First let me explain my interest in the subject. I have been a full-time mobile and part-time remote worker for over 13 years with a global technology company. I have designed many mobile office environments throughout Asia, working with business units to understand their needs and to educate them on the changes required and the change management process. For over 10 years I have taught this subject around the world to fellow professionals – across industries – in Asia, Australia/New Zealand, Europe and the USA. I was based in Hong Kong during the 2003 SARS outbreak. These experiences have given me a keen understanding and perspective on what happened in the early days of COVID-19, and insights on what the future could look like for many businesses.
Let’s look at some basic Work Environment facts:
It costs a company an average of over US$10,000/year per employee for their physical space.
Remote working happened very quickly at the start of COVID-19, almost overnight for some companies and employees.
There are many venues available to conduct work from, over the long term: Office, Home, the 3rd Space (coffee shops, etc) and other venues.
While overall levels of remote work are high, there is considerable variation across industries.
Remote work is much more common in industries with better educated and better paid workers.
Employers think that there has been less productivity loss from remote working in better educated and higher paid industries.
More than one-third of firms that had employees switch to remote work believe that it will remain more common at their company even after the COVID crisis ends.
The Emergence of the Future of Work
Mobile & Remote Work. The cost of housing a worker in an office environment has always been a concern for senior management. The cost quickly adds up, even for a small or medium-sized firm. The physical cost of the office is typically the second largest expense for a company, after employees’ salaries. This is one reason that “densification” has occurred in the office environment over the past 10 years or so. It is also a reason remote working (working outside the office – from home, coffee shop, hotel, airport lounge, etc.) has been attractive to companies. If the office environment is designed with multiple work-type spaces (e.g. collaborative, non-collaborative, quiet, etc.), a permanently designated workspace is not required for a worker. This type of Work Environment is known as a mobile environment. Both of these Work Environments – remote and mobile – have been the trend for many companies (especially technology and financial firms).
Co-working. Beginning a few years ago, another Work Environment emerged: Co-working. One of the early market leaders was WeWork. Co-working is very similar to the mobile environment. It has the added benefit of not requiring any capital cost for the fit-out (tenant improvements). The company or individual rents a desk or space in a co-working environment and just pays the monthly fee. There is no delay to find the space, sign the lease, design, or construct the space, and no capital required for the construction cost. It is a “plug and play” space.
Blended Model. Given the selection, worker typology, and flexibility of space, all these alternatives will be used in some capacity in the Future of Work (FoW). The Work Environment will be a blend of these environments. Some have predicted the death of the office building. Ecosystm research finds that only 16% of organisations are looking to reduce their commercial office space, going into 2021. People are social creatures and need interaction with others, either for effective work collaboration or just to socialise.
The Future of the Work Environment
Figure 1 shows a compilation of the various type of Work Environments which office workers use and how they came about.
Each company, especially post-COVID, will have to look at their business strategy and determine how they will best solution their Work Environment to get the maximum benefits. These are the main questions each company has to ask and answer at a strategic level:
What is the best workspace solution for my company and employees?
Do employees want the corporate leased space? Does it help make them more productive?
How is the marketplace (landlords) responding to this demand if a company is leasing space?
Role-dependent Remote Workers. Returning to the larger topic of the Work Environment, the HBS paper states there are different rates of remoteness across industries. I would assert that in addition there are different rates of remoteness among the types of workers. A salesperson needs to interact differently with fellow company employees compared to an accountant or an administrative person. Workers in the Banking industry interact differently compared to workers in the Technology industry. The article also points out that a better educated and better paid worker – or a knowledge worker – can more easily be a remote worker. For those of us who have been working in the mobile/remote Work Environment for many years, we know and understand this. Knowledge workers are not employed for their physical skills. For example, an assembly line worker in an auto factory cannot be remote.
Determining Work Typology. The paper also states that remote working will be more common in the companies that have not experienced a dramatic decrease in productivity from remote working. This has been asserted and demonstrated by us, the professionals in the corporate Real Estate industry. The industry has been experiencing increased productivity for many years. We have also conducted in-house studies of the various business groups that have experienced remote working. We have even gone so far as to provide work typologies for the various types of workers. Each typology uses the office Work Environment differently and has varying levels of remote abilities.
Need for Change Management. A critical component of remote work effectiveness is the mindset shift by both the employee and the manager. The managers have to modify their style to more of a “management by performance”, versus just walking around and checking whether people are busy. Similarly, employees have to understand they are being trusted to work unsupervised but will have to accomplish the required work and be held responsible. The manager and employee relationship will require new performance measures to hold people accountable and determine whether they are being effective and productive in their remote environment. All of this requires a change management program to educate both without compromising the corporate culture.
When the pendulum finally comes to rest in the near future at what will be the New Normal, the Work Environment will be modified. But, more importantly, the mindset of employees and managers will have to be adjusted. This new mindset will be required so each company can be more agile to meet the new challenges that will be awaiting every company and industry throughout the world. This will enable a company to not only survive but thrive in the next wave of quantum shifts. And yes, there will be another wave of quantum shifts in the future, lest we forget the examples of the past (eg. the 2007 Global Financial Crisis, 2003 SARS, etc.).
This article has focused on the Work Environment. The Work Environment is one of the four components of the 360o Future of Work practice at Ecosystm. The other three components are: People, Technology, and Business. All four are required to be in balance to enable companies to meet future challenges, competitors, and unknown black swans.
Ecosystm Principal Advisors; Tim Sheedy (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Infrastructure & Offices) provided holistic view of what the Future of Work will look like.
In Australia, Atlassian has made work from home a permanent option for their employees. They will continue to operate their physical offices but have given employees the option to choose where they want to work from.
Some organisations have gone beyond announcing these measures. Slack has talked about how they are evolving their corporate culture. For example, they have evolved their hiring policies and most new roles are open to remote candidates. Going forward, they are evaluating a more asynchronous work environment where employees can work the hours that make sense for them. In their communique, they are open about the fluid nature of the work environment and the challenges that employees and organisations might face as their shift their work models.
Organisations will have to evaluate multiple factors before coming up with the right model that suits their corporate culture and nature of work, but it appears that tech companies are showing the industry how it can be done.
#2 Tech companies evolve their capabilities to enable the Future of Work
Right from the start of the crisis, we have seen organisations make technology-led pivots. Technology providers are responding – and fast – to the changing environment and are evolving their capabilities to help their customers embrace the digital Future of Work.
Many of these responses have included strengthening their ecosystems and collaborating with other technology providers. Wipro and Intel announced a collaboration between Wipro’s LIVE Workspace digital workspace solution and the Intel vPro platform to enable remote IT support and solution. The solution provides enhanced protection and security against firmware-level attacks. Slack and Atlassian strengthened their alliance with app integrations and an account ‘passport’ in a joint go-to-market move, to reduce the time spent logging into separate services and products. This will enable both vendors to focus on their strengths in remote working tools and provide seamless services to their customers.
Tech companies have also announced product enhancements and new capabilities. CBTS has evolved their cloud-based unified communications, collaboration and networking solutions, with an AI-powered Secure Remote Collaboration solution, powered by Cisco Webex. With seamless integration of Cisco Webex software, Cisco Security software, and endpoints that combine high-definition cameras, microphones, and speakers, with automatic noise reduction, the solution now offers features such real-time transcription, closed captioning, and recording for post-meeting transcripts.
Communication and Collaboration tools have been in the limelight since the start of the crisis with providers such as Zoom, Microsoft Teams and Slack introducing new features throughout. In August Microsoft enhanced the capabilities of Teams and introduced a range of new features to the Teams Business Communications System. It now offers the option to host calls of up to 20,000 participants with a limit to 1,000 for interactive meetings, after which the call automatically shifts to a “view only” mode. With the possibility of remote working becoming a reality even after the crisis is over, Microsoft is looking to make Teams relevant for a range of meeting needs – from one-on-one meetings up to large events and conferences. In the near future, the solution will also allow organisations to add corporate branding, starting with branded meeting lobbies, followed by branded meeting experiences.
While many of these solutions are aimed at large enterprises, tech providers are also aware that they are now receiving a lot of business from small and medium enterprises (SMEs), struggling to make changes to their technology environment with limited resources. Juniper has expanded their WiFi 6 access points to include 4 new access points aimed at outdoor environments, SMEs, retail sites, K-12 schools, medical clinics and even the individual remote worker. While WiFi 6 is designed for high-density public or private environments, it is also designed for IoT deployments and in workplaces that use videoconferencing and other applications that require high bandwidth.
#3 The Future of Work is driving up hardware sales
Ecosystm research shows that at the start of the crisis, 76% of organisations increased investments in hardware – including PCs, devices, headsets, and conferencing units – and 67% of organisations expect their hardware spending to go up in 2020-21. Remote working remains a reality across enterprises. Despite the huge increase in demand, it became difficult for hardware providers to fulfil orders initially, with a disrupted supply chain, store closures and a rapid shift to eCommerce channels. This quarter has seen a steady rise in hardware sales, as providers overcome some of their initial challenges.
Apart from enterprise sales, there has been a surge in the consumer demand for PCs and devices. While remote working is a key contributor, online education and entertainment are mostly prompting homebound people to invest more in hardware. Even accessories such as joysticks are in short supply – a trend that seems to have been accelerated by the Microsoft Flight Simulator launch earlier this month.
The demand for prime real estate has been hit by remote working and organisations not renewing leases or downsizing – both because most employees are working remotely and because of operational cost optimisation during the crisis. This is going to have a longer-term impact on the market, as organisations re-evaluate their need for physical office space. Some organisations will reduce office space, and many will re-design their offices to cater to virtual interactions (Figure 1). While now, Ecosystm research shows that only 16% of enterprises are expecting a reduction of commercial space, this might well change over the months to come. Organisations might even feel the need to have multiple offices in suburbs to make it convenient for their hybrid workers to commute to work on the days they have to. Amazon is offering employees additional choices for smaller offices outside the city of Seattle.
But the Future of Work and the rise of a distributed workforce is beginning to show an initial impact on the real estate industry. Last week saw Pinterest cancel a large office lease at a building to be constructed near its headquarters in San Francisco. The company felt that it might not be the right time to go ahead with the deal, as they are re-evaluating where employees would like to work from in the future. Even the termination fees of USD 89.5 million did not discourage them. They will continue to maintain their existing work premises but do not see feel that it is the right time to make additional real estate investments, as they re-evaluate where employees would like to work from in the future.
There is a need for organisations to prepare themselves for the Future of Work – now! Ecosystm has launched a new 360o Future of Work practice, leveraging real-time market data from our platform combined with insights from our industry practitioners and experienced analysts, to guide organisations as they shift and define their new workplace strategies.
Ecosystm Principal Advisors; Tim Sheedy (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Infrastructure & Offices) provided holistic view of what the Future of Work will look like.
First, let me share a couple of general observations. Currently, we are still in the eye of the storm. Many are unable to see any light at the end of the tunnel. There is quite a bit of negative sentiments, and some fail to see that the situation will ever improve. I am sure similar thoughts occurred during other crises: the 1918 Pandemic (Spanish Flu); the Great Depression of the 1930s; the Dot.com bust of 2001; SARS in 2003; and the Global Financial Crisis/Great US Recession of 2007. During each of these events, a sense of impending Armageddon came over much of the population. Certainly, in each instance, people did experience some personal and social permanent changes, with which they learned to adapt and cope. But, inevitably, the world did go on and Armageddon did not occur.
One of the basic truths I believe, is that humans require and crave interaction with other humans. Think about the videoconferencing applications. The use of these apps grew exponentially as the main communication channel. Instead of just audio, it was audio and video. These mediums greatly assisted society in coping and adapting. Mankind, and the Natural World, will always find a way.
Here are the predictions from the article:
Companies that traffic in digital services and e-commerce will make immediate and lasting gains
Remote work will become the default
Many jobs will be automated, and the rest will be made remote-capable
Telemedicine will become the new normal, signaling an explosion in med-tech innovation
The nationwide student debt crisis will finally abate as higher education begins to move online
Goods and people will move less often and less freely across national and regional borders
After an initial wave of isolationism, multilateral cooperation may flourish
I very much agree with the author’s first prediction. This one is fairly obvious, as it has proven true throughout the crisis with providers such as Amazon, Zoom and others. It is expected to continue into the post COVID world. This is also evident from the findings of the Ecosystm research on the impacts of COVID-19. Organisations intend to continue to use digital technologies, even after the immediate crisis is over (Figure 1).
A Natural State of Equilibrium will Emerge
I believe for each of the areas described in the predictions, there will be various levels of long-term modification. None of them will return to their pre COVID-19 state, as we have all experienced going down the rabbit hole. During the pandemic, due largely to the lockdowns, the pendulum swung significantly towards one side. Many times, when people predict a new view, the current state is considered the New Normal. For me, the relevant question is: Will things stay as they are now, or will there be a new natural state of equilibrium? If so, what will it look like, in each of these areas? I don’t believe there is one answer, or one New Normal for all the dimensions being discussed. I believe a new normal state will potentially be different for each individual, each company/entity and each condition. In a post COVID-19 world there could be 50 shades of grey in each of these areas.
One of the predictions states that remote work will become the default. It must be remembered that part of work is a collaborative effort. While video conferencing has enabled collaborative efforts, the importance of the accidental interaction at the break room, printer, etc. can’t be under-estimated. It is these unscheduled interactions that enable accidental collaboration which can lead to great solutions. Thus, there will be many shades to the Future of Work – there will not be one absolute.
A similar example is a prediction for higher education. Part of the learning process a university offers is interacting with people who are not similar to your background or beliefs. That is one of the benefits of a diverse university. Similar to the corporate environment, many different types of learning environments will enable a person to gain great experiences from the time at university.
The advantage of all these alternatives will be the additional options and benefits to people post COVID compared to the pre COVID-19 world. It will present many great opportunities for entrepreneurs and innovators, as well as end-users and consumers. It will create new and iterative ‘middle spaces’. It will be possible for a David to emerge and challenge a Goliath(s).
The two Chinese characters for the word ‘crisis’ are “danger” and “opportunity”. Just as we are in a dangerous time now, it has also presented new and different opportunities. Those opportunities will continue to exist even when the danger has passed. I am also reminded of the old expression “May you live in interesting times”. It very much applies to all of us now and in the future. I wish the same for all of you.
Ecosystm Principal Advisor, Tim Sheedy hosted a virtual roundtable with business leaders from some of the world’s largest technology service providers to discuss how they managed the challenges during the pandemic; and the measures they implemented to support not only their business operations and working environment, but also to help their customers negotiate these difficult times.
The Role of Technology During the COVID-19 Crisis
When the COVID-19 crisis hit, IT teams found themselves largely unprepared. Ecosystm research finds that only 9% of organisations considered their IT fully prepared for the changes that had to be implemented (Figure 1). More than a third did not have the right technology solutions and 41% were unprepared for the scale of the changes required and the capacity to extend the existing technology to meet client and employee needs.
While 27% of organisations felt that they needed more support from their IT provider, further questioning reveals that only 4% switched technology providers for better support during these difficult times. Organisations are looking to their technology partners for guidance, as they negotiate the new normal.
Here are some of the discussion points that emerged in the conversation with the technology providers.
Business Continuity Planning is Still Evolving
One of the early impacts on businesses was due to their dependence on outsourced services and offshore models. Several concerns emerged – how could their provider continue to operate offsite; would they be able to access the network remotely; how should fully remote teams be managed and so on. In addition to this, there were other challenges such as supply chain disruptions and a sudden change in business. Even technology providers felt that they were navigating uncharted territory.
“Remote project delivery is not new, it’s been going on for a few years; but I think that there’s been a lot of non-believers out there. This experience has moved a lot of those non-believers to the believer category. A lot of our delivery can be done from home – think of the savings of time and money that can be realised through this.” – Andrew Campbell, Partner Asia Pacific for Talent and Transformation, IBM
Moreover, the rising workload and client expectation has led businesses to move towards exploring automation and AI.
“The thing that is changing now is, when we approach a new opportunity or an existing customer with a new requirement, we look at using automation. Typically, when you go in to design a solution you always think of the human aspect. We’re working very hard to move our thinking to automation first and then supplementing it with the human side as a backup.” – Michael Horton, Executive VP, ANZ, HCL Technologies
Data has become paramount in this time of crisis. The right use of data is helping organisations fulfil customer requirements, enhance their experience, and optimise services and products.
“Those organisations that have a good understanding of the data within their business, and how that data can be used to understand the impact on their business, are starting to have much better clarity on future requirements.” – Peter Lawther, Oceania Regional Technology Officer, Fujitsu
Organisations should take the learnings from managing this situation to keep evolving their business continuity plans – keeping in mind individual business needs and growth and business strategies.
Having the Right Infrastructure Means Employees are Productive
The lockdown and social distancing measures forced organisations to focus on the infrastructure that can support their remote and hybrid work environment.
“Before the pandemic around 20-30% of our staff logged on to a VPN, but with remote working, all of a sudden, we were at 90%.” – Lawther
The adoption of digital tools and online infrastructure led businesses to re-think how they were delivering their services. While some organisations had the tools, governance and the protocols in place, there is still a long way to go for organisations to solve their infrastructure and networking challenges.
“It gets down to the quality of the equipment that the staff use – which ranges from decent laptops, phones, and network connections. If you don’t have that now, people cannot work effectively.” – Horton
Several of these organisations, focused on ergonomics as well, when evaluating their employees’ infrastructural needs when working from home. This extra focus on infrastructural needs – with the employees firmly on their mind – ensured that there was minimal impact on delivery.
Caring for Your People is More Important than Ever
The pandemic has changed the way people work, socialise, and interact. While this appears to have become the new norm, adjusting to it can create emotional stress. Simultaneously, as organisations focus on survival and recovery, workloads have increased. Employees are working extended hours, without taking adequate hours. There is an immediate need to involve organisations’ HR practices in evaluating the emotional well-being of employees and finding better ways to engage with remote staff, to reduce stress.
“A key aspect of handling the crisis has been empathy, transparency and engagement with employees. In a business environment, we have all sorts of teams, cultures, clients, and so on. The common thread in this model is that everyone’s just become a lot friendlier, more empathic, more transparent.” – Sumit Nurpuri, COO, SE Asia Hong Kong and Taiwan, Capgemini
Organisations will have to be innovative in the way they manage these people challenges. For example, a common problem that has emerged is employees attending meetings, with interruptions from family, especially children.
“One of the things that we did as a part of our team meetings is that we assigned tasks to children at the beginning of the call and in the last few minutes, the children presented back to the teams on what they’ve been up to. It was a mechanism for us to make sure that we were involving our staff and understanding their current situation – and trying to make it as easy for them to work, as possible.” – Lawther
Taking the Opportunity to Drive Positive Outcomes
The other aspect businesses are trying to overcome is meeting the rising expectations of clients. This has led them to focus on skills training, mostly delivered through e-learning platforms. Organisations find that this has translated into increased employee performance and a future-ready workforce.
The crisis disrupted economies and societies across the globe, with business and industry coming to a standstill in most countries. Unexpected business benefits emerged from the necessity to comply with country regulations. By and large, employees have been more productive. Also, many organisations re-evaluated their commercial property requirements and many were able to reduce expenses on office rentals (for many this will not be immediate, but there is a future potentiality). Similarly, there were other areas where businesses saw reduced expenses – operational costs such as equipment maintenance and travel expenses.
“When you start global projects and global implementations, you typically do some kind of global design work and maybe fly in people from all over the world, typically to a centralised location. This has changed to virtual meetings and collaborative interactions on online global design. The amount of time and money that was saved – that would typically be spent on people traveling to manage these global design workshops – was great” – Campbell
Most organisations, across industries, will have to make considerable changes to their IT environment. The Ecosystm Digital Priorities in the New Normal study finds that 70% expect considerable to significant changes to their IT environment, going forward. Technology providers will remain a significant partner in organisations’ journey to transformation, recovery and success.
Watch the replay of Ecosystm ‘Digital Leaders Roundtable on the Future of Work’ and hear from global technology leaders as we transition to the hybrid workplace.
The move comes as many businesses and governments are witnessing a spike in inbound contact centre volumes since the outbreak of the pandemic. The telecom company aims to help the contact centre industry through its on-demand contact centre suite of solutions that can be scaled up or down according to the organisations’ requirements. It can be combined with existing CRM platforms in a single dashboard for better access to data and resolution support.
Vodafone Connect is built on the AWS Connect cloud contact centre solution and uses data analytics and machine learning tools to automate customer interactions across multiple channels – email, messaging and social media – to support the contact centre agents with real-time information.
COVID-19 has accelerated the move to the cloud
The recent pandemic has seen many organisations make a leap almost overnight to cloud contact centre technologies. Many organisations that previously had concerns around data privacy, and securing customer data – and were thus hesitant about deploying cloud contact centre solutions – have moved to the cloud model. The cloud model helped get agents that were forced to work from home up and running in a short duration. The immediate urgency was primarily due to a massive spike in voice calls and non-voice activity such as emails. During the COVID-19 crisis, many organisations used Virtual Private Network (VPN) connections to their legacy on-premises phone system to enable the remote agents. However, there have been challenges reported by many organisations with that approach such as increases to IT budget, difficulty in scaling easily, and the requirement for more IT support that could have been avoided.
Ecosystm research finds that only 30% of organisations have fully migrated their cloud contact centre solutions on the cloud.
This indicates a market opportunity for vendors in the cloud contact centre space. The COVID-19 pandemic has definitely triggered a strong move towards the cloud model. It has become imperative for vendors and solutions providers to strengthen their cloud capabilities.
Driving an Omni-Channel Experience has become increasingly difficult
Ecosystm research also finds that organisations find siloed organisational data as one of the biggest challenges in driving consistent customer experience.
This has been further exacerbated by the high volume of interactions that organisations have been having with their customers, and the need to accommodate work-from-home policies for their customer care agents. At the same time, nearly 60% of organisations want to drive an omni-channel experience to improve CX. This provides a huge opportunity for contact centre vendors and partners to offer consulting services to help organisations bridge the gaps in achieving an omni-channel experience. For many organisations there has been a greater push to integrate CRM, the voice of the customer/surveys, customer journey analytics to the contact centre technologies and this is not an easy task as it involves different stakeholders with different sets of KPIs. Having a single platform that can manage this omni-channel experience will be a huge benefit for many organisations.
New Players in the Competitive Landscape
AWS is a relatively new player in the contact centre market, but it is starting to disrupt the existing players, with a global installed base. However, it is worth noting that Avaya, Cisco and Genesys have a higher installed base and they continue to win new deals. The move to the cloud is witnessing more service providers, telecom providers and other contact centre partners push more cloud-based solutions in the market. Apart from AWS, other important players include NICEinContact, 8×8, Talkdesk, Twillio, Five9, and UJet. The competitive battleground is heating up and there are a lot of options for customers to choose from. It will all come down to working with a vendor that can help them achieve their desired CX outcomes.
There are other important elements in CX that are growing in importance and these include conversational AI, voice biometrics, knowledge management systems, machine learning and CX management solutions. Contact centre solution providers are having discussions around these areas with tech buyers. This will mean that we can expect deeper partnerships and acquisitions in the short to medium term. Security has also emerged as an important issue to be resolved, especially with agents working from home. This is from a compliance perspective and pertaining to how agents are viewing and handling customer data. These new trends indicate that customers will need to work with different vendors to solve the variety of issues they are facing.
The Vodafone Connect solution on AWS Connect is one of the many examples of how more partners of contact centre solutions are gearing up for the rapid move to the cloud. Globally, Vodafone also sells contact centre solutions from Cisco and Genesys. The next 3 years will see a great movement in the market and this will include vendors from North America that will set up operations to push their offerings across Europe and the Asia Pacific.
Click below to access insights from the Ecosystm Contact Centre Study on visibility into organisations’ priorities when running a Contact Centre (both in-house and outsourced models) and the technologies implemented and being evaluated
Switching to an alternative video conferencing platform will not necessarily offer greater levels of security as privacy is typically not a strength of any collaboration platform. Collaboration platforms tend to tread a fine line between a great experience and security. Too much security can cause performance and usability to be impacted negatively. Too little security, as we have seen, allows hackers to find vulnerabilities. If data privacy is critical for a meeting, then perhaps collaboration platforms should not be used, or organisations should not share critical information on them.
Protect all Cloud Workloads
In today’s remote working paradigm, cloud computing is being used more than ever. This frequently exposes organisations to risks that are not adequately mitigated.
Organisations typically need to manage a mix of on-premises technology together with multiple clouds, which are often poorly integrated. These complexities are compounded by the increasing risk from cyberattacks associated with cloud migration and hybrid cloud implementations. In cloud environments, the leading cybersecurity risks include insecure interfaces and APIs, data breaches and data loss, unauthorised access, DDoS attacks, and a lack of a unified view of assets.
Protection requirements for securing hybrid multicloud environments are evolving rapidly. In addition to tightening up endpoint security, organisations must also place greater emphasis on cloud workload protection. Cloud security solutions need to offer a unified and consistent view across all physical machines, virtual machines, serverless workloads and containers, used by an organisation.
Amend Incident Response Plans
It is the containment of breaches that often determines the success of security policies and procedures. Basic cyber hygiene as well as changes to IT architecture, such as micro segmentation, play an essential role in breach containment. But incident response plans also need to be made relevant to the current pandemic scenario.
Employees and IT teams are now working in a completely different environment than envisaged by most incident response plans. Existing plans may now be obsolete. At the very least, they will need to be modified. Usually, incident response plans are designed to respond to threats when most employees are operating in a corporate environment. This clearly needs to change. Employees need to be trained in the updated plan and know how to reach support if they believe that a security breach has occurred in their remote location.
Critically, new alert and warning systems need to be established, which can be used by employees to warn of threats as well as to receive information on threats and best practices.
Organisations are struggling to keep the lights on. In this battle to remain operational, cybersecurity has been taking a back seat. This cannot last for long as the deluge of new vulnerabilities is creating easy pickings for attackers. Cyber hygiene, endpoint security, cloud security, security policies and incident response plans must be continually reviewed.
This blog is based on Andrew Milroy’s recent report titled “Cybersecurity in the COVID-19 Era”.
Click here to download the full report ?
A complete Data Protection and Exposure Prevention suite, that works across locations, users and applications and ensures better compliance with regulations
A Unified Compliance Assurance platform that provides compliance visibility and breach mitigation across the multiple SaaS applications an organisation uses
Risk Reduction through automated remediations following both industry compliance laws and organisations’ own risk management program guidelines
Ecosystm research finds that organisations are struggling with their cybersecurity implementations, especially as the solutions get increasingly complicated to combat the complex and evolving threat environment (Figure 1). Integration with existing cybersecurity measures, and a lack of sufficiently skilled IT staff to handle the myriad needs of the multiple systems and applications, builds a strong case for automation in cybersecurity practices.
Ecosystm Principal Advisor, Alex Woerndle says, “Automation is critical in cybersecurity, given the volume of data, alerts and incidents that are being dealt with on a daily basis, globally. Automating recurrent and high-volume tasks is a critical step in getting on top of this challenge.”
Importance of Automating Cybersecurity Processes
Woerndle sees a growing role for CSPM providers for multiple reasons. “Firstly, a lot of companies are finding that they cannot be ‘fully cloud’ and as such, end up with a complex architecture spanning on-premise, private cloud environments and multiple public cloud tenancies. Secondly, due to poorly planned cloud migrations, changing priorities, differences in service requirements, cost differences and also personal preferences across multiple teams, a lot of companies end up consuming different services across multiple public cloud providers (Azure, AWS, GCP, and so on). IT teams are struggling to be experts in all aspects of the shared responsibility model and with the capabilities to secure the various services. Finally, there is a constant stream of upgrades and addition of new services team members, given the easy accessibility public cloud environments provide. CSPM solutions provide the ability to establish baselines, enforce security controls and run regular checks to ensure compliance. Doing this manually is time consuming, expensive and always three steps behind.”
Woerndle also sees further complications because of the COVID-19 crisis. “COVID-19 has shifted the world to remote working overnight. Once workers are outside of the trusted corporate network and have access to cloud resources from their home networks, additional complexity to the corporate security posture is highlighted. Depending on how organisations have prepared for this, they either maintain control of all services and applications, and the access into each, or if not prepared, open direct access to a lot of unsecured applications from potentially very unsecured networks.” In fact Zscaler has seen its stock prices rising in the aftermath of the global crisis.
However, Woerndle warns, “While the conversation certainly supports the use of CSPMs, there is a lot more to it in terms of securing home networks, identity and access management, and so on.”
Zscaler’s acquisition of CloudNeeti certainly appears to be a timely move, in the current environment when organisations are struggling with a lack of resources with the extensive knowledge to understand all private and public cloud environments. There are controls required to secure each application, resource and system within an organisation – along with the time and effort required to implement, monitor, audit and improve cybersecurity measures over time.