications for their suppliers.</p> <p>The directive, which aims to raise the overall level of cybersecurity across the EU, places significant emphasis on supply chain risk management.</p> <p>After all, if a key supplier to a major telecoms or transport organisation is hit by a cyber-attack it could also impact on the essential service they provide.</p> <p>The recently published first version of the Cyber Assessment Framework (CAF), which aims to help UK organisations track their progress against NIS, highlights how the directive&rsquo;s net casts much wider than just the key operators themselves.</p> <p>It stresses how OES need to understand and manage the risks to the networks and information systems which underpin essential services from their dependencies on external suppliers.</p> <p><em>Indicators of good practice</em></p> <p>The framework highlights a number of indicators of good practice including the need for OES to have a deeper understanding of the supply chain, including sub-contractors, and the wider risks faced.</p> <p>Factors which should be taken into account include areas such as the supplier&rsquo;s partnerships, competitors, nationality and other organisations with which they sub-contract to inform risk assessment and procurement processes.</p> <p>The guidance says OES should also have confidence that information shared with suppliers that might be essential to the essential service is well protected.</p> <p>As well as the supply chain risk management requirements placed on OES, the suppliers, will increasingly be expected to demonstrate the robustness of their cyber-security approach to an OES through compliance to standards such as Cyber Essentials and ISO27001.</p> <p><em>NIS and GDPR</em></p> <p>Organisations which have implemented an Information Security Management System (ISMS) against a standard such as ISO 27001 will be in a good position for NIS compliance as they will have already have analysed risks against their network and information systems, implemented controls to minimise those risks and be continuously improving their ISMS to meet business objectives.</p> <p>Businesses and organisations can also benefit from information security strategies which ensure they comply with the requirements of both NIS and GDPR.</p> <p>While their focus is different - with NIS targeting operators of essential services and the GDPR concerned with protecting personal data -&nbsp; both require organisations to adopt risk-based security measures as well as report incidents in case of breaches.</p>Contact: <a href=""></a>Contact: <a href=""></a> Digital is not just for techies – it’s a core leadership competency Tue, 15 May 2018 08:45:28 +0100 CRM Sync Guest Blog: Nick Cole, Capita, explores the concept of ‘digital’ and the leadership skills required in local authorities to respond to raised consumer expectations <p>It is that time of year when clients, colleagues and candidates ask me what the next big thing in recruitment will be for 2018 and beyond. We all know that place-shaping, commercialisation and social care remain the principal areas of hiring focus, as they have for several years now and I am sure this will continue. However, from my own personal perspective less has been said of the digital agenda and the impact of a lack of talent on forward hiring trends. Perhaps controversially for a piece about recruitment, I am not sure this is just about there not being many local government people out there who are truly &lsquo;digital first&rsquo;. I think it&rsquo;s also about the need for a shift in mindset &ndash; &nbsp;for us, &lsquo;digital&rsquo; is about disruptive interventions that change behaviours &ndash; and not always about using technology.</p> <p>Firstly, some context. From what I see and hear in the sector, aspiration seems to be relatively low in local government compared to the private sector or parts of central civil government. Amazon have set a precedent in the minds of the general consumer that is only partially being met by many councils. Definition is also important. I remember when the phrase &lsquo;commissioning&rsquo; entered the local government lexicon. It meant something different to almost everyone; yet it evolved into a way of working rather than a process. Perhaps the same can now be said of &lsquo;digital&rsquo;. When I look at my children, &lsquo;digital&rsquo; isn&rsquo;t something they think of, or even articulate as a concept &ndash; they just do it 24/7. For the internet-era what we refer to as digital is a culture and default lifestyle that responds to this heightened expectation around service delivery. To them, it&rsquo;s normal. From a council perspective, it is not; not yet perhaps. And perhaps the starting point for councils is to think about the digital response to consumer expectation from the perspective of people and culture not kit, apps or technology per se.</p> <p>Digital in local government to date has been more about responding to a specific problem or process than developing this new mind-set of raised consumer expectation. I hear many senior leaders who seem to be bombarded internally with conflicting approaches to digital from the most basic to the radical. And it can be hard to know who to listen to. There is also huge variation across the sector and the system. Whilst putting forms on a council website or enabling citizens to request or transact basic services online is now the norm, we are a long way from driverless waste trucks or gritting drones. But there is at least consensus that we have started the journey. Social media has for example been embraced by many as a key way to hire or communicate though for a relatively a small number of chief executives is their default communications tool.</p> <p>So rather than just recruiting digital experts from the Amazons of this world (and I have recently done this for a local authority trading company), what will also be needed at the top table will be people from a range of professional backgrounds with digital skills and capability &ndash; digital is not just the responsibility of the Chief Technology Officer &ndash; digital is now a core leadership competency that needs to be developed by the organisation.</p> <p>Should you look to hire externally, give some serious thought about the configuration of the role and removing barriers to entry for private sector candidates from the job description and person specification. Private sector candidates will be more interested in your ambition, attitude and approach than role descriptors. You will need to pay well and you may not contain or retain them for long. Sometimes however, a disruptor is exactly what is needed.</p> <p><em>Nick Cole,Director for local government, Veredus, part of Capita. This piece was originally published on <a href="">the Capita blog here</a>.</em></p> NCA highlights the ever-increasing impact of tech Mon, 14 May 2018 16:57:27 +0100 CRM Sync The National Crime Agency’s 2018 Strategic Assessment highlights the increasing significance of technology in serious and organised crime. <p>The National Crime Agency has today published the <a href="" target="_blank">National Strategic Assessment of Serious and Organised Crime 2018</a>. One of the key insights from the paper is the enormous and increasing impact of technology on SOC.</p> <p>The assessment emphasises that technology is an enabler of a great deal of current crime, and the horizon scanning section makes clear that the role of tech is only going to grow. Already encryption, the dark web and crypto currencies are being used by criminals the world over. And the NCA highlights developments in communication technologies (in particular the advent of 5G), artificial intelligence, the Internet of Things (IoT), and autonomous systems as advances that will have a hugely significant and disruptive impact.</p> <p>Crucially, the report highlights that technological developments will continue to lower the barriers to entry for some cyber-enabled crimes, which could lead to a dramatic increase in the number perpetrators.</p> <p>Reassuringly, this report demonstrates that the NCA is aware of relevant tech trends, their potential impact on crime, and are considering how to mitigate them. techUK looks forward to working with law enforcement agencies to ensure they have a good understand of advances in tech, the risks they pose and the opportunities they present. For, equally reassuringly, UK policing are clearly also well aware of the benefits that advances in technology bring to the fight against crime. National initiatives like the National Enabling Programme and the Digital Policing Portfolio, complemented by a range of ambitious local force programmes and regional collaborations, are allowing police to ensure that they can harness the transformative power of tech to fight and prevent crime in the digital age. At techUK we continue to work closely with policing to help deliver the transformation they need to seize this opportunity.</p>Contact: <a href=""></a> What should businesses be doing about GDPR? Mon, 14 May 2018 15:42:03 +0100 CRM Sync New data protection laws are about to take effect in the UK and the EU. Businesses are asking what they mean and techUK wants to point people in the right direction. <p>The highly anticipated EU General Data Protection Regulation (GDPR) takes effect next Friday 25 May 2018 in a landmark moment for data protection in the UK and across Europe.</p> <p>GDPR is the most significant reform of data protection law in Europe in over twenty years. The new rules cover any organisation that holds or processes EU resident personal data. That is not limited to tech companies but affects organisations of every size and sector.</p> <p>This might seem daunting for some companies who may not be sure what they are meant to be doing to ensure they are GDPR compliant by 25 May 2018. There is plenty of guidance and advice out there. techUK has been doing lots of work to raise awareness of GDPR and as we approach the final push, we&rsquo;ve outlined below the five key points companies should consider.</p> <p>&nbsp;</p> <ol><li><u>There are no approved GDPR certificates&hellip; yet.</u><br> &nbsp; <p>Approaching GDPR compliance isn&rsquo;t helped by the fact that there are no specific GDPR compliance tools or approved standards. This is the first key point for organisations looking for help for GDPR &ndash; <strong>there are no approved seals, certificates or codes. </strong>There will be one day, but there are none available yet, so don&rsquo;t be tricked by someone claiming they have an approved GDPR product or are a certified GDPR expert.</p> </li> <li><u>The definition of personal data is changing&hellip; and expanding.</u><br> &nbsp; <p>Let&rsquo;s be clear about the type of information that is covered by GDPR. The definition of personal data has changed, and more types of information are covered. The official definition, in law, is:</p> <p><em>&lsquo;personal data&rsquo; means any information relating to an identified or identifiable natural person (&lsquo;data subject&rsquo;); an identifiable natural person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, an online identifier or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person;&nbsp;</em></p> <p>The Information Commissioner&rsquo;s Office (ICO) has produced a guide which sets out what information GDPR applies to <a href=""><span style="color:#0000FF">which you can view here.</span></a></p> </li> <li><u>You don&rsquo;t always have to have consent.</u><br> &nbsp; <p>There is a common misconception that organisations will always need consent to hold or process personal information. That is not true and is a misrepresentation of GDPR. There are, in fact, six legal bases for processing personal data and there is no hierarchy or preference of legal basis. Whichever is most suitable should be used. Consent may not be an appropriate legal base for processing data and therefore should not always be used.</p> <p>The six legal bases are:</p> <p>&nbsp; - Data subject has given their consent for processing</p> <p>&nbsp; -&nbsp;Processing is necessary for the performance of a contract which the data subject is a party to</p> <p>&nbsp; - Processing is necessary for compliance with a legal obligation</p> <p>&nbsp; - Process is necessary to protect the vital interests of the data subject</p> <p>&nbsp; - Processing is necessary for the performance of a task carried out in the public interest</p> <p>&nbsp; - Processing is necessary for the purposes of the legitimate interest pursed by the controller or a third party.</p> <p>You can see the <a href=""><span style="color:#0000FF">ICO&rsquo;s guidance on the legal bases here.</span></a></p> </li> <li><u>You don&rsquo;t necessarily need to appoint a specific Data Protection Officer.</u><br> &nbsp; <p>GDPR requires companies to appoint a Data Protection Officer (DPO) if you are a public authority or your core activities require large-scale, regular and systematic monitoring of individuals, or large-scale processing of special categories of data or data relating to criminal convictions.</p> <p>Other than that, you don&rsquo;t need to appoint a specific DPO, although you can if you wish. The choice is yours.</p> <p><a href=""><span style="color:#0000FF">More on DPOs from the ICO here.</span></a></p> </li> <li><u>If in doubt check out reliable guidance and even the law itself!</u><br> &nbsp; <p>The ICO has published a suite of guidance relating to the GDPR on both the law in general and specific parts.</p> <p>The <a href=""><span style="color:#0000FF">general piece of guidance can be found here</span></a> which specific sections further down the document.</p> <p>There is also ICO guidance on the UK Data Protection Bill (soon to be Data Protection Act), <a href=""><span style="color:#0000FF">which can be found here.</span></a></p> <p>There is specific guidance for<span style="color:#0000FF"> </span><a href=""><span style="color:#0000FF">small businesses here</span></a> and a dedicated helpline for SMEs and charities which can be reached at 0303 123 1113.</p> <p>Remember, the GDPR is an EU wide regulation. There is also guidance available from the Article 29 Working Party (The EU-level collection of each EU Member State&rsquo;s Data Protection Authorities on which the ICO sits) <a href=""><span style="color:#0000FF">here</span></a>. Again, there is both general and more specific guidance available. One of the changes under GDPR is that the Article 29 Working Party will cease to exist on 25 May 2018 and will be replaced by the European Data Protection Board which will carry out many of the same functions.</p> </li> </ol><p>And FINALLY, you could always check out the 156 pages of GDPR itself <a href=";from=EN"><span style="color:#0000FF">which you can see here.</span></a></p> <p>If you would like to discuss the above or anything else to do with techUK&rsquo;s work on GDPR and data protection more generally, please get in touch with Jeremy Lilley.</p>Contact: <a href=""></a> Open Banking: the landscape by 2025 Mon, 14 May 2018 14:40:26 +0100 CRM Sync In this members' blog, Koen Pelgrims, Director, Customer Experience Solutions and Open Banking at Atos, looks at the likely impact of PSD2 and open banking. <h3 style="text-align:justify">Open Banking is here</h3> <p style="text-align:justify">The Second Payment Services Directive (PSD2) now requires banks to give any third party access to use payments data and launch transactions from a customer&rsquo;s bank account, subject to permission. It&rsquo;s a radical idea - and while there will undoubtedly be impacts, the exact nature and timeframes of the disruption are still becoming clear.</p> <h3 style="text-align:justify">Getting the measure</h3> <p style="text-align:justify">Although the range of possibilities and changes around Open Banking may sometimes seem confusing, essentially, they fall into five key categories.</p> <p style="text-align:justify"><strong>1. Payments</strong></p> <p style="text-align:justify">PSD2 gives merchants direct access to consumers&rsquo; bank accounts to take payments, thereby diverting transaction fees (which can be up to 3%, or even more, of the cost of products) away from the chain of banks, credit-card companies and payment processors and onto the merchant&rsquo;s bottom line (or passed onto the consumer). Merchants will start leveraging the benefits of this in the next two years, with some &ndash; such as ticket-sellers, online retailers, transport operators &ndash; growing and diversifying what they choose to sell.</p> <p style="text-align:justify"><strong>2. Cash management</strong></p> <p style="text-align:justify">Given that most small- and medium-sized businesses hold accounts with at least two banks, these new services will offer to dynamically manage and optimise their cashflow between accounts &ndash; something that previously was only extended to corporate customers. So, if a business signs up with four or five banks, its money will be automatically moved between these accounts by one intermediary to avoid overdraft fees, maximise the benefits of interest rates and so on.</p> <p style="text-align:justify"><strong>3. Loans</strong></p> <p style="text-align:justify">Any business with money to invest will now be able to extend loans based on the ability to access the borrower&rsquo;s bank account to assess risk and then regularly monitor cashflow. In exchange, lenders can offer more favourable interest rates. Perhaps the third most disruptive change, this could create new loans markets and push up competition.</p> <p style="text-align:justify"><strong>4. Personal financial management</strong></p> <p style="text-align:justify">This is one of the most commonly cited examples of Open Banking. Instead of having an app for each of our bank accounts, we will be able to use just one app to get an overview of all our finances, with useful graphs and trackers to monitor our spending, flag any potential problems, help us set goals, and offer us solutions, such as loans, to help us meet our goals a little faster. Instead of the incumbent bank, a new third party will own the direct relationship with the customer.</p> <p style="text-align:justify"><strong>5. Know your customer</strong></p> <p style="text-align:justify">This is about meeting regulatory requirements to vet customers, financial counter parties and others for credit rating and to fight crime, fraud and terrorist activity. Now, the vetting process is faster and easier &ndash; and enables financial institutions to offer this as a service to customers. Rapid shifts and slower burns So, how disruptive are these different types of service likely to be by 2025? On the one hand, the first two will clearly have major shorter term impacts as merchants and new players reinvent the value chain. On the other, it&rsquo;s easy to see the potential for new lending and personal finance management facilities that extend consumers&rsquo; power and choice and give new players ownership of direct customer relationships. However, the success of these types of services will heavily depend on take-up.</p> <p style="text-align:justify">Broadly speaking, when it comes to banking, consumers often stick to what they know &ndash; in fact, it is said that we&rsquo;re more likely to change our life partner than we are to change our bank. It&rsquo;s useful to look to the de-regulation of the energy market as an indicator. It took a few years for a critical mass of consumers to act, and a yearly saving of around &pound;290 before people switched utility providers.</p> <h3 style="text-align:justify">Staying agile</h3> <p style="text-align:justify">PSD2 does, however, go a long way to level the playing field. And with incumbents and new players all looking for similar ideas, collaboration is the best way to gain the edge. Smaller market entrants should look to develop whitelabelled services that can be branded by governments or bigger institutions and seamlessly plugged into larger ecosystems. In turn, incumbents need to keep a close watch on the kind of differentiated services and innovations that FinTechs are devising. They also need to evaluate what is core, and what could be outsourced to reshape their organisation and infrastructure to be agile enough to operate in a more open and dynamic environment.</p> <p style="text-align:justify">The ability to engage and add value to consumers will no longer be just the preserve of banks; it will be shared with FinTechs, digital companies, retailers and other innovators. As well as being the advent of Open Banking, PSD2 is the prelude to ongoing disruption as regulators liberate other parts of banking into the market. Any institution needs to act now &ndash; not just to embrace PSD2, but to be ready for future directives.</p> <p style="text-align:justify"><strong><em>This article is part of the Atos&nbsp;</em><em><a href="">Digital Vision for Financial Services</a></em><em>. This new opinion paper features contributions from leading subject matter experts and notes how changes to consumer habits, combined with an evolving regulatory framework and the rapid propagation of new technologies, is leading to a profound transformation in traditional banking and insurance models.</em></strong></p> Cyber in the boardroom – gaining board buy-In Mon, 14 May 2018 13:23:02 +0100 CRM Sync John Godwin, Director of Compliance & IA at UK Cloud, writes for techUK on how to communicate cyber risk to the board <p><img alt="" src="//" style="height:327px; width:437px"></p> <p>It&rsquo;s a commonly held belief that the board of many businesses does not understand the ever-evolving requirements for delivering and managing effective cybersecurity, and that their naivety or ignorance may unintentionally be a blocker to protecting their organisation.</p> <p>The board has a critical role to play in protecting their business, including ensuring customer satisfaction and retention, safeguarding revenue and satisfying shareholders and investors. They may not be concerned with all the grass-roots details, but a single ransomware attack, a mischievous employee or a failure to comply with legislation such as GDPR will significantly challenge their ability to deliver these objectives, which in turn may put the organisation&rsquo;s future existence in doubt.</p> <p>But it doesn&rsquo;t have to be this way.</p> <p>Firstly, let&rsquo;s remember that the majority of board members are not cyber experts, so we need to communicate the key information they need to understand using language and a concise format which they can easily comprehended. Resist the temptation to use jargon or acronyms. Think about how you can translate cyber issues into &ldquo;digestible chunks&rdquo; or how the issues being raised can be demonstrated to be putting the business at risk. Real world examples perhaps highlighting other organisations who have already suffered from a similar vulnerability or threat will assist in bringing risks to life, and help to solicit and focus the board&rsquo;s attention.</p> <p>When speaking to the board &hellip; how do you convey your key messages with the gravity and authority which will let them know you are a credible messenger? Don&rsquo;t give them any reason to believe that you don&rsquo;t understand the issues which you are communicating. You should expect to be challenged - as inevitably solving cyber issues costs time and money - and think through how you will respond to anticipated questions in a calm and structured manner. Only rarely will board members have the detailed cyber knowledge you do, so how will your responses be received? Can you transfer a little education in their direction along the way?</p> <p>Most cyber decisions will be risk-based. Whilst you may not need to explain the concepts of &ldquo;probability&rdquo; and &ldquo;impact&rdquo;, the board members will naturally be more alert to the big-ticket issues, which left unchecked will cause the business most harm. Resist the temptation to try and solicit feedback on lower-order issues, which your organisation should be expected to resolve through normal business as usual activities without the need to consume valuable board-level resources. Board meetings typically have tight schedules with ambitious agendas, so short and concise is always most welcome. Alternatively, seek an alternative format outside of the board room if the subject matter requires it.</p> <p>A final thought: boards are likely to include members who may be overseeing specific organisational functions. The more awareness they have of how cyber considerations are being implemented within daily business activities should make them more aware and engaged when discussing business-critical cyber issues around the boardroom table.&nbsp;</p> <p>To read further insights from techUK's 'Cyber Campaign Week', please click <a href="" target="_blank">here</a></p>Contact: <a href=""></a>Contact: <a href=""></a> How technology can help Europe’s biggest employer Mon, 14 May 2018 08:54:28 +0100 CRM Sync techUK is working on the future of NHS Jobs <p>With approximately 1.7 million staff members, the NHS is Europe&rsquo;s largest employer and the fifth biggest employer in the world.</p> <p>In a competitive labour market, employing the right staff to deliver services is a difficult task.</p> <p>Our recent <a href="">investigation into how technology can address the winter pressures in the NHS</a> cited NHS Digital statistics that showed more than 30,000 advertised full time vacancies in England, up more than 15 per cent on last year. Workforce is a top concern for trusts - equal in scale to the NHS financial challenge. Spending on temporary clinical staff is in the spotlight, with quarterly statements from NHS Improvement measuring progress on reducing NHS spending on agency staff.</p> <p><img alt="" src="//" style="height:511px; width:763px"></p> <p>The challenge for the NHS is further compounded by two factors. The first is the lack of homogeneity amongst the posts it recruits. From highly specialised surgeons; to property specialists and receptionists &ndash; the NHS employs a wide variety of people that go far beyond the medical profession. This needs a flexible job site that can account for the variety of roles. Secondly, the structures of the NHS mean that it is an ecosystem of individual bodies, who may or may not choose to use centralised recruitment services such as NHS Jobs. Many trusts pay for their own local recruitment solution, taking valuable money and resources out of the service. &nbsp;</p> <p>Faced with those challenges, it is vital that the NHS has a jobs portal that can attract, retain and recruit the best staff.</p> <p>Technology has been revolutionising the world of recruitment and work across multiple industries, and a raft of companies are now innovating in the health and social care sector.</p> <p>techUK is working with <a href="">NHS Business Services Authority</a> and <a href="">Difrent Group</a> to explore how NHS Jobs can utilise technological advances to help the NHS address its workforce challenges.</p> <p>In April we held a workshop with companies from all corners of the recruitment tech space, to explore how we can help make the site the recruitment tool of choice with NHS organisations, meeting the needs of candidates and recruiters throughout the service.</p> <p><img alt="" src="//" style="height:372px; width:500px"></p>Contact: <a href=""></a> How the UK is currently coping with cyber security challenge Mon, 14 May 2018 08:45:40 +0100 CRM Sync Mark Weir, Cisco UK’s Head of Cyber Security, gives an overview of Cisco’s latest annual cybersecurity report and the challenges for businesses in staying secure <p><img alt="" src="//" style="height:183px; width:290px"></p> <p>&nbsp;</p> <p>Cisco&rsquo;s latest <a href=";oid=rptsc006905&amp;dtid=osoccc000182" target="_blank">Annual Cybersecurity Report</a> is ready for you to download &ndash; and it&rsquo;s full of details on how cyber criminals are trying to hide their malware, the types of malicious campaigns they are executing, and of course plenty of advice from our threat intelligence experts on how businesses can better protect themselves.</p> <p>Also covered in <a href=";oid=rptsc006905&amp;dtid=osoccc000182" target="_blank">the report </a>is a global picture of how security professionals are coping with the challenges they face, and how they deal with data breaches. We call it our &lsquo;Security Benchmarks Study&rsquo;, and it&rsquo;s based on responses from thousands of companies.</p> <p>We&rsquo;ve dived into the responses and highlighted the UK stats for this blog, and compared them with both global and European averages.</p> <p>There are some differences, so I&rsquo;ve sought to add a potential explanation for these, and also offered some advice on what UK companies need to do to change the security equation, and not be dictated by the rules the cyber criminals are setting.</p> <p>Here are the first 5 stats</p> <ul><li><strong>69% of attacks in the UK resulted in damage over $500,000 </strong>(vs. 53% global)</li> </ul><p>Hackers now tend to think like businesses.&nbsp; Like any other business, they&rsquo;re thinking about how they can get the most ROI (i.e how much can they sell the data they collect for?). The potential for high net gains from UK organisations is higher than the global average, hence the increased attack vector and remunerations.</p> <ul><li><strong>31% of British organisations list lack of security personnel as one of the biggest obstacles to security</strong> (#2 in list, after &lsquo;competing priorities&rsquo;, and ahead of &lsquo;budget&rsquo;)</li> </ul><p>As in many countries, skills shortage is a major issue, and the UK is no exception. In cybersecurity, this is now starting to bite across every single sector.&nbsp; Education (i.e university courses, apprentices) won&rsquo;t be enough to solve this problem by itself. Businesses in the UK must also look at embracing new tools such as automation, AI and, crucially, integrated security, that will ensure security personnel are put to better use than a lot of the manual tasks they currently have to carry out. For example, we need security personnel who can think creatively (i.e like hackers) so they can identify all the ways their company may be breached.</p> <p>To cope with this skills shortage, we will expect to see a wage inflation in cybersecurity positions in the UK. However, this may mean that certain demographics such as Government or SMEs may struggle to meet the higher wages, and will thus struggle to recruit and retain. This may also introduce an increase in managed security services, to cope with the current skills gap of approximately 150,000 unfilled vacancies. Cybersecurity positions in the UK desperately need to be filled!</p> <ul><li><strong>34% of British companies manage more than 21 cybersecurity vendors</strong> (21% globally)</li> </ul><p>Our industry is (thankfully!) moving from a point product solutions approach to more of a connected security solutions approach.&nbsp;<a href="">Connected security</a> doesn&rsquo;t have to all come from one vendor &ndash; what&rsquo;s crucial, for the sake of making our businesses safer, vendors must together to have their solutions working together in harmony. UK companies are currently using more vendors, but the emphasis should be on ensuring these vendors are connected.</p> <p>Connected security means we can help our customers simplify their infrastructure, remediate attacks more quickly, and also mitigate the skills shortage because teams will be managing less interfaces. Sometimes there&rsquo;s commercial gain in managing less vendors as well.</p> <p>The crucial thing is to &lsquo;use what you&rsquo;ve got&rsquo; before replacing everything, and making sure that everything comes back to the problem you&rsquo;re trying to solve. At Cisco we&rsquo;re committed to third party integration so that our customers are better protected.&nbsp; The bad guys are working collaboratively and connected, so we need to make sure, as an industry, that we&rsquo;re doing the same.&nbsp; Otherwise we will always be playing the hackers&rsquo; game, and having the rules dictated to us.</p> <ul><li><strong>Only 58% of security alerts in the UK are investigated</strong> (vs. 56% global). Of those, 45% are legitimate. Of legitimate alerts, 55% are remediated.</li> </ul><p>We all need to find a way of cutting the noise down and using technology to eliminate the volume of basic alerts. At the moment in the UK, it&rsquo;s like having a never ending email inbox, filled with spam.&nbsp; You&rsquo;re not able to work out the urgent from the important.&nbsp; More adopted use of technology can help to investigate real and critical alerts, rather than the alerts that don&rsquo;t need worrying about.</p> <p>To read more articles from techUK's campaign week, please click <a href="" target="_blank">here</a></p>Contact: <a href=""></a>Contact: <a href=""></a> Mental Health Awareness Week Mon, 14 May 2018 08:15:47 +0100 CRM Sync With the launch of Mental Health Awareness Week in the UK, it’s always a good opportunity for organisations to pause for thought about their approach to the well-being of their staff. <p><strong>Breaking the culture of silence around mental ill health at work</strong></p> <p><br> With the launch of Mental Health Awareness Week in the UK, it&rsquo;s always a good opportunity for organisations to pause for thought about their approach to the well-being of their staff.&nbsp;We read in the media and through social networks, about the cost to employers and the wider economy of poor mental health. And it&rsquo;s right that it&rsquo;s a hot topic because more and more employers are waking up to the fact that doing nothing makes poor business sense. The BITC Mental Health at Work Report 2017 makes for sobering reading.&nbsp; 3 out of 5 employees have experienced a mental health issue in the past year because of work. Yet only half of employees felt they could talk about it at work.&nbsp; This culture of silence is damaging and ultimately costly.&nbsp; Deloitte estimated in 2017 that poor mental health in the UK workplace was costing between &pound;33 and &pound;42 billion per year from the cumulative impact of presenteeism, sickness absence and staff turnover.</p> <p><img alt="" src="//" style="height:150px; width:800px"></p> <p>For forward thinking organisations every week is Mental Health Awareness Week. Now more than ever we need to encourage open and honest conversations in the workplace. Because our mental health is an everyday state &ndash; it&rsquo;s not something that happens to someone else, and it doesn&rsquo;t mean the same as mental illness.&nbsp; Like physical health, it fluctuates and like physical health we all have responsibility to own and take care of it. Yet why do we find it so hard to open-up and talk about?</p> <p>I work for an organisation that provides facilitated training sessions for employees and line managers around understanding and managing mental health at work.&nbsp; We find that the topic is still surrounded in mystery. For many people there is a fear of saying the wrong thing, assumptions &ndash; often incorrect &ndash; around what you can and can&rsquo;t say as well as myths and stigmas that simply don&rsquo;t apply. Having a conversation with someone who has a mental health issue should be no different to talking to someone with a physical ailment. When someone returns to work after having a broken ankle, or even something more serious such as cancer, it&rsquo;s natural to start up a conversation about their experience and what they&rsquo;re doing now. This should be no different for a mental health condition. Having a conversation about mental health, is just that, a conversation. If someone returns from work after an illness &ndash; whether that is physical or mental &ndash; a simple conversation is a big contributor to welcoming them back to the team.</p> <p>We increasingly live in an &ldquo;always on&rdquo; culture, constantly checking our emails and devices, feeling an urgency to respond to work issues at all hours, moving on to the next big project or deadline. Life at high speed means that as managers or team members we may forget some of the most important and basic skills in effective leadership.&nbsp; Noticing and communicating appropriately.&nbsp; For the employee who is failing to thrive in their role due to anxiety or depression, life in the office can be very isolating. The loss of joy and motivation means that individuals withdraw. Responding to a simple question such as &ldquo;how are you&rdquo; posed by a line manager who is rushing from one meeting to the next is often easier to lie to than try to respond to honestly.&nbsp;</p> <p><img alt="" src="//" style="height:350px; width:700px"></p> <p>If, as managers and leaders, we can step out of our day to day pressures, and simply take a moment to really notice what is going on for the people in our teams, then we stand a better chance of engaging in a meaningful way.&nbsp; By starting a conversation around a common interest, or chatting to someone around what they&rsquo;re doing on a subject they&rsquo;re interested in, you&rsquo;ll learn more about the person and how they are feeling than by putting them on the spot with a question like &lsquo;how are you&rsquo;.&nbsp; It opens a door &ndash; and having that door opened is an opportunity to signpost and help someone who is struggling.</p> <p>Listening is a skill that is very easy to underestimate, particularly for those of us who spend our daily lives fixing things or solving problems.&nbsp; That&rsquo;s why we encourage organisations to consider running workshops for their leaders and managers which include modules on relearning this important attribute.&nbsp; Because its only if we truly listen without trying to advise, that an employee with a mental health issue has the opportunity to tell us what it is that would help them to get back to a position where they can thrive in their work again.&nbsp; If we second guess, or interrupt or talk about our own experiences, a window of opportunity closes, and an employee often withdraws.&nbsp;&nbsp;</p> <p>Talking about Mental Health doesn&rsquo;t need to be a different language. It is simply a conversation. Listening is a valuable tool that we so often forget, but it can be re-taught.&nbsp;</p> <p>So, have courage, be genuine, care and remember that any conversation is better than ignoring someone for fear of saying the wrong thing.&nbsp;</p> <p>Mental Health at Work is a Community Interest Company with a mission to reduce the stigma surrounding mental health in the workplace. We provide advice and consultancy to improve mental health at work through facilitated training, skills development and cultural change. To find out more visit <a href=""></a> or email us at <a href=""></a>.&nbsp;</p> How technology can reimagine the delivery of local services Fri, 11 May 2018 09:02:03 +0100 CRM Sync How technology can reimagine the delivery of local services <div><em>Steve Golding, Business Development Director, Public Sector, CenturyLink</em></div> <div> <p>&nbsp;</p> <p>As the many of the Political parties celebrates the outcome of last week&rsquo;s local government elections, the in-trays of the newly elected councilors will already be quickly filling up.</p> <p>How we can deliver more services for less? In what ways can we harness technology to prevent the culling of key local services? How can we empower citizens to self-help? These questions have already confronted incumbent counsellors for some time, and will almost certainly pose new challenges to those recently selected to represent their local communities.</p> <p>Sadly, there is no one-size-fits-all solution to any of these issues. We&rsquo;re in the fall-out of an era of austerity, with budget cuts affecting vital citizen services across the country. Many have been reduced in size or scale, some have been cut altogether. Yet, a number of councils have deployed innovative solutions &ndash; underpinned by cloud services &ndash; to transform the delivery of citizen services.</p> <p>From the tracking of movement data in busy and congested cities - such as London - for the planning of public transport routes, to the sale of data as a commercial asset, forward-thinking local authorities are changing the game for citizens.</p> <p>This blog explores just a couple of recent live examples of how some councils are taking that approach one step even further&hellip;&nbsp;</p> <p><strong>Alexa to help the elderly </strong></p> <p>Hampshire County Council is <a href="">trialling Amazon Alexa</a> in a bid transform the way it cares for its elderly population. More specifically, the local authority plans to use a specialist version of Amazon&rsquo;s Echo to help older people live more independently. Alexa, which is being developed with Amazon&rsquo;s open support, was introduced to a small number of vulnerable adults in the area on a test basis.</p> <p>The virtual assistant can be used in many ways to improve the lives of those who are living alone later in life, or those who need additional support due to mobility problems or common ill health. The system could be set up to remind the person to take their daily medication, suggest certain types of exercise, or notify them that their carer will be arriving at a certain time, for example.</p> <p><strong>Worcestershire county council&rsquo;s smartphone app</strong></p> <p>With Worcester County Council&rsquo;s app, residents can do numerous activities - from checking waste collection days to keeping up with the latest news. They also provide a dedicated tool for reporting issues such as potholes, streetlight faults, fly-tipping and more.</p> <p>These kinds of apps are available across multiple local authorities, and provide a simple and user-friendly way for citizens to engage with their local council &ndash; all while offering a much more enhanced experience than the traditional task of picking up the phone and waiting on hold.</p> <p><strong>Transforming the future</strong></p> <p>All of these examples showcase the potential for tech-enabled citizen services. Yet they all require a healthily managed cloud infrastructure to underpin them. Whether it&rsquo;s via a public, private or hybrid cloud environment, local authorities need to identify the best execution venue for their cloud solutions &ndash; and then manage those applications and platforms, so they perform most efficiently.</p> <p>New and disruptive technologies such as artificial intelligence or the internet of things (IoT) could well represent the future for citizen services. Today&rsquo;s challenge is to get the infrastructure, software and applications aligned in order to cohesively work together. To do that, you need to harness the best-in-breed tech to reimagine citizen services.</p> </div> Government calls on tech firms to tackle the UK’s biggest challenges Thu, 10 May 2018 10:22:29 +0100 CRM Sync The government is launching a competition to develop solutions to tackle major social challenges <p>Today Minister for Implementation, Oliver Dowden, <a href="">announced the first round of competitions</a> for tech specialists to tackle social challenges at the government&rsquo;s flagship digital conference, Sprint 18. The competitions will be delivered using the &pound;20m GovTech fund launched by the Prime Minister in November 2017.</p> <p>Tech firms bidding for funding will have free rein to create truly innovative fixes. Winning companies will be awarded up to &pound;50,000 to develop their ideas. The companies providing the best potential solutions will then be awarded research and development contracts of up to &pound;500,000 to build prototypes. These solutions will then be available to the public sector to purchase.</p> <p><strong>Procuring the Smarter State</strong></p> <p>As outlined in techUK&rsquo;s report <a href="">&lsquo;Procuring the Smarter State&rsquo;</a>, innovative approaches to procurement are important tools for Government to deliver its ambitious vision for the future of public services and to help foster innovation in the GovTech supplier community. As this GovTech competition is delivered, the Government must take a strategic and collaborative approach to market engagement to fully take advantage of the opportunities offered by the UK GovTech market.</p> <p>Rob Driver, Head of Public Sector at techUK commented:</p> <p><em>&ldquo;The UK benefits from one of the most thriving and innovative GovTech ecosystems globally. We welcome this announcement on the GovTech competition, and last month&rsquo;s announcement on appointing <a href="">Ministerial SME champions</a>, as it clearly shows&nbsp;that the Government is taking the right steps to deliver their transformation and growth commitments.&rdquo;</em></p> <p><em>&ldquo;The UK has a phenomenal opportunity to lead the world in the next wave of digital government transformation and it is encouraging to see that the Government is willing to experiment with new transformational approaches to harness the established and diverse supplier base in the UK. As ever, the challenge will be in the execution of this GovTech competition and we look forward to working with the Government to help it embrace and engage with the full diversity and strengths of UK tech suppliers.&rdquo;</em></p> <p><strong>Further Information</strong></p> <p><a href="">Procuring the Smarter State</a></p> <p><a href="">GovTech competition for tech firms to tackle the major social challenges</a></p>Contact: <a href=""></a> Member blog: Seven steps for GDPR compliance Thu, 03 May 2018 09:36:00 +0100 CRM Sync Sagara Gunathunga, Director at WSO2, a techUK member, gives some tips on how to prepare for GDPR. <p><strong>GDPR may be a challenge, but understanding the regulations and adopting them early empowers organizations to meet the compliance deadline - minus the anxiety. GDPR also creates new opportunities for organizations to expand their business horizons. To help organizations execute and accelerate their GDPR compliance strategy, Sagara&nbsp;proposes a straight-forward 7-step plan which focuses on practical and conceptual ideas.&nbsp;</strong></p> <p><strong>1. GDPR awareness</strong>&nbsp;</p> <p>An organization&rsquo;s GDPR compliance journey begins with gaining an in-depth awareness and building in-house expertise on all aspects of GDPR. Apart from helping organizations win the compliance battle, awareness helps organizations create new business opportunities. Building GDPR awareness in not a one-time task, but rather, a continuous process that involves the understanding and contribution of all employees.&nbsp;</p> <p><strong>2. Is your business affected?&nbsp;</strong></p> <p>Organizations need to ascertain the impact of the regulation on their business operations, depending on the nature of the business. GDPR compliance is mandatory for organizations that process data categorized as personal data from individuals living in the EU, even if this is done indirectly - for example, using a cloud storage system established and hosted outside the EU. (Refer to step number 6 for more details on organizations that are not established in the EU, but process personal data of individuals living in the EU).&nbsp;Engaging with law firms that offer GDPR consultancy is a time-effective approach during these initial stages.&nbsp;</p> <p><strong>3. Review the impact on existing data&nbsp;</strong></p> <p>The next step is to thoroughly evaluate if all data collection methods use&nbsp;the necessary consent and furthermore, if the organization is able to demonstrate proof of consent. This step can be further divided into analyzing and identifying all sources of existing data, determining if there are legitimate grounds for the processing of existing data, and applying privacy principles for the existing data.&nbsp;</p> <p><strong>4. Review systems and processes&nbsp;</strong></p> <p>In addition to reviewing data collection, organizations must also review data storage and access mechanisms, and specifically decide if a data processing impact assessment (DPIA) must be carried out. Seeking a professional expert&rsquo;s opinion is highly encouraged for this process.&nbsp;</p> <p><strong>5. Implement necessary safeguards&nbsp;</strong></p> <p>Following the completion of the previous step, organizations must implement the required safeguards - which include adjusting business processes, upgrading software/storage systems, training for staff members, and introducing auditing systems.&nbsp;</p> <p><strong>6. Appoint EU representative and/or Data Protection Officer (DPO) - if applicable&nbsp;</strong></p> <p>If an organization is not established in the EU, but offers goods and services to the EU, a representative known as the DPO needs to be appointed to address GDPR related matters. The DPO&rsquo;s responsibilities include advising staff members on data protection procedures, monitoring compliance, acting as the point of contact for supervisory authorities and liaising&nbsp;with them, providing&nbsp;advice on data protection impact assessments, and acting as the point of contact for any data protection related matters.&nbsp;</p> <p><strong>7. Revise documents and policies</strong>&nbsp;</p> <p>The final step in this process involves reviewing all documents and policies of the organization such as websites, terms and conditions, privacy policies, and social channels. Furthermore, individuals and supervisory bodies must be able to access these materials as well. It is important for organizations to ensure that they can clearly demonstrate their GDPR compliance through publicly available documents such as privacy notices, terms and conditions, and user consent pages.&nbsp;</p> <p>&nbsp;</p> <p><em>Sagara is a part of the team that spearheads WSO2&rsquo;s architecture efforts related to identity &amp; access management. He also oversees work on WSO2 Identity Server that helps enterprises become GDPR compliant and has written various helpful resources on how to meet the compliance deadline.&nbsp;</em></p>Contact: <a href=""></a> Digital Trade: A mixed picture globally Wed, 02 May 2018 10:26:09 +0100 CRM Sync Thomas Goldsmith, techUK Policy Manager, reflects on the findings from ECIPE’s Digital Trade Restrictiveness Index. <p>Modern trade is a complex world. When global trading institutions were being built in the years following the Second World War, trade policy was straight forward: it was about tariffs. In the intervening years, however, the scope of trade has expanded massively. From rules around investment, licencing and intellectual property rights to standards and modes of service delivery, understanding the limits on trade involves far more than just what tariffs there are.</p> <p>This is especially true for digital trade. As a fast moving and innovative sector, new restrictions and regulations can appear all the time. Measures like data localisation requirements, restrictions on the free flow of data, and rules and limits around e-commerce and intermediary liability, in addition to other horizontal measures, can affect how easy it is to conduct digital trade across the globe.</p> <p>This is why the <a href=""><span style="color:#0000FF">European Centre for International Political Economy&rsquo;s</span></a> (ECIPE) newly released <a href=""><span style="color:#0000FF">Digital Trade Restrictiveness Index</span></a> (DTRI) is such a helpful initiative. It measures more than 100 categories of policies for 64 countries worldwide. These policies are grouped into four clusters that influence digital trade openness: A. Fiscal Restrictions and Market Access; B. Establishment Restrictions; C. Restrictions on Data; and D. Trading Restrictions.</p> <p>The DTRI finds that China is by far the most restricted country for digital trade, followed by Russia and India. That China is the most restrictive is not particularly surprising, what with measures from China like the <a href=""><span style="color:#0000FF">Great Firewall</span></a> and the <a href=""><span style="color:#0000FF">ongoing dispute</span></a> with the USA over forced technology transfer. In comparison, the most open countries are New Zealand, Iceland and Norway.</p> <p>Overall the report finds that the more restrictive countries tend to be emerging economies with large populations, whilst the most open are small economies, dependent on global markets. The UK is at the more open end of the scale, ranking 44th, alongside Israel, Croatia and Austria. The USA, meanwhile, is marginally more restrictive at 22nd with a score close to the average across the 64 countries.</p> <p>One of the most interesting findings from is how highly France and Germany score. They are the two most restrictive EU countries, and France is the only European country that is part of the top ten worldwide.</p> <p>Their restrictiveness will have important implications for EU policy post-Brexit. The UK has long been a leading advocate of free trade and open economic policies in EU deliberations. Once it leaves the EU, likeminded &lsquo;Northern Arc&rsquo; countries will lose their heaviest hitter.</p> <p>This is concerning from a UK perspective. If France and Germany have greater freedom to shift EU policy in a more digitally restrictive direction, then the UK and UK businesses will lose out as a hub for data flows and the base for many European tech companies (see our report with UK Finance, <a href=""><span style="color:#0000FF">No Interruptions: Options for the future UK-EU data-sharing relationship</span></a>)</p> <p>There are mechanisms that can help reduce the potential lack of regulatory influence Brexit may entail.&nbsp; Particularly important is the UK&rsquo;s proposal for a continuing presence for the Information Commission on the EU Data Protection board, as well as the need for some form of observer status on other EU regulators, such as BEREC, which regulates telecoms. However, achieving this kind of close partnership will require a shift in the UK&rsquo;s position on the role of the European Court of Justice (ECJ) as observer status without an acceptance of the supremacy of EU law over those regulatory decisions is a non starter within the EU 27 (as I discuss in a recent insight, <a href=""><span style="color:#0000FF">The devil is in the detail: the future relationship with the EU</span></a>). That is something that needs to be clarified before the UK leaves in 2019, as it will be harder to get back in to those bodies once it has given up its seat.</p> <p>The DTRI should also act as a warning to the UK.&nbsp; While good regulation is vital to ensure fair markets, public protection and good practise, overly restrictive rules can act as a barrier to trade.&nbsp; Recent conversations around fundamental frameworks of internet policy, such as limitations to liability, digital taxation and the next phase of data protection, all carry the potential to damage the UK&rsquo;s place as a leading digital economy if not based on sound regulatory principles and strong evidence.&nbsp; We should not assume that the UK is immune from going further down the road of restricting digital activity, and as a result creating new trade barriers.&nbsp;</p> <p>More broadly, the DTRI will be a useful tool for British trade negotiators, businesses and trade bodies like techUK, as the UK sets out to negotiate new trade deals. The value of transparency for restrictive measures cannot be overstated. This initiative will help facilitate the development of a digitally enabled UK trade policy, fit for purpose in an ever-changing world.</p>Contact: <a href=""></a> Jobs hacked and jobs hatched Fri, 27 Apr 2018 15:45:00 +0100 CRM Sync Guest blog: Dr Liliana Danila from BRC writes about AI and creative destruction in retail. <p><img style="float: left; height: 300px; margin: 5px; width: 300px;" src="//" alt="">Artificial intelligence (AI) and its application in machine learning have become the buzz words of today. AI is the name for the science of making machines and computer programs that mimic human intelligence, by developing and applying algorithms to data. It is at the heart of the wave of technological change, now commonly referred to as the Fourth Industrial Revolution.</p> <p>Our lives are already being transformed by technology which incorporates AI. Life in a Western city in 2018 looks dramatically different than just ten years ago: the internet of things (IOT)&nbsp;allows people to be &ldquo;assisted&rdquo; in an increasingly higher number of tasks, from turning on the light in the morning to regulating the room temperature and doing grocery shopping online;&nbsp;self-driving fork lifts and driverless trains are common, as are park assist systems in cars or lane-departure systems in trucks. At some point in our lifetimes, our roads will be filled with selfdriving&nbsp;cars.</p> <p>These changes are transforming labour markets as well. AI is enabling the elimination of&nbsp;repetitive and programmable tasks of increasing complexity, be they physical or cognitive. That&nbsp;means a number of jobs will be no longer be necessary, in the first instance highly-routine jobs, which may be low-skilled, hazardous to humans or require great physical strength; but the&nbsp;reach of AI is likely to extend higher up the skill spectrum to some roles filled by accountants, legal clerks or recruiters, the latter of whom could be replaced in some instances by algorithms&nbsp;selecting CV&rsquo;s on LinkedIn-like platforms and apps tracking facial expressions to judge a&nbsp;candidate&rsquo;s suitability based on body language.</p> <p>AI is also set to transform retailing. In the drive to create a seamless and personalised shopping experience for the consumer, AI is already being used to target adverts to individuals, to interact&nbsp;with consumers via websites and to stream line warehouses so that machinery can &ldquo;talk&rdquo; to each other and adjust workflows to name but a few uses of this technology. In future, chatbots&nbsp;powered by AI are likely to take over more customer interactions, dealing with complaints and enquiries, while the use of sophisticated algorithms to track shoppers in store and to offer highly targeted adverts will become common place. AI will also enable retailers to interact with&nbsp;consumers&rsquo; connected homes, predict demand and deliver goods to collection points before they&rsquo;ve even been ordered.</p> <p>All of this is and will continue to improve customers&rsquo; shopping experience, but it does mean&nbsp;the way in which retailers operate will change radically, and with it jobs in retail. Some roles will&nbsp;disappear or change dramatically in their content and required skills set, while other entirely new roles will need to be created. Roles we are likely to see more of include a&nbsp;shop floor sales assistant 2.0. With AI predicting which products and price points to which a new customer might respond well, given detected characteristics, the shop floor assistant&rsquo;s&nbsp;role will be to add the human touch to the shopping experience, choosing the right level of interaction based on estimates of customers&rsquo; mood detected from their facial expressions. With stock controlled largely autonomously, the shop floor assistant will not be rushing off to the&nbsp;backroom, but will be managing unpredictable events, reacting when things don&rsquo;t go smoothly. These people will be highly personable, comfortable with technology and able to exercise&nbsp;excellent situational judgement.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Global outlook on AI looks rosy—but can the UK keep up? Fri, 27 Apr 2018 15:19:00 +0100 CRM Sync Guest blog: Ciarán Daly from AI Business outlines the challenges that lie ahead for the UK AI industry. <p><img alt="" src="//" style="float:left; height:267px; margin:5px; width:400px">There is hype and misinformation abound when it comes to AI. With over 90% of Fortune 1000 organizations already embarking on their own journeys using this nascent technology, though, the headlines are at odds with the optimism about AI in the business world. So what are the real challenges ahead in AI for British enterprises?</p> <h4>Business leaders at odds with tabloid hysteria</h4> <p>In recent years, artificial intelligence has attracted all sorts of lurid headlines, usually accompanied by photos of identikit iRobots reenacting The Creation of Adam. Although a fear of mass job losses is not entirely unfounded, apocalyptic Terminator narratives certainly are&mdash;reflecting a fundamental lack of imagination on the part of the media to see beyond our present economic moment.</p> <p>This fear is, thankfully, not echoed by the people working with AI on the ground. Indeed, you&rsquo;d be hard-pressed to find a machine learning expert who believes that a general artificial intelligence is even remotely possible. I spend every day talking directly to C-Suite members of some of the world&rsquo;s largest organizations, all of whom see AI largely as a use case-driven tool for automating or augmenting this or that business requirement, rather than a means of disenfranchising every worker and destroying the planet.</p> <p>AI Business last year conducted a comprehensive research report with over 3000 executives globally about what AI means in practical terms to their organization. What we found was that 92% of our respondents see AI technologies as offering improved efficiency across the board. Meanwhile, 77% expect to see a reduction in overall costs, while 66% also anticipate enhanced accuracy throughout their operations. Ironically, 67% cited a lack of understanding about AI capabilities or limitations as the single biggest obstacle to AI adoption&mdash;underlining the need for pragmatic, facts-based approach to AI, rather than tabloid hysteria.</p> <h4>Beware the AI hype man</h4> <p>The view from the top is, then, pretty clear. Enterprise confidence in the technology is undoubtedly buoyed by predictions from firms like PwC, who estimate that AI has the potential to add an astronomical $15.7tr to the global economy by 2030 with up to a 26% boost for local economies.</p> <p>However, just as it is vital for business leaders to look past the fearmongering, they are also right to remain sceptical of AI triumphalism&mdash;particularly in a climate where seemingly every startup and their grandmothers are cynically rebranding as &lsquo;AI companies&rsquo;. &ldquo;The demystification of AI is vital, otherwise this fear about what the technology can do to jobs, skills, and people will proliferate,&rdquo; Mars Inc. Chief Digital Officer, Sandeep Dadlani,<a href=""><span style="color:#0000FF"> told us this month</span></a> in advance of his AI Summit keynote. &ldquo;There is also this expectation that AI will produce magical results in a short period of time. That reality is far away&mdash;the truth is that AI is still in its infancy in terms of solving problems.&rdquo;</p> <p>For AI to reach even a tenth of its potential, global business and the workforce&nbsp;need to overcome some gargantuan hurdles&mdash;beginning in the boardroom.</p> <p>&ldquo;It can&rsquo;t just be the CIO walking into the executive meeting with an AI proposal,&rdquo; <a href=""><span style="color:#0000FF">says Sherif Mityas</span></a>, Chief Information &amp; Strategy Officer of TGI Fridays and a speaker at <a href=""><span style="color:#0000FF">The AI Summit</span></a>. &ldquo;You need to work with those that have been through the business case and the numbers, who are able to say, &lsquo;listen, we think this has enough merit to try out.&rsquo; For this, you&rsquo;ve got to be very tangible&mdash;you&rsquo;ve got to take it out of technospeak and make it real by saying something like, &lsquo;this is going to drive +1 dollars per visit per guest&rsquo;. It has to be something tangible that people can wrap their heads around, making it possible for them to talk about how results are going to be enabled by this technology.&rdquo; By starting with small, but demonstrable ROIs using AI, decisionmakers can get their organisations onboard and make their colleagues understand the benefit of the technology.</p> <p>Even with the board onside, businesses face an uphill battle in terms of attracting the right skills and talent that will make AI work. Speculative figures indicate that there are only around 300,000 AI practitioners globally, but millions more roles available for people with these qualifications. This has driven the salaries of machine learning engineers to eyewatering heights, with companies around the world facing some of the stiffest competition for talent in history.</p> <h4>The UK can&rsquo;t outspend China or the US on AI -&nbsp;but we can take the lead</h4> <p>These are just some of the issues facing AI right now, and they are global problems&mdash;afflicting multinational corporations just as much as start-ups and research institutes. They&rsquo;re also areas the UK can really take a lead on.</p> <p>Last week, the House of Lords Select Committee on Artificial Intelligence released its landmark report into the prospects of AI for the UK, entitled<span style="color:#0000FF"> </span><a href=""><span style="color:#0000FF">&lsquo;AI In The UK: Ready, Willing, and Able&rsquo;</span></a>. The report outlined all the key ingredients the UK currently possesses to make a success of AI, including leading companies, a dynamic research culture, a vigorous start-up ecosystem, and a constellation of legal, ethical, financial, and linguistic strengths in close proximity with one another.</p> <p><a href=""><span style="color:#0000FF">In an exclusive interview with AI Business,</span></a> the Committee Chair, Lord Clement-Jones told us that he thinks British businesses must focus on speaking to government to ensure the UK sets a global precedent in the ethical, effective use of AI.&nbsp; &ldquo;Firstly, they should focus on ensuring government delivers the climate for AI in terms of getting the context right for the kind of capital that people need for growth,&rdquo; said Clement-Jones. &ldquo;On the other side of the coin, there&rsquo;s the need to mitigate the major risks, which is losing public trust. When we develop our AI systems, we need to ensure that we are actually building them within an ethical context and framework for people&rsquo;s benefit. It&rsquo;s really important that the tech industry gets behind these principles. Britain has got many of the right ingredients in place&mdash;what the government has got to do is pull all of these ingredients together and make sure these areas are addressed.&rdquo;&nbsp;</p> <p>Julian David, CEO of TechUK, believes that the report is an important contribution to current thinking around AI, offering a comprehensive to-do list on how the UK can remain at the forefront of AI innovation. &ldquo;There are complex questions to be answered, such as what it means to be human in an AI-driven world; how to ensure AI systems are safe and acting in the interest of humans; and whether decisions made by AI are challengeable and understandable by humans. Looking ahead, the UK has an opportunity to be a global leader not just in the development of AI, but also in the deployment, adoption, and use of ethical, responsible, and safe AI. Now is the time for industry, academia, and policy makers to come together and pose those important, complex questions as we develop new AI tools.&rdquo;</p> <p>Julian David will be delivering a keynote presentation at The AI Summit, London this June 13-14 which welcomes TechUK as strategic partners. The AI Summit explores the practical applications of Artificial Intelligence for business and features leading business and AI-leaders from the world&rsquo;s biggest corporations and technology organisations.</p> <p><a href=""><span style="color:#0000FF">Find out more about The AI Summit here</span></a> which is the Headline AI Event of London Tech Week and will convene 10,000+ attendees, 400+ speakers and 200+ major AI-technology companies.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color:#0000FF"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> AI and customer experience management Fri, 27 Apr 2018 15:00:00 +0100 CRM Sync Guest blog: David Cousins from Capita shows how businesses can have both innovation and improvement by utilising AI. <p><img style="float: left; height: 357px; margin: 5px; width: 300px;" src="//" alt="">With ongoing debate rife &ndash; futurists, philosophers and even award-winning physicists all speculating as to the future of artificial intelligence and its potential impact to humanity, concluding both good and bad &ndash; I have been investigating this area for some time. Although my approach is albeit less sci-fi, I have been exploring what AI may mean for the future of customer experience management (CEM), be that a large UK brand or a local NHS Trust.</p> <p>AI/Bots are an interesting conundrum in the CEM space, with claims from some leading analysts suggesting large percentages of future interaction will be handled by machines. As with previous innovative technologies, like IVR and webchat, large reductions in handle costs were promised. Organisations need to think carefully about the ramifications of implementing technology badly and not take the plunge without first establishing the contribution to their CEM Strategy, including:</p> <ul><li>Knowing your customer</li> <li>Providing positive emotional experiences</li> <li>Empowering and optimising your workforce</li> <li>Utilising consistent measures and KPI&rsquo;s</li> </ul><p>With these in mind, we need to ensure that AI can at least adhere to &ndash; and more importantly contribute to &ndash; overall strategy. At face value it would be easy to conclude that this new world of machine learning and automation does just that, but a machine is only as good as the information it has at its disposal and could arguably never replace the emotive engagement of a human.</p> <p>So how do we ensure that we embrace innovation but still improve upon the service we deliver? Whilst not easy, it is possible to establish a positive place for AI in customer experience. Website demand is higher than ever, decisions are made based on reviews and peer recommendations, changing suppliers/service providers is easy and often we still want to talk to a human being when things get tough. In psychology terms, we still want and seek an empathetic mind to hear our plight and find a solution to queries we may have in real-time.</p> <p>First, we need to take a good look at how customers engage with us today &ndash; customer journey mapping is key, as are analytics tools which can quickly determine pinch points in the service or process. Both work towards answering the question of appropriateness, and at what point during the engagement AI/Bots would best apply. Second, where does the knowledge exist and is it reference-able quickly? There&rsquo;s little point in all of this if we simply fail to answer the most simplest of queries; we either lose customers at this point or drive those emotional experiences in the wrong direction: South. Lastly, what role does the advisor now take? For a very long time the advisor has been the front-line to customer experience engagement. Assuming all the easy interactions have been taken care of, surely that means that what&rsquo;s left is more complex. Do our front-line employees have the requisite skills and empowerment to handle the influx of more complicated queries, those that our new AI platform can&rsquo;t handle?</p> <p>We at Capita believe we have a solution: an augmented bot/human interaction. We recently did some work on the back of some insurance research, which clearly indicated an opportunity to revolutionise the way in which insurance companies could handle policy changes. Rather than building an app and creating a new channel in isolation we wanted make the experience flow, to ensure positivity in terms of outcome and emotion. When things got tough, and the Bot could no longer deal with the demand of said customer, we brought an empowered advisor into the mix. Rather than the traditional hand off, we created a 3-way interaction; Customer, Bot and Advisor. More importantly, the advisor had relevant experience and a unique passion, one specific to the customer&rsquo;s particular need. Context-based routing ticks the box from a &lsquo;knowing your customer&rsquo; perspective and ensures a positive experience. By working in this manner, we were able to ensure that AI aligned to the CEM strategy, saving cost while improving experience and frankly making the whole interaction easy.</p> <p>AI/Bots have a massive role to play in customer experience management but we need to think carefully about applicability and ensure that technology delivers measurable improvement within the customer engagement ecosystem. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Humans vs Robots Fri, 27 Apr 2018 14:15:00 +0100 CRM Sync Guest video: watch Kit Cox, CEO of Enate, at The Zebra Project discussing his thoughts on AI and the future of work. <p><iframe src="" width="560" height="315" frameborder="0"></iframe></p> <p>&nbsp;</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> The BI to AI shift has happened: how to catch up (+ why it matters) Fri, 27 Apr 2018 13:30:00 +0100 CRM Sync Guest blog: Jennifer Roubaud-Smith from Dataiku explains how businesses can shift from business intelligence to artificial intelligence. <p><a href=""><span style="color: #0000ff;"><em>A longer version of this blog was previously posted on the Dataiku website.</em></span></a></p> <p><img style="float: left; height: 230px; margin: 5px; width: 230px;" src="//" alt="">It&rsquo;s something that&rsquo;s been happening slowly over time, yet also (somehow) conversation around it seemed to change suddenly overnight: business intelligence (BI), which was once the sign of a thriving data-driven culture, has given way to data science, shifting attention to machine learning (ML) and artificial intelligence (AI).</p> <p>Just in case there is anyone out there still unsure, in mid-February, Forbes released its <a href=";refURL=&amp;referrer=#76a36efa2225"><span style="color: #0000ff;">Roundup Of Machine Learning Forecasts And Market Estimates</span></a>, 2018. In it, they proclaimed:</p> <p><em>&ldquo;Data science platforms will outperform the broader BI &amp; analytics market, which is predicted to grow at an 8% [Compound Annual Growth Rate - CAGR] in the same period. Data science platforms will grow in value from $3B in 2017 to $4.8B in 2021.&rdquo;</em></p> <h4>What Happened To BI?</h4> <p>When businesses started collecting data and deciding to actually use it for something, it was small potatoes. Data coming in was small enough to work with locally and, since analysing data was new, insights were revolutionary. Now, with the amount of data we have today, it seems crazy to be using the same analytical methods as before.</p> <p>And, well - it kind of <em>is</em> crazy. Of course, there have been lots of developments and shifts in the world of BI since it became standard business practice. But the reality is that lots of businesses are still really <em>only</em> doing BI today; that is, they are reactive - taking past data and using it to influence future decisions in spite of the fact that our world today is fundamentally different.</p> <h4>Talk is easy; action is hard</h4> <p>The reason enterprises haven&rsquo;t fully embraced the shift to AI is actually pretty simple. Though from the way people speak about it (news coverage, popular culture, etc.) AI seems easy or like something that can be activated by throwing some money in and flipping the switch, it&rsquo;s actually a fundamental challenge that is organizational as much as it is technical.</p> <h4>Get started now</h4> <p>The good news is that it&rsquo;s not too late to get started. There are some pretty accessible things your company can do to make the change:</p> <ol><li>Set a goal from the top to become a truly data-driven organization, meaning one that is powered by massive amounts of data all the time, not reacting piecemeal with one-of analysis. <a href=""><span style="color: #0000ff;">See this video</span></a> for more on how to set (and achieve) this goal.</li> <li>Leverage current staff (instead of hiring new people) by providing them with tools that allow them to work with data while also leveraging their business and domain knowledge. This might mean teaching analysts new skills that allow them to be involved in machine learning projects. Get the <a href=""><span style="color: #0000ff;">analyst of the future guidebook</span></a> to help or <a href=""><span style="color: #0000ff;">download machine learning basics </span></a>to aid staff in their journey.</li> <li>Arm technical staff with tools as well that will allow them to be more productive by reusing their work and leveraging shortcuts where it makes sense (like visual data wrangling and easily comparing the performance of different models side-by-side). <a href=""><span style="color: #0000ff;">Read more</span></a> on what data science tools can do.</li> <li>Introduce data science, ML, and AI in an accessible way by choosing a specific use case with which to start and providing a framework for making it happen. <a href=""><span style="color: #0000ff;">Read more</span></a> on how to run a data science POC successfully.</li> <li>Have a plan for putting the final data project into production to ensure that it actually has a real effect on the business instead of going unused. <a href=""><span style="color: #0000ff;">Read more</span></a> on putting data science in production.</li> </ol><p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> AI and the Internet of Things Fri, 27 Apr 2018 12:45:00 +0100 CRM Sync Guest blog: Philippa Westbury from the Royal Academy of Engineering examines the challenges that need to be addressed if the value of IoT is to be realised. <p><img style="float: left; height: 305px; margin: 5px; width: 240px;" src="//" alt="">The Internet of Things (IoT) is an enabling technology that has the potential to fundamentally change society and business processes across sectors, including energy, construction, infrastructure, manufacturing, health, agriculture, defence, and transport, as well as in public sector and consumer applications. Obtaining value from data is at the heart of IoT and a key business driver, requiring the development and application of advanced data analytics techniques. These will increasingly use artificial intelligence (AI) technologies since the volume of data generated will require approaches that can learn patterns and highlight results autonomously. &nbsp;</p> <p>As with other emerging technologies, there are substantial and interdependent issues around privacy, ethics, trust, reliability, acceptability, safety and security for the systems that are created, whether these are the smallest connected sensors and devices or large-scale platforms deployed in physical infrastructure. These issues play out very differently across sectors and applications. They also need to be addressed for the different facets of IoT including: data collection and transmission, interpreting and inferring information from data &ndash; for which AI techniques are key - and applications of the information in practice. An approach that takes into account the factors that influences trust and acceptability, and shapes the design of IoT devices and systems accordingly, is vital.</p> <h4>Policy challenges</h4> <p>Policy challenges for the Internet of Things are discussed in a recent report by the Royal Academy of Engineering and the PETRAS Cybersecurity of the Internet of Things Research Hub,<em> Internet of Things: realising the potential of a trusted smart world</em>. Building on the Blackett review of the Internet of Things, the report recommends that government should distinguish the differing policy outcomes for industrial, public space and consumer applications of IoT. It suggests that the approach to governance and regulation should building on the existing regulatory contexts of each sector while recognising points of commonality. It makes recommendations in a number of other areas including cybersecurity, risk management and resilience, digital infrastructure, education and skills, liability, ethics and commissioning.</p> <h4>Practical challenges for industry</h4> <p>Three years on from the publication of the Blackett review, there remain a number of challenges around adoption and implementation of IoT by industry. There is a lack of awareness about how IoT can benefit organisations. The deployment of IoT technologies in some applications may require a large upfront investment, without certainty on the return on investment, making it difficult to develop successful business models. The need to improve data management and data sharing in order to optimise the usefulness of data is another key challenge, as is the challenge of introducing nimble, flexible and scaleable IoT solutions. Ensuring the security of hardware and software, and data at rest and in motion, is a further task. Consolidation of national and international knowledge and forums for sharing best practice will help here.</p> <p>There will, in addition, be many challenges in applying AI to IoT-generated data, many of which are highlighted in blogs published this week by TechUK. Ways of using artificial intelligence in IoT devices and systems still require development. But getting the systems in place that meet business needs and generate useful, high quality data are key considerations. Good collaboration between the AI community and industries adopting IoT will be vital.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> AI: preparing for the future Fri, 27 Apr 2018 12:00:00 +0100 CRM Sync Guest blog: Rachel Neaman from the Corsham Institute outlines the adaptations the UK must make to be a global leader in AI. <p><em>This article also appears on the Corsham Institute and RAND Europe<a href=""><span style="color: #0000ff;">Observatory for a Connected Society</span></a><a href="">,</a> the first mobile and web platform bringing together all the latest research, insight and comment on digital policy and tech developments.</em></p> <p><img style="float: left; height: 284px; margin: 5px; width: 400px;" src="//" alt="">Artificial Intelligence (AI) &ndash; its opportunities and risks, the ethics of algorithms, and the potential impact of automation on the economy &ndash; is the hottest tech topic in the UK at the moment. Or at least, that&rsquo;s the impression one gets from the current steady stream of research and reports, the Parliamentary Inquiries and government announcements (including the launch this week of the &pound;1bn <a href=""><span style="color: #0000ff;">AI Sector Deal</span></a>), and the regular seminars and talks hosted by august institutions, spanning both science and the humanities. For the AI tourist, London is the destination of choice this summer with a plethora of high-profile trade shows, conferences and expos on offer.</p> <p>But is this excitement within the tech sector mirrored within the wider UK population? Possibly not, particularly when it comes to adoption of AI. A <a href=""><span style="color: #0000ff;">survey by Sage</span></a> last autumn found that 46% of UK respondents had &lsquo;no idea what AI was all about&rsquo;, while <a href=""><span style="color: #0000ff;">PWC&rsquo;s 2018 Global Consumer Attitudes Survey</span></a> found that just 24% of UK consumers&nbsp;planned to buy an AI device, compared to figures up to 59% in developing markets such as Brazil.</p> <p>These results mask the fact that, as the ongoing Cambridge Analytica/Facebook scandal shows, data-driven technologies like machine learning and AI are already transforming the world around us, whether the general public are aware of it or not. So it is welcome that those who have the most power to shape how these technologies do that &ndash; the tech industry, and decision-makers in Government and Parliament &ndash; are grappling with some of the most complex ethical issues and challenges, whilst also preparing the UK to make the most of its opportunities.</p> <p>The recent, comprehensive report from the <a href=""><span style="color: #0000ff;">Lords Select Committee on AI</span></a> focused on the need for the UK to put ethics and the public good at the heart of AI development and innovation. &nbsp;And the UK tech sector is listening. As Sue Daley, tech UK&rsquo;s AI Programme Lead, <a href=""><span style="color: #0000ff;">wrote in her piece on data, ethics and AI</span></a>&nbsp;for the Observatory for a Connected Society, to mark the start of techUK&rsquo;s AI week: &ldquo;This is a watershed moment for the tech sector&rdquo;.</p> <p>Ci&rsquo;s <a href=""><span style="color: #0000ff;">position</span></a> is that there needs to be much greater public engagement in how technology is shaping our world, and what kind of world we want that to be. The House of Lords&rsquo; report rightly put that as the first priority: the need to build &ldquo;trust and confidence in how to use artificial intelligence, as well as explain the risks&rdquo;. And, while there is much good work going on to lay the groundwork for this engagement (which the Royal Society&rsquo;s Jessica Montgomery explained in <a href=""><span style="color: #0000ff;">her blog</span></a> for techUK) there is an urgent need to engage beyond the tech sector conference circuit and small seminar events and reach deeply into communities, schools, workplaces and homes.</p> <p>If the Lords&rsquo; wide-ranging and sensible recommendations on skills and education are taken forward by industry, employers and educators, that will be a start. The Select Committee identified that the &ldquo;UK must be ready for the disruption that AI will have on the way in which we work&rdquo; &ndash; with both &ldquo;blue- and white-collar jobs which exist today put at risk&rdquo;. However, this is not to say that new types of jobs won&rsquo;t be created. The Committee recommended greater encouragement and support for workers as they move into the new jobs and professions that will be created as a result of new technologies. At Ci, we&rsquo;re working to ensure everyone &ndash; from children through to those in later stages of their working life &ndash; are able to adapt to a new culture where lifelong learning and flexibility are the norm, with particular support at moments of major personal change (for example, military veterans entering the civilian workforce, or people returning to work from a caring break).</p> <p>The education system also needs to adapt and to adapt fast. Will all kids really need to know how to code when they leave school? Quite probably not; machines will do it faster and better than humans. But kids will need to be digitally competent &ndash; to understand how to apply technology in all areas of their lives and adapt to the impact it is increasingly having. They will need analytical, problem-solving and creative skills, as well as qualities like resilience and empathy to do so, and these need to be prioritised within the curriculum and teachers supported to impart them.</p> <p>It&rsquo;s not just the role of Government or the tech sector to address the impact AI and machine learning are having on our lives. With the support of educators and employers, there is a huge opportunity for us all to be involved &ndash; not just to prepare for the impact of AI, but to be involved in shaping it for the benefit of everyone.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Future of automation in recruitment: forget robotics for now! Fri, 27 Apr 2018 11:15:00 +0100 CRM Sync Guest blog: Bhumika Zhaveri from Interimarket examines the positives and pitfalls of using automation to recruit job candidates. <p>There are views that automation in recruitment is great for helping with the exponential increase in resumes and cover letters that are now received. Th&#1077;&#1109;e systems w&#1110;ll h&#1077;l&#1088; companies k&#1077;&#1077;&#1088; track of activity and shortlist quicker, especially in volume roles.</p> <p>T&#1086; &#1109;&#1086;m&#1077; within HR, recruiting with technology n&#1077;&#1077;d&#1109; &#1072; lot &#1086;f work t&#1086; g&#1077;t t&#1086; wh&#1077;r&#1077; it&rsquo;s expected t&#1086; be. Th&#1110;&#1109; &#1089;&#1072;n &#1086;nl&#1091; b&#1077; achievable w&#1110;th th&#1077; introduction &#1086;f robotics &#1072;nd automation &#1110;n th&#1077; hiring process. Technological advances &#1109;&#1077;&#1077;m t&#1086; b&#1077; improving &#1072;ll aspects &#1086;f &#1086;ur lives, &#1072;nd business &#1110;&#1109; &#1072;t th&#1077; forefront &#1086;f th&#1077;&#1109;&#1077; changes.</p> <p>On&#1077; &#1086;f th&#1077; biggest challenges w&#1077; face today &#1110;n Human Resource Management &#1110;&#1109; adapting th&#1077; HR recruitment process t&#1086; meet th&#1077; demands &#1072;nd n&#1077;&#1077;d&#1109; &#1086;f &#1072; n&#1077;w global economy.</p> <h4>The Mission</h4> <p>We want t&#1086; bring th&#1077; latest breakthroughs &#1110;n automation (w&#1110;th &#1072; focus &#1086;n artificial intelligence)&nbsp;t&#1086; aid HR recruitment w&#1110;th recruitment automation&nbsp;&#1110;n order t&#1086; meet th&#1110;&#1109; n&#1077;w challenge. Th&#1110;&#1109; mission w&#1110;ll b&#1077; achieved b&#1091; realising th&#1077; opportunities &#1072;nd addressing th&#1077; challenges presented b&#1091; globalisation, w&#1110;th r&#1077;g&#1072;rd&#1109; t&#1086; HR recruitment.</p> <p>Th&#1110;&#1109; breakthrough idea &#1110;&#1109; &#1072;b&#1086;ut creating HR automation which streamlines th&#1077; HR recruitment process. B&#1091; freeing HR managers, recruiters and employers fr&#1086;m tasks geared f&#1086;r high-scale computerised logic, they can k&#1077;&#1077;&#1088; focusing &#1086;n th&#1077; recruitment tasks suited f&#1086;r human HR management logic. In turn, this produces th&#1077; potential t&#1086; b&#1077;&#1109;t h&#1077;l&#1088; billions &#1086;f jobseekers &#1072;nd companies achieve th&#1077;&#1110;r employment goals&nbsp;&#1110;n th&#1077; m&#1086;&#1109;t efficient w&#1072;&#1091; possible.</p> <h4>Wh&#1072;t th&#1077; future holds f&#1086;r automation in recruitment w&#1110;th HR automation</h4> <p>Th&#1077; current model &#1072;v&#1072;&#1110;l&#1072;bl&#1077; f&#1086;r HR recruitment offers m&#1086;&#1109;tl&#1091; ad hoc recruitment standards. These w&#1077;r&#1077; developed &#1072;nd applied b&#1091; &#1072; handful &#1086;f HR managers &#1072;nd recruiters. This model has proven &#1110;t&#1109;&#1077;lf t&#1086; b&#1077; v&#1077;r&#1091; effective &#1110;n m&#1072;n&#1091; corporations dur&#1110;ng th&#1077; pre-globalization era. And it h&#1072;&#1109; led t&#1086; prospering economies &#1110;n m&#1072;n&#1091; parts &#1086;f th&#1077; world.</p> <p>However, n&#1086;w dawns &#1072; n&#1077;w era &#1086;f globalization w&#1110;th &#1072; n&#1077;w set &#1086;f opportunities &#1072;nd challenges.</p> <p>T&#1086; adapt &#1086;ur current model w&#1110;th HR automation t&#1086; deal w&#1110;th th&#1077;&#1109;&#1077; n&#1077;w set &#1086;f changes, w&#1077; mu&#1109;t aggregate &#1072;nd utilise th&#1077; recruitment knowledge &#1086;f global resources efficiently. Th&#1110;&#1109; w&#1110;ll involve &#1072; massive online coordinated effort b&#1091; millions &#1086;f HR managers, employers &#1072;nd recruiters, teaching &#1072;nd learning fr&#1086;m &#1077;&#1072;&#1089;h &#1086;th&#1077;r.&nbsp;</p> <p>In the changing world&nbsp;logic or algorithms are built based on one or two or a handful of individuals' &ldquo;perceptions of the best,&rdquo; which could be very different to the global collective perception. Maybe that&rsquo;s why we see a lot of new technologies emerging, and algorithms being applied, with not all of them actually benefiting the end users. This is especially true for talent.</p> <p>T&#1086; put th&#1077; benefits &#1086;f collecting &#1109;u&#1089;h massive amounts &#1086;f data fr&#1086;m HR experts &#1110;n perspective, l&#1077;t u&#1109; t&#1072;k&#1077; &#1072; l&#1086;&#1086;k &#1072;t &#1109;&#1086;m&#1077; &#1086;f th&#1077; major benefits &#1086;n &#1072; global level. W&#1077; w&#1110;ll h&#1072;v&#1077; &#1110;n &#1086;ur hands &#1072; globally standardised mechanism. W&#1110;th this w&#1077; &#1089;&#1072;n advance global employment efficiency t&#1086; &#1072; level m&#1086;r&#1077; &#1072;&#1088;&#1088;r&#1086;&#1088;r&#1110;&#1072;t&#1077; t&#1086; th&#1077; era w&#1077; &#1089;urr&#1077;ntl&#1091; live &#1110;n &ndash; the era of globalisation. In turn, th&#1077; benefits th&#1110;&#1109; project produces are n&#1086;t &#1086;nl&#1091; localised but global. Th&#1110;nk &#1086;f &#1110;t &#1072;&#1109; creating th&#1077; b&#1077;&#1109;t w&#1072;&#1091; t&#1086; achieve th&#1077; m&#1086;&#1109;t efficient global GDP growth. This global GDP growth &#1110;&#1109; th&#1077; w&#1072;&#1091; th&#1072;t w&#1077; b&#1077;l&#1110;&#1077;v&#1077; w&#1110;ll lead t&#1086; economic prosperity at levels previously thought impossible. It will be for &#1072;ll kinds &#1086;f people &#1072;ll &#1086;v&#1077;r th&#1077; world &#1072;nd &#1086;n d&#1110;ff&#1077;r&#1077;nt steps &#1086;f th&#1077; economic ladder.</p> <p>Th&#1077; recruitment standards w&#1077; &#1072;r&#1077; talking &#1072;b&#1086;ut h&#1077;r&#1077; &#1072;r&#1077; m&#1072;d&#1077; u&#1088; &#1086;f pairs &#1086;f job rules &#1072;nd questions. Job rules w&#1110;ll define &#1072; group &#1086;f requirements th&#1072;t mu&#1109;t b&#1077; met b&#1091; &#1072; jobseeker t&#1086; qualify f&#1086;r th&#1077; job f&#1086;r wh&#1110;&#1089;h th&#1086;&#1109;&#1077; job rules apply. Th&#1077; job questions w&#1110;ll facilitate th&#1077; preliminary &#1072;nd automated interview process &#1086;f &#1072; jobseeker thr&#1086;ugh HR automation. This will automatically pre-qualify &#1086;r disqualify &#1072; jobseeker&rsquo;s ability t&#1086; meet th&#1077; job rules f&#1086;r wh&#1110;&#1089;h th&#1086;&#1109;&#1077; job questions apply.</p> <p>Th&#1077;r&#1077; w&#1110;ll b&#1077; multiple variations &#1086;f job questions w&#1110;th varying degrees &#1086;f difficulty depending &#1086;n th&#1077; seniority &#1086;f th&#1077; job th&#1072;t &#1110;&#1109; being applying for.</p> <p>E&#1072;&#1089;h job rule &#1072;nd question mu&#1109;t b&#1077; translated thr&#1086;ugh automated means, &#1110;n &#1072;&#1109; m&#1072;n&#1091; popular languages &#1072;&#1109; possible. Th&#1077; required translation will be &#1110;n th&#1077; languages required &#1110;n th&#1077; relevant job role(s).</p> <h4>Where Automation in Recruitment May Not Work</h4> <p>Now, having said all of this, automation does not always mean a good thing. Let&rsquo;s take an example of live video interviewing. It is great, but the system where questions are asked&nbsp;by a robot&nbsp;and a candidate has to record themselves&nbsp;is not too effective.</p> <p>Here&rsquo;s why.</p> <p>Most people are not comfortable looking at themselves talking, so this in itself can make them uncomfortable. If a hiring organisation uses portals to shortlist based on &ldquo;algorithms&rdquo;&nbsp;and then does not have time to interview a candidate more naturally in further stages,&nbsp;I may suggest you&nbsp;stop recruiting. This way, you will only be able to recruit better &lsquo;performance artists&rsquo; and &lsquo;extroverts.&rsquo; You may lose out on a lot of talent that can genuinely help you shape the future of your organisation.</p> <h4>The Balance of Automation</h4> <p>A key lesson&nbsp;here is to learn to balance the use of automation with&nbsp;assessing which credible sources&nbsp;automation and algorithms come from. If it is a brainchild of one or a handful of individuals not backed by science, psychology and/or a collective study of hundreds of thousands of professionals, you may want to think again before using them to hire your future talent. For insights on assessments, management and hiring of independent contractors you can&nbsp;<a href="">contact me</a>&nbsp;directly.</p> <p>To read more from techUK AI Week,&nbsp;<a href="">visit our landing page.</a></p>Contact: <a href=""></a> How AI will make smart contract “smart” Fri, 27 Apr 2018 10:30:00 +0100 CRM Sync Guest blog: Huu Nguyen from Squire Patton Boggs outlines how the adoption of AI can aid the 'smart contracts' industry. <p><img style="float: left; height: 267px; margin: 5px; width: 400px;" src="//" alt="">Currently, smart contracts are gaining prominence because of the emergence of &ldquo;blockchain&rdquo; technology and the popularity of cryptocurrency. In particular, there is more acceptance of the verification of transactions on a public or private blockchain. A blockchain is a sophisticated technology for a distributed ledger that, in theory, more securely records transactions. Smart contracts are programs that execute based on parameters agreed by two or more counter parties. Smart contracts may either be coded entirely in standalone software, coupled with a traditional agreement, or partially governed by rules agreed to by the parties. Smart contracts have been used or are proposed to be used in <a href=""><span style="color: #0000ff;">various industries in the UK and Europe</span></a>. Recent examples include AXA Insurance&rsquo;s launch of &ldquo;fizzy&rdquo;, a blockchain-based smart contract that delivers automatic compensation to policyholders whose flights are delayed; and;s proposed launch of a blockchain-backed service that features &ldquo;a full-fledged blockchain underpinning real contract exchanges&rdquo; and is reported to have executed transactions of property worth &pound;179 million online in the UK and Ireland.</p> <p>Artificial Intelligence (AI) has not yet been widely adopted for smart contracts, but it can be a boon to the industry. AI technology that can be applied to smart contracts ranges from rule-based systems such as expert systems designed to make decisions based on rules and input, to more adaptive systems, such as neural networks, knowledge graphs, and logic. One area important for smart contract is natural language processing (NLP). AI and NLP could be used with smart contracts in at least two aspects: to negotiate and agree to terms on behalf of people, and/or to generate the smart contracts. These contracts may be programmed to negotiate terms for price and quality of certain goods using well-known AI game playing algorithms. Parameters can be established for certain gap filler terms such as ranges of price and range of quality that can be adjusted dynamically, and fixed inputs by users for the type of goods. Care should however be taken to record that an offer and acceptance to the terms of the agreement has been provided by the smart contract, AI-powered negotiation agents on behalf of real people, as offer and acceptance is one of the cornerstone of a contract.</p> <p>One way to increase the likelihood of enforcing a smart contract is to couple the smart contract code with legal prose, the underlying controlling contract. Researchers have proposed coupling parameters in the smart contract program with terms in the underlying &ldquo;human contract&rdquo;. It is conceivable that AI could be used to create, at least partially, the self-executing code and parameterization based on parsing a traditional "human&nbsp;contract&rdquo; in order to generate the smart contract. However, the challenges for contractual language, and language interpretation in general, is the multi-faceted interpretation of language. For example, the term "execute" is used often to refer to agreements. In this instance, we know that it means to come to an agreement, and not to kill, but an AI-powered smart contract must be programmed to understand the difference.</p> <p>The AI revolution is here, and AI-powered smart contracts will change our lives.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Preparing for AI: Futureproofing your workforce Fri, 27 Apr 2018 10:00:00 +0100 CRM Sync Guest blog: Martin Ewings from Experis talks about how to ensure your business is transformation ready. <p><img style="float: left; height: 156px; margin: 5px; width: 500px;" src="//" alt="">Every day there is a new story about the increased use of automation in the workplace and its <a href=""><span style="color: #0000ff;">potential to destroy jobs</span></a>. With the fourth Industrial Revolution well underway, the only thing that is certain is that businesses and employees must expect &ndash; and learn to adapt to &ndash; change.</p> <p><a href=""><span style="color: #0000ff;">Research from McKinsey </span></a>forecasts that 45% of today&rsquo;s paid tasks could be automated with existing technology, with ~60% of roles seeing roughly one-third of their existing workload disappearing. Some predict that this will lead to a significant fall in job availability, whilst others see it as an opportunity to improve the level of work undertaken by humans, moving away from more basic administrative tasks.</p> <h4>History repeated</h4> <p>Whilst changes are occurring at an unprecedented pace, business owners must remember that this isn&rsquo;t the first time we&rsquo;ve been through a period of significant change. During the first Industrial Revolution, new inventions transformed the way people lived and worked, with the creation of the first mass-production machines. New industries were created, making demand for some of the more manual jobs redundant. In turn, other roles were updated to meet the new demands, and still more new positions were created; offering alternative employment opportunities, increased average incomes and improved living standards for the masses.</p> <p>If we take this example as a guide, we can look forward to the creation of new roles to replace those that are lost. We have already seen this happening over the last 30 years, with new roles such as IT Security specialists, app developers, social media managers and many more. It&rsquo;s likely that these changes will continue and increase in pace over the coming years.</p> <h4>Looking to the future: a Skills Revolution</h4> <p>With the right approach, there could be significant opportunities for the workforce of the future. Using technology to enhance human roles rather than replace them should allow us to go further and become more productive than ever before. And, with the proportion of low-skilled activities reduced, the workplace can be expected to become a more rewarding environment for employees.</p> <p>The key issue organisations will face is how to reskill those whose roles are affected to ensure that they are not left behind by progress. Organisations should consider shifting their mindsets away from focusing on what skills individuals have today, to their <em>capabilities</em>. Do they display <a href=""><span style="color: #0000ff;">learnability</span></a>, with the capability to quickly learn how to use the new software that you&rsquo;ll need to roll out in 6 months&rsquo; time? Or are you hiring them because they know how to work on your existing systems? Will they be able to learn and grow with your organisation, or will their skills become obsolete as you adapt?</p> <p>Assessing the existing capabilities of your employees will help to ensure your business is transformation ready. Exploring where existing skills can be updated and transferred to align with new business goals can also help to improve retention and keep down your recruitment costs, helping to meet the changing demands of the workforce, <a href=""><span style="color: #0000ff;">who value learning new skills highly</span></a>.</p> <p>Digitisation and the fourth Industrial Revolution may currently be viewed with trepidation from both business owners and their employees. However, if organisations refocus their efforts on upskilling and future-proofing their workforce to adapt to the fast-changing world of work, we believe more roles will be created than destroyed. And, for the time being at least, the machines entering the workforce need humans to build, programme and maintain them.</p> <p>Find out more in our latest report, <a href=""><span style="color: #0000ff;">Skills Revolution 2.0</span></a>.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Three customer engagement challenges best solved by conversational AI Fri, 27 Apr 2018 09:30:00 +0100 CRM Sync Guest blog: Andy Peart from Artificial Solutions looks at how using conversational AI takes connecting with customers to the next level. <p><img style="float: left; height: 300px; margin: 5px; width: 300px;" src="//" alt="">To revitalize the customer relationship, enterprises need to reach out to consumers with applications that engage and enhance the digital experience. By using conversational AI organizations can deliver a humanlike interaction that achieves significantly higher levels of customer engagement than its first-generation virtual assistant cousin.</p> <h4>Efficient customer service</h4> <p>Chatbots, Virtual Customer Agents, Digital Employees. Whatever you call them, these stalwarts of the chatbot industry have been used in customer service departments for years, but unlike their simple cousins, today&rsquo;s chatbots need to be intelligent, purposeful and accurate to survive.</p> <p>Siri and Alexa have changed consumer perceptions. Digital employees need to be able to understand the subtle ways humans use language, and be able to pick out the relevant information from the customer&rsquo;s initial sentence. Rather than just guide customers through a series of FAQs, they need to be able to access information and third party databases pulling all of the information together to give the right answer, first time.</p> <p>Get it right and your chatbot can become a goldmine of actionable information that will help you improve the customer experience, understand market trends and increase profitability.</p> <h4>Knowledgeable sales assistants</h4> <p>According to Gartner, by 2021, early adopter brands that redesign their website to support voice search will increase digital commerce by 30%. But it&rsquo;s not just as simple as appending speech recognition technology and attaching it your product database. To maximise the advantage, the virtual sales assistant must be proactive.</p> <p>It needs to understand the customer&rsquo;s demands even when the sentence is complex. It has to be intelligent enough to predict what the customer is looking for and anticipate associated products they may want to purchase. But most importantly of all, the automated sales assistant needs to collate this information and use it, combined with what it already knows about the customer, their likes and dislikes for example, to deliver a very personal service.</p> <p>The benefit to the enterprise, aside from an increase in sales, is detailed information about their customer to use in additional promotions and actionable information on trends and business insights, including the reason for cart drop outs.</p> <h4>Faster second line support</h4> <p>Most virtual assistants are external facing, helping customers on a website or via a mobile phone find the right answer to their queries, but they have shown a great deal of success too when used within call centre&rsquo;s themselves as second line support.</p> <p>Sometimes they infiltrate into the workplace as staff turn to the assistant on the customer facing website because it&rsquo;s faster than internal systems. Other companies have deliberately built them for intranet use to ensure a consistent and accurate message to customers. Proven to reduce repeat calls and waiting times by up to 65%, they are invaluable in sectors that have a high turnover of staff but complex products to give advice on.</p> <p>The future for conversational AI is to deliver an intelligent holistic approach to the entire customer lifecycle. For businesses looking for innovative, cost effective ways to build a closer relationship with their customers, the use of conversational AI to deliver incremental improvements at every stage of the customer lifecycle will greatly impact on overall profitability.</p>Contact: <a href=""></a> Building the AI robots Fri, 27 Apr 2018 09:04:02 +0100 CRM Sync Guest video: Jonathan Hobday from Cortex presents a high-level overview on what's needed when building AI robots. <div style="text-align: center;"><iframe src="" width="640" height="360" frameborder="0"></iframe></div> <p>&nbsp;</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> AI vs human-to-human interaction Fri, 27 Apr 2018 08:08:33 +0100 CRM Sync Guest blog: AI needs to become further embedded in customer experience solutions, but it won’t replace human to human interaction, writes Anish Shah, Capita. <p><img style="float: left; height: 225px; margin: 5px; width: 400px;" src="//" alt="">Delivering an outstanding customer experience requires a perfect blend of technology and human interaction. The capabilities we have in creating this perfect blend are developing all the time as customer expectations and innovations point us in ever-growing directions. However, there are some things that I don&rsquo;t believe will change. One of the most notable things that falls in to that category is a customer&rsquo;s desire to have direct human involvement.&nbsp;</p> <p>Often a customer will escalate their request to a dedicated helpline or contact centre if they are unable to resolve their query or complaint elsewhere.&nbsp; Call me a cynic, but I believe that when someone picks up the phone to an organisation it&rsquo;s because they want to talk to a human. In some cases it&rsquo;s the last straw, in others it&rsquo;s their most preferred route but in all cases they seek to speak to a person because it will more likely lead to the conclusion they require.</p> <p>It could be that they haven&rsquo;t been able to resolve their issue through a self-serve channel, such as finding the answer within the FAQs or on a message board. Deploying a cognitive/AI solution can support these conversations to a certain extent, but it&rsquo;s not a panacea. So I&rsquo;m a firm believer it will not replace customer service agents in the medium term and at this point it&rsquo;s impossible to know exactly how things will change in the long-term.</p> <p>Where AI will be hugely useful is in supporting the agent to deliver a better outcome and ultimately this is exactly what organisations should be concerned with. That could be through data analytics in real time making recommendations and suggestions &ndash; e.g., how the agent can help the customer, provide information about products or to cross sell extra services. Or it could be about pattern recognition on how often the customer calls, along with their buying behaviour. However, all this is possible only when there is a reliable, robust and single source of data.&nbsp;</p> <p>Imagine if you are a new customer and you don&rsquo;t have any past history. The cognitive solution will pick that out. It can recommend or highlight to the agent that they have a first time caller. No previous contact could suggest something has gone wrong with the product or service. That makes them important, making this customer a priority.</p> <p>With advanced natural language processing (NLP), in the next 10 years AI/cognitive applications might completely take over from the human agent within some organisations, but in the next five, it&rsquo;s unlikely. This is a very challenging area technologically; a great deal more challenging than the media and reports make it seem to be.&nbsp;</p> <p>Even when cognitive applications or NLP can accurately mimic human conversation, what they won&rsquo;t do is capture the joy of conversation - what makes humans want to talk. And that is a very important part of the reason why human involvement is crucial and will remain so.&nbsp;</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Who's looking after the little guys? Thu, 26 Apr 2018 15:45:00 +0100 CRM Sync Guest blog: Peter Bloomfield from Digital Catapult discusses the challenges facing small companies in the AI ecosystem in the UK. <p><img style="float: left; height: 212px; margin: 5px; width: 206px;" src="//" alt="">The AI sector deal is out, published today, and the UK Government has outlined a country-wide roadmap of&nbsp; activities, investment and policy interventions to develop the sector. This plan will benefit government, industry, academia and various tech and innovation organisations. For Digital Catapult, it is exciting to be named as the driving force behind the early adoption of AI. We are helping to bridge the gap between industry and agile, small innovative AI startups and scaleups. We have launched a programme of support for AI and machine learning startups to develop from their initial starting point, help them to overcome common technical barriers and scale up.</p> <p>While new AI companies are springing up across the country at a rapid rate, there are still major barriers in the way of their success. It is increasingly hard for AI entrepreneurs to get from the starting point of having an idea, a good business plan and data model, to being a fully fledged company employing AI to solve a real world problem. One of the biggest barriers is the access to adequate computational power. The basic stages of training an AI can be done on a home computer, but when things start to take off, cloud compute and GPU hardware is where we need to start looking. But these resources aren&rsquo;t cheap, especially when in comes to&nbsp; testing a company&rsquo;s AI models and move beyond a training dataset to a fully developed product, utilising real world data.</p> <h4>The journey from an AI model to a product</h4> <p>At Digital Catapult, we work with companies large and small to enable them to develop AI-driven products and services or to adopt data-driven methods in their businesses. We see that &lsquo;productising&rsquo;, or deploying, AI at scale can have very different challenges to those faced at the research and development stage, and that these are exacerbated by the frantic rate of technological progress in the space.</p> <p>AI startups are often founded by individuals with the expertise to readily build a proof of concept (if they can overcome the challenge&nbsp; of access to requisite data and <a href=""><span style="color: #0000ff;">computational resources</span></a>). However, not all companies have the tools, techniques and services needed for continuous development of their product, service or application. This means deployment into a real world setting and monitoring of its performance, security etc. needs some guided support. While it is interesting and exciting to solve problems, this can take up a disproportionate amount of time. Startups would rather not &lsquo;reinvent the wheel&rsquo; if the solution already exists.</p> <p>At the other end of the scale, larger companies typically want to integrate AI into existing workflows or products, and the challenge of integration is far removed from anything to do with fundamental AI algorithms.</p> <p>There are however other challenges that are separate from the core AI, but are still essential to building a viable AI business. Such as how to ensure compliance with existing regulation and moreover to live up to the &lsquo;Ethical by Design&rsquo; ideal. We don&rsquo;t work with companies that wish to do irresponsible things with AI (and we&rsquo;ve never actually met an entrepreneur with that in mind) - but we are supporting companies with the ethical implementation of AI in practice.</p> <p>These are the types of challenges that we want to help with. Our Machine Intelligence Garage already addresses three areas:</p> <ul><li>Access to computational resources and expertise</li> <li>An experimentation space to work with new hardware and infrastructure products and services</li> <li>The Machine Intelligence Garage ethics committee which will focus on implementing responsible AI in practice</li> </ul><p>Our programme offers startups the opportunity to access specialised compute resources, from GPUs and HPC centre access, through to cloud computing vouchers. This is paired with our technical expertise and experimentation opportunities through workshops and meetups with our partners. We uniquely tailor the support we provide companies, interacting with some of the UK&rsquo;s most exciting new innovations in AI.</p> <p>So far we are working with 10 AI/ML startups who are providing unique approaches to problems from a diverse range of sectors. These include companies using; computer vision for autonomous vehicle operation systems, image classification for melanoma diagnostics, human computer interfaces for bionic prosthetics and integration of IoT sensor data in a manufacturing environment. There are many other examples of exciting technologies which we will be showcasing in the near future, as our companies start to graduate from the programme.</p> <p>The Machine Intelligence Garage has great partners providing the resources for our programme, many of whom are household names, such as NVidia, Google Cloud Platform and Amazon Web Services. But we also have partners who are more in the experimental sphere, such as SpiNNaker, who are developing Neuromorphic chip sets which mimic the computational capacity of the human brain.</p> <p>We sit at the interface between government, academia and industry. We are proud to connect and support the growth of the sector by ensuring barriers to innovation are removed, especially for the little guys.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> Transparency in machine learning Thu, 26 Apr 2018 14:45:00 +0100 CRM Sync Guest video: Watch Vishal Chatrath from discuss the importance in transparency for machine learning for Taylor Vinters' Zebra Project. <p><iframe src="" width="560" height="315" frameborder="0"></iframe></p> <p>&nbsp;</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> A question of ethics? Thu, 26 Apr 2018 13:46:00 +0100 CRM Sync Guest blog: Carl Austin from BJSS discusses the importance of navigating the significant potential ethical risks of AI. <p><img style="float: left; height: 267px; margin: 5px; width: 400px;" src="//" alt="">Much like every revolution before it the 4th industrial revolution, driven by advances in Artificial Intelligence, will bring a level social unrest. The depth of this, its duration and how it will impact society are all hotly debated.&nbsp;</p> <p>My personal opinion errs towards an impact that is both deep and long. I believe that politicians, business leaders and those building AI&nbsp;solutions have an ethical responsibility to minimise some of the negative societal impact that these incredible technological advances will bring.</p> <p>The most obvious cause of unrest will originate from technological unemployment. History tells us that in the long term there is no significant increase in unemployment due to technology change, but that the composition of the job market will adjust instead. Of course, history is not always a perfect predictor of what is to come and I believe that it is dangerous to prescribe only to the&nbsp;luddite fallacy. Whatever your opinion, there are many reasons that things could be different this time around and assuming that the world will just balance itself seems like an easy way out.</p> <p>Rather than trying to predict what the outcome could be, we should instead support those things that are beneficial - regardless of the level of technological unemployment. We should celebrate healthy debate about job displacement &ndash; some is guaranteed in at least the short term - and encourage schemes such as those providing sustainable retraining, rather than redundancy or short-term role changes to those affected by AI</p> <p>While technological unemployment is a huge discussion point, there are of course other aspects of AI&nbsp;that warrant ethical consideration. Bias, exclusion and privacy are some examples where those of us involved in developing AI&nbsp;solutions can play a part and make a positive impact.</p> <p>By looking at just one of these &ndash; exclusion - it becomes simple to demonstrate how we can be more responsible for the things we create.</p> <p>Some of the common causes of wrongful exclusion are due to bias and cultural misunderstanding. These are things we do as humans that we can also build into decision making AI&nbsp;whether by mistake or intentionally. If we responsibly consider the impact of these, then we can increase inclusion by ensuring less bias and more culturally diversity in the data we use to train such systems. Take&nbsp;this google project&nbsp;for example.</p> <p>In the example of a yes/no decision for credit, forming diverse software delivery teams can ensure that different biases and cultural behaviours are considered appropriately and including a simple human escalation path can reduce the impacts of the hard line introduced by include/exclude automation.</p> <p>While in the scheme of things exclusion might appear to have minimal impact on the person excluded, the Chinese social credit system is a powerful example of how significant the impact of automated exclusion can become. In May of this year,&nbsp;China will bar people from certain public transport based upon their social rating. Once a member of society is excluded, it becomes harder and harder to attain inclusion.</p> <p>Your thoughts on reading this may be "so what?". As a slightly dystopian hobbyist futurologist myself I've been told before I have a dark opinion on some of the potential outcomes of AI&nbsp;advancement. My response to you would be that if even only 1 of 1000 potential outcomes lead to a world with massive unemployment, significant social uprising and reversion to a two class system, would it not be worth trying to at least mitigate that risk? I firmly believe that both commercial gain and ethics can and should exist together, do you?</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> The ethical challenge of artificial intelligence Thu, 26 Apr 2018 13:15:00 +0100 CRM Sync Guest blog: Matt Allison from Access Partnership asks whether artificial intelligence presents a fundamental ethical challenge requiring a new regulatory framework. <p><img style="float: left; height: 267px; margin: 5px; width: 400px;" src="//" alt="">Policy-makers and regulators around the world are becoming increasingly fixated by the rapid growth of artificial intelligence (AI). Some experts (including the eminent physicist and cosmologist Stephen Hawking and the entrepreneur Elon Musk) have made alarming predictions about the potential for AI to lead to human alienation, suffering, or worse, actual destruction of human life. However, even without taking such an extreme view, it&rsquo;s evident that the adoption of AI tools will pose new ethical challenges, which may need a regulatory response.</p> <p>On 16 April the House of Lords Select Committee on AI set out their thoughts on the matter, following a comprehensive inquiry which has been underway since June 2017. Having taken written comments from over 200 organisations and individuals, and heard testimony from a variety of industry, academic and regulatory bodies, peers arrived at the conclusion that a light-touch, industry-led regulatory model was preferable.</p> <p>The committee report does envision an important role for government in ensuring that AI is deployed in a responsible and ethical way, for example through the creation of &ldquo;data trusts&rdquo; to facilitate the ethical sharing of data, seeing this as a way for UK-based SMEs to compete with large, mostly US-based technology companies that are close to holding &ldquo;data monopolies&rdquo;. The report also points out the need for the public sector to lead in procurement of AI solutions as a key way to build public trust and confidence in the use of AI.</p> <p>At the EU level, the European Commission will next week set forth its own position on the topic of AI regulation, with the publication of a communication which is expected to touch on accountability, transparency and liability in the context of AI tools and services. Early indications are that the Commission will demand cooperation from companies developing AI solutions to explain in a clear and transparent way how decisions made using AI can avoid perpetuating entrenched bias, and who should be liable when an AI product or service causes harm.</p> <p>Industry will push back strongly on any attempt by regulators to compel disclosure of proprietary information, such as algorithms used to generate machine learning. While supporting the aims of transparency and accountability, the prevailing logic in the tech industry is that creating a new regulatory framework specifically for AI today would be premature, as the way this market will develop is still highly uncertain.</p> <p>There is a degree of truth to this assertion but given that EU regulators will soon be armed with strong new enforcement powers in data protection (through the General Data Protection Regulation) and cybersecurity (through the NIS Directive), it is entirely appropriate for regulators to consider how these new powers can be deployed to address the important ethical and normative concerns associated with AI. Without strong, demonstrable public oversight, trust in AI among the general population will be slow to develop and AI adoption rates will suffer as a result.</p> <p><em>To read more from techUK AI Week,<span style="color: #0000ff;">&nbsp;</span></em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a> UK wants to lead the world in tech ethics… but what does that mean? Thu, 26 Apr 2018 12:45:00 +0100 CRM Sync Guest blog: Imogen Parker from the Nuffield Foundation discusses how the UK tech sector can move forward while avoiding 'techlash'. <p>Last week we surely reached peak hype on tech ethics with this headline:</p> <p><img style="height: 135px; margin: 5px; width: 647px;" src="//" alt=""></p> <p>The Sun was responding to the House of Lord's AI report, the latest of a growing number of interventions from the <a href=""><span style="color: #0000ff;">government</span></a>, <a href=""><span style="color: #0000ff;">industry </span></a>and <a href=""><span style="color: #0000ff;">civil society</span></a> seeking to grapple with the ethical and social issues technology is posing.</p> <p>Public debate on tech ethics has been a long time coming. New technologies have been adopted and used with little scrutiny: it has felt like a golden era of ever-improving free communications, search, and content.<img style="float: right; height: 300px; margin: 5px; width: 300px;" src="//" alt=""></p> <p>Precisely because this has been free, we&rsquo;ve been slow to realise the potential costs, risks or harms of giving away information. No longer: the Cambridge Analytica/Facebook saga has triggered a public conversation. It hit home because it&rsquo;s about normal people, sharing things they didn&rsquo;t think were particularly sensitive, in a semi-private space, which suddenly may have contributed to something of global significance &ndash; the election of Trump or the vote for Brexit depending on which side of the pond you sit.</p> <p>This saga has raised questions about data rights, consent and use; it has triggered debate about where preferences translate into profiling and where micro-targeting becomes manipulation. The delay faced by the ICO in being granted a search warrant of Cambridge Analytica&rsquo;s servers and Mark Zuckerberg&rsquo;s <a href=""><span style="color: #0000ff;">refusal </span></a>to meet MPs has led to some arguing that we need stronger powers and regulations to redress the power of the tech giants.</p> <p>We need to grapple with concerns and challenges while being wary of &lsquo;<a href=""><span style="color: #0000ff;">techlash</span></a>&rsquo; which could block innovation. Shutting down data collection and analysis might curb some harm, but it would also limit a lot of good, from innovation in medical diagnosis, to more efficient public services.</p> <p>The Government has set out its ambition and a sense of urgency to make the UK the lead for the ethics of tech and data use, but how can we move that agenda forward &ndash; to ensure practice is not just trusted but trustworthy?</p> <p>I think we need four things.</p> <p>First, we need <strong>informed public deliberation</strong>, to enable a diversity of voices to explore the risks and trade-offs posed by the use of technologies. We need companies, public sector and policy makers consider where and how users/citizens should have some say when it comes to use, design and deployment.</p> <p>User analytics don&rsquo;t act as an adequate proxy for how the public feel about a service: the argument that users are happy with the status quo because they continue to use a service is no longer a persuasive one if it ever was. Understanding is low, and the deck is stacked: people give consent and share data on platforms that have been expertly designed to get them to do just that.</p> <p>Low levels of understanding and trust need to be seen as a risk, not an opportunity: all it might take is one &lsquo;Black Mirror-type story&rsquo; for people to walk away from a product or platform <a href=""><span style="color: #0000ff;">en masse</span></a>, or for policy-makers to feel the need to implement knee-jerk regulation at pace.</p> <p>Second, we need <strong>better evidence about the impacts of technology on society</strong>. Much of the narrative is either being led by expert investigative journalism &ndash; which is inevitably is drawn to the worst cases -&nbsp;or by industry - which inevitably profiles what&rsquo;s best. We need to build a richer and more neutral account. To do that, we need to be able to measure and understand how individuals and society as a whole are and could be affected (for good or ill): who is at risk of harm, and how innovation in different sectors or across different platforms adds up.</p> <p>Third, we need to <strong>embed ethical thinking into the development and deployment of technologies</strong>. Social impact needs to become as important to developers and investors as innovation &ndash; we need to disrupt the &ldquo;move fast, break things and apologise&rdquo; model of innovation through more conscious thought about the value of what might be broken.</p> <p>That means common norms and standards to translate ethical principles into practical decisions, including stress-tested frameworks and tools to probe technical elements (data provenance, consent, design), as well as exploring the harder questions: does the underlying data or logic reflect the values and society we want to have in the future? How will platforms or products be used &lsquo;in real life&rsquo;: from how it will be kept up-to-date, monitored, assessed, explained; and what knock-on impacts might it trigger?</p> <p>Last, we need to <strong>articulate a vision of a tech-enabled society with social justice and wellbeing at its core, and lay the foundations to realise that vision</strong>. Fundamental norms relating to privacy, ownership, rights, civil liberties, wellbeing, work and justice are being destabilised and need to be rebuilt for a data driven society. We need to undertake considered but ambitious thinking, equal to the disruptive power of technology, and unconstrained by political pressures, to collectively harness the power of data for public good.</p> <p>These issues can&rsquo;t be solved by a single institution, sector, technical solution, new piece of regulation, or company (although it is heartening to see some organisations making ethics their calling card). This needs to be a collective project: to develop norms, standards, frameworks, research and dialogue to create the sort of data-enabled society we all want: a future where innovation supports wellbeing.</p> <p>That&rsquo;s why we&rsquo;re playing our part, working in partnership with leading organisations, including The Alan Turing Institute, the Omidyar Network, techUK amongst others. Together we are setting up the <a href=""><span style="color: #0000ff;">Ada Lovelace Institute</span></a> to connect diverse actors and specialists, develop practical ethical &lsquo;case law&rsquo;, and catalyse longer-term research on the social impact of data, algorithms and AI, and strategies for social justice in a data-driven society. And to prevent the impending &lsquo;Terminator-style apocalypse&rsquo;.</p> <p><em>To read more from techUK AI Week,&nbsp;</em><a href=""><span style="color: #0000ff;"><em>visit our landing page.</em></span></a></p>Contact: <a href=""></a>