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Big data analytics has rapidly become a critically important driver of business success across different sectors. Big data can offer a lot of value only if organizations know how to claim it. Today, big data is given high preference. Organizations worldwide see big data as an opportunity and plan to increase their investments in big data in the upcoming years. The value of big data doesn’t come from the gathering of information, that is just where it starts. The real value of big data is the ability to combine and evaluate it and uncover new insights that drives business value. In its latest whitepaper, analytics solution provider Quantzig outlines five well-known ways to convert big data analytics into big value. 1. Choose the right environment for big data analytics Accessing and analyzing data is different for different organizations. All organizations have different needs, different cases, and different infrastructure environments. The method and the environment chosen depends on the particular user requirements you need to meet, compared to various tradeoffs you are ready to accept. 2. Make sure you can relate the data – not just collect it The difficult part is not identifying and managing the wide range of data because this has become easier with the availability of flexible platforms. With the changing structure of data storage that includes on-premises, private cloud, public cloud, and hybrid cloud options, what’s important is whether you can collect and integrate all of this data together – no matter where it comes from or how it’s arranged – to find out all the possible relationships across it. 3. Give your entire organization access to big data – while keeping it governed When big data analytics was first introduced only a few data scientists and expert analysts could realize its massive potential. Others did not have the tools, knowledge, or the experience needed to use the data in a meaningful way. But now it’s important that you put big data in the hands of those people who are closest to your business, who know what questions to ask, and who integrally understand, which data-driven insights will have the most impact. 4. Make it easy for users to find the data they need Business managers are increasingly expected to support their decision-making process with hard evidence. Unfortunately, it can be difficult to find answers within a massive, evergrowing data repository. To help business users get more ROI from big data – you need to make it easy for them to explore and discover relevant data sets. 5. Drive collaboration to drive innovation Great discoveries are almost inevitably a team effort. Bringing together a range of people with a spectrum of perspectives, skill sets, and areas of expertise to collaborate around your data greatly increases your chances of uncovering something new and profound. And that’s not all. When you take steps to enable collaboration, you set the stage for faster innovation and greater ROI. The faster you get the data into analysis, the faster you arrive at insights; the faster you arrive at insights, the faster you can get to market. According to Quantzig's' big data analytics experts, “Big data can mean different things to different businesses. But, the challenge and the goal are the same for every business – getting the most value out of it.” Download and read the whitepaper . Article published by Anna Hill Want more? For Job Seekers | For Employers | For Influencers
New research shows corporate demand for cybersecurity skills is rising faster than internal supply, with innovative thinking needed to plug the gap – both in the acquisition and retention of key talent. The report "Cybersecurity Talent: The Big Gap in Cyber Protection" by Capgemini's Digital Transformation Institute demonstrates that, of all the digital skills necessary for organizations with aspirations of digital leadership, cybersecurity represents the biggest gap between demand for those skills and internal supply. The report surveyed more than 1,200 senior executives and front-line employees and analyzed social media sentiment of more than 8,000 cybersecurity employees. Sixty-eight percent of organizations reported high demand for cybersecurity skills compared to 61 percent demanding innovation skills and 64 percent analytics skills. Demand for these skills was then set against the availability of proficient skills already present in the organization. This identified a 25 percentage point gap for cybersecurity skills (with 43 percent availability of proficient skills already present in the organization), compared to a 13 percentage point gap for analytics (51 percent already present) and a 21 percentage point gap for innovation (40 percent already present). "The cybersecurity skills gap has a very real effect on organizations in every sector," said Mike Turner, Chief Operating Officer of Capgemini's Cybersecurity Global Service Line. "Spending months rather than weeks looking for suitable candidates is not only inefficient, it also leaves organizations dangerously exposed to rising incidents of cybercrime. Business leaders must urgently rethink how they recruit and retain talent, particularly if they wish to maximize the benefits from investment in digital transformation." The demand for precious cybersecurity talent is projected to grow over the next 2-3 years with 72 percent of respondents predicting high demand for cybersecurity in 2020, compared to 68 percent today. Set against increasing incidents of cyberattacks and the need for organizations to not only protect themselves but also maximize competitive advantage from digitization, the report recommends a series of tactical priorities for business leaders. Priority 1 – Integrate security The first priority for companies is to assess how well security is integrated across the organization. What is the culture of cybersecurity outside the team with direct responsibility for keeping data protected? How security-savvy are app developers and network managers? "It's important to make the organization as a whole better at cybersecurity, aligning the enterprise with principles and processes that are secure from the ground up," explains Turner. "Get the basics right, in terms of application development. Develop secure code. Make your network engineers and cloud architects better at securing the cloud. That's a good way to fight the skills gap, because it teaches the organization to be secure by design." Priority 2 – Maximize existing skillsets "Another priority is to look at the, as yet, unrecognized cybersecurity skills that lie within," said Turner. "Half of all employees are already investing their own resources to develop digital skills, showing an appetite to upskill. Organizations that struggle to recruit externally may be able to uncover candidates with adaptable skillsets who can be trained. Those functions with complementary and transferable skills include network operations, database administration and application development." In addition, companies should look at the requirement to embed security into every service and application, and hire business communicators to complement the technical skills in their team. Business analysts and technical marketers could be transferred to cybersecurity roles to enable the company-wide adoption of best practices. Priority 3 – Think outside the box A third priority is for organizations to think beyond the normal recruitment strategies and understand the root skills of cybersecurity. Look at traits and skills present in completely different job roles and interview candidates the organization might not usually consider. Those currently in math roles for example, are often highly skilled at pattern recognition. "Thinking outside the box is about understanding the transferable skills," adds Turner. "For example, people on the autism spectrum are fantastic at pattern spotting and are often blessed with numerical and problem-solving skills, attention to detail and a methodical approach to work – all useful traits for cybersecurity best practice." Priority 4 – Strengthen retention Finally, look at retention of talent. In a highly competitive recruitment market, organizations must also look at engagement of existing employees to ensure talent gaps don't worsen. Cybersecurity employees value organizations that offer flexible working arrangements, encourage training and prioritize clear and accessible career progression. Within the report, a difficult work-life balance was discussed as one of the five worst aspects of the job by cybersecurity professionals on social media and a main reason why they leave or remain dissatisfied with their company. The clear majority (81 percent) of cybersecurity talent agreed with the statement, "I prefer joining organizations where I have a clear career development path," compared to 62 percent of all respondents in our survey. The number is even higher (84 percent) for Gen Y and Gen Z employees2, who highlighted a lack of career progression as their number one concern. Managing these softer but equally important retention issues is a key requirement for building a viable and sustainable cybersecurity offering. Research methodology Capgemini Digital Transformation Institute surveyed 753 employees and 501 executives at the director level or above, at large companies with reported revenue of more than $500 million for FY 2016 and more than 1,000 employees. The survey took place from June to July 2017, and covered nine countries – France, Germany, India, Italy, the Netherlands, Spain, Sweden, the United Kingdom and the United States and seven industries – Automotive, Banking, Consumer Products, Insurance, Retail, Telecom and Utilities. Capgemini also analyzed the sentiments of around 8,400 current and former employees at 53 cybersecurity firms with at least 100 employees on social media. Selected firms operate primarily in the cybersecurity space covering (but not limited to) data security, cloud security, mobile security, enterprise security, email security and application security. Download and read the full report . Article published by Anna Hill Image credit by Getty Images, Tinpixels Want more? For Job Seekers | For Employers | For Influencers
Four out of five employees see significant opportunity for artificial intelligence (AI) to create a more engaging and empowering workplace experience, yet employees admit a lack of transparency from their employers is a primary driver of fear and concern. This is according to a worldwide survey of nearly 3,000 employees across eight nations conducted by The Workforce Institute at Kronos Incorporated. "The Engaging Opportunity: Working Smarter with AI" survey conducted with Coleman Parkes Research explores how employees – both hourly and salaried from a variety of industries in Australia, Canada, France, Germany, Mexico, New Zealand, the United Kingdom and the U.S. – believe emerging technologies should be used to improve the future of work. Hey HAL, can you help me? Employees around the world say they will embrace AI to make work easier and fairer. Employees from all eight nations would welcome AI if it simplified or automated time-consuming internal processes (64 percent), helped better balance their workload (64 percent), increased fairness in subjective decisions (62 percent), or ensured managers made better choices affecting individual employees (57 percent). Workers in Mexico are most enthusiastic about AI’s benefits, while Canadian and U.S. employees are also ready to welcome the technology. Four out of every five survey respondents from Mexico felt AI would simplify time-consuming processes (81 percent/Mexico, 65 percent/Canada, 62 percent/U.S.) and better balance their workload (84 percent/Mexico, 64 percent/U.S., 61 percent/Canada). The two countries where employees are least likely to embrace AI – France and Germany. Fear of the unknown A lack of communication leaves employees feeling apprehensive. According to the survey, three out of every five organizations (58 percent) internationally have yet to discuss the potential impact of AI on their workforce with employees. However, two-thirds of global employees (61 percent) say they’d feel more comfortable if employers were more transparent about what the future may hold. The U.S. is the most secretive, with 67 percent of employees reporting they have no knowledge of their organization’s plans for AI. Employees in Canada (66 percent) and the United Kingdom (62 percent) are similarly in the dark. More than two-thirds (67 percent) of employees in Mexico say their organization has openly discussed AI with employees. Some U.S. industries are more transparent than others. Organizations in financial services/banking (38 percent), manufacturing (35 percent), and logistics/transportation (27 percent) are already discussing AI’s future impact on the workforce with employees. In Canada, a similar finding: 37 percent of financial services organizations, 33 percent of manufacturing industries, 27 percent of logistics/transportation organizations have discussed the topic openly. The generation1 gap It seems Gen Z and Baby Boomers have very different opinions. Worldwide, 88 percent of Gen Z employees believe AI can improve their job in some manner. However, just 70 percent of Baby Boomers feel the same way. In the U.S., Gen Z sees the biggest benefit of AI as its ability to create an overall fairer working environment (48 percent). Canadian Gen Z employees hope it will bring more fairness to performance reviews (50 percent). Younger millennials, older millennials, and Gen X employees in both countries think the biggest benefit of AI for them is elimination of manual processes and time wasted on basic, administrative work, each of which detracts from more rewarding workplace activities. When it comes to Baby Boomers working in the U.S., 38 percent either don’t think or aren’t sure how AI would improve their job. Cautious optimism Employees hope AI will improve, not replace, their role. While four out of five employees (82 percent) see opportunity for AI to improve their jobs, about a third (34 percent) expressed concern that AI could someday replace them altogether, including 42 percent of Gen Z employees. “Organizations are making significant investments in benefits, technology, and innovative workplaces, yet employees are working more than ever and engagement has remained stagnant for decades, said Joyce Maroney, executive director, The Workforce Institute at Kronos. "While emerging technologies always generate uncertainty, this survey shows employees worldwide share a cautious optimism that artificial intelligence is a promising tool that could pave the way for a game-changing employee experience if it is used to add fairness and eliminate low-value workplace processes and tasks, allowing employees to focus on the parts of their roles that really matter.” Christian Kromme, entrepreneur and futurist speaker, commented, “I believe that in the near future every job, routine, or task that is in any way boring or not worthy of our attention will almost certainly be automated by artificial intelligence and robotics. At the same time, I believe that AI will augment and amplify human capabilities. AI will make us more intelligent, more productive and even more creative. As a result, AI will advance humanity toward a more meaningful future with meaningful jobs.” Article published by Anna Hill Image credit by Getty Images, Moment Want more? 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