Our traditional educational systems are broken and need to be rebooted into this century. At a recent Reboot Stories, I conducted another no-holds-barred interview in front of a live audience at the ÄKTA Innovation Series, with Daniel Hamburger, President, CEO and Director at DeVry Education Group. When I was on the Advisory Board of Keller Graduate School, and the founders – Dennis & Ron, decided to acquire DeVry, I never imagined I'd be interviewing their CEO, after transforming it into a $2 billion NYSE listed for-profit education brand that employs 15,000 people, at 8 colleges with 80 campuses and 100,000 degree-seeking students.
With politicians publically criticizing for-profit institutions and many students questioning the value and costs of college, schools like DeVry have been forced to reboot themselves not just to survive, but to create more useful curriculum that is immediately relevant in the workforce, and in-sync with what employers need now.
See how Daniel has been doing just that, watch the video here:
Based on our talk, I think some areas to design/deliver next-gen higher ed are:
Look for an experiential learning explosion. I like experiential programs that substitute templates, tools and answers with tough challenges that allow students to rise up and solve problems that companies face today. I teach Corporate Innovation and New Ventures at Northwestern University's Kellogg School of Management, which is part of Kellogg's very popular Innovation and Entrepreneurial initiative. Every week we take our MBA students out of their comfortable classrooms, and journey into the real world realities of growing a global business, working directly with the top officers of Fortune 500's, startups, incubators and accelerators.
Major corporations need help educating their workforces, at all phases of their lifecycles—from basic training to helping them create a strategic competitive advantage with their people. In medical education DeVry is working with Walgreen’s, as they transform from a retailer to a healthcare provider, with in-store clinics, etc. By partnering up to better educate Walgreen’s staff and help ramp up their facilities, DeVry is also benefiting as they use this platform to transition from a university to a workforce solutions provider in that sector.
Many college and universities are jumping on the entrepreneurial band wagon and offering courses on how to be an entrepreneur. For many schools this needs to evolve from studying Silicon Valley icon’s, like an anthropology class, to actually enabling students to experiment—maybe even experience entrepreneurial failure. Incubators and accelerators around the world are stepping up to this challenge, and delivering alternative education to people who want to learn everything from how start a company to learning code.
As a founding board member of 1871, one of the largest incubators in the world, I was happy when DeVry committed to supporting and opening our EdTech initiative. DVX – DeVry Experimental is an EdTech incubator to support entrepreneurs and startups developing innovative teaching and learning technologies and products. In addition to new products and services coming out of this venture, it has created an alternative learning environment, where students can come and experiment.
I am a life-long learner, so chunky learning is old news to me. But for many, and in many professions, chunky learning is becoming more important than a degree. Getting badges, certifications and tailored just-in-time chunks of training along your journey, whether you're in high school, college or retired, will continue to grow in relevance. Some schools that teach design thinking or business model canvas, are beginning to turn those tools on themselves to reboot their business models and shift how they deliver value in the age of chunky learning.
UX Enabled Learning
At AKTA, now a Salesforce company, we deliver user-experience designed on screen environments that enable people at work, at home, at play…and at school. Technology is advancing learning methodologies, from data analytics that help teachers help students to gamification platforms. DeVry uses patient simulation games—they even have a Donkey Simulator for veterinarian training! We are still in the early days of EdTech experimentation, there will be much trial and error, but hybrid leaning models will evolve that are more situational and targeted at audiences and learning preferences. My hope is that EdTech investments will continue accelerating and newly minted entrepreneurs will create amazing tools to advance the potential of diverse societies around the world.
Reboot Stories with United Airlines CMO and President of MileagePlus Tom O'Toole and Dean DeBiase
As I was settling in on a Concorde flight from London in 1999, sipping a glass of bubbly and gazing out the window at the earth's curvature, as we seemingly chased an endless sunset all the way to New York, I leaned over to my seat mate and said…now this is the future of travel!
Alas, I was wrong. The thrill of flying supersonic speeds almost 60 thousand feet above the earth was truly a truly remarkable experience for me and that's what travelers need today—more remarkable experiences.
When it comes to traveling, sometimes getting to your destination safely is all that matters. Right? Not quite. These days, consumers need more. Top frustrations with air travel include being intermittently disconnected from the Web, having no control over the quality of the entertainment you consume, and most dreadfully, weather delays.
At the latest installation of my Reboot Stories, at the ÄKTA Innovation Series in Chicago, I had a chance to conduct another no-holds-barred interview in front of a live audience,with Tom O’Toole, SVP, Chief Marketing Officer and President, MileagePlus. I engaged Tom in a candid conversation about the “Future of Travel,” specifically how United’s mobile strategies will dramatically change customer experience at home or work, on the plane, and at the airport. Here’s a teaser about what we learned from Tom:
Mobile-Centric Customer Experience
For most of the past decade, the introduction of digital channels to the 100-year-old travel industry has only improved where and how bookings transactions were made. United Airlines is turning the travel experience on its head. What's new are “digitally-enabled, mobile-centric customer experiences.” The Fortune 100 Company is changing how technology is utilized in the customer journey beyond checking-in for flights and selecting seats.
20 Million Native App Users
But this is not just an e-commerce makeover. True – United.com brings in a revenue stream large enough for the platform to be a Fortune 100 Company on its own. But on top of plans to launch a new website design later this year and continuing to engage their 20 million native app users, the company is also reworking their MileagePlus offerings. More importantly, the company is leveraging and scaling the use of technology across mobile devices.
A measure of the impact of mobile on travel? United estimates that bookings made through the United mobile app will exceed that of all its global contact centers this year. User experience testing of a new and improved app is well underway, but here are a few things you can expect:
On top of the other "day of travel" features promoted over the 2014 holiday season, travelers using the airline’s mobile application can now receive weather alerts, give travelers the ability to change flights and adjust their itinerary on the go.
The company is utilizing big data to improve customer experiences in a way that overrides traditional silos. They have been able to identify traveler personas, predict potential problems (like tendency to miss connections), and then deliver solutions via the mobile app that improve customer experience.
Entertainment My Way
Tom also gives us a glimpse into the soon-to-launch “BYOD” (Bring Your Own Device) in-flight entertainment experience. He has sighted surveys that say, high-quality in-flight entertainment drive the most pleasure ratings for traveling consumers—and here I thought it was alcohol. In true UX fashion for some of you that pleasure comes from Wi-Fi, for others it’s movies or live TV , but for me at 35K feet going less the mach speed, it’s my onboard power that makes me happy on this flight today—because without it I could not be typing this. You'll have to watch the video to learn the details, but United has already installed personal device entertainment on over 200 mainline aircraft carriers.
A flight can be just a trip. United would prefer you "Seize the Journey."
Reboot Stories with McDonalds CEO, Steve Easterbrook and Dean DeBiase
When a Fortune 100 is faced with the harsh reality of record sales declines, and investors and analysts asking about the T-word…it is time for a Reboot. Whether spelled with a lowercase or capital “T”, turnarounds can make for rousing headlines and offer great opportunities for well-timed investments. But all-access passes to the actual plan and philosophy behind the Reboot are very rare, especially as it is just getting underway.
I recently conducted a Reboot Stories interview with Steve Easterbrook, McDonald’s then Senior EVP and Chief Brand Officer, at the AKTA Innovation Series in front of a live Chicago audience. Easterbrook was named McDonald’s President CEO soon after this interview. The video offers a rare glimpse into his approach to dynamic innovation, cultural transformation, digital engagement, in-store experience, and his turnaround blueprint now in motion.
It's one of my favorite Reboot Stories interviews since my first one with Sir Martin Sorrell – CEO of WPP, because of Easterbrook's open/honest answers to hard questions about everything from consumer shifts to secrets and rumors happening in and around McDonald’s key initiatives. Watch how Easterbrook covers the three pivotal ingredients that I believe are the bedrock of an effective Reboot—People, Platform & Passion—in this exclusive no-holds-barred interview.
Some insights and takeaways:
When you’re in a turnaround situation, “you can’t incrementalize your way out of it,” said Easterbrook. At McDonald’s, substantial resources are being invested, especially on the human resources side, with top talent being brought aboard to support all aspects of the new initiatives, like Chief Digital Officer, Atif Rafiq, the first member of the new digital experience team. Rafig is a digital pioneer/innovator that brings a refreshing level of “get it done” business mojo to McD’s, and by the end of 2015 his digital team will have over 200 people. “You can’t tip toe around the fringes of this,” says Easterbrook. More importantly, consumers must see a quicker “cadence of activity and energy across the business.” Unless customers care, it won’t resonate.
Consumer Experience is Everything
Consumer interactions with authority figures have fundamentally changed. Government, corporations and media all enjoy much less trust than at any time in history. Consumers now see family and friends as their frame of reference. Companies that have lost some consumer trust have to win it back by adapting the way they organize and interact with people. How?
“Be more humble,” says Easterbrook. McDonald’s no longer only communicates top down or in advertising speak. They launched Your Questions – Our Food that lets people directly ask any question they want and McD’s goes on the record with a response. And consumers are engaged. One video response showing how food gets from farm to restaurant has 10 million YouTube views. Push the envelope. Be honest and responsive.
Consumers expect to be in charge of a customized experience. Easterbrook has partnered with various groups from 1871, where I am a founding board member, to the Innovation and New Ventures course that I teach with Paul Earle at Kellogg School of Management, to collaborate on improving the McD’s ideation and innovation pipeline. He says the future may offer 3, 4 or 5 more ways to have the McDonald’s experience with technology doing the heavy lifting. The best ideas may be crowdsourced. Order a customized burger from a kiosk. Or, place an order on the mobile app, tracked by GPS, and have it run out to your car fresh and hot as you arrive. McDonald’s has a track record of scaling these types of ideas, having led the innovation in cashless transactions. They were an Apple Pay launch partner, another intriguing Apple secrecy story you can watch in this video.
Most of all, Easterbrook believes in being curious. Learn from your customers, partners and competitors—the good, bad and hard lessons. Look outside your sector for inspiration. As we have discovered in this series, cross-vertical, B2B and consumer sectors can learn a lot from each other. Encourage this curiosity from top to the bottom of the org chart, says Easterbrook. Organizations whose culture evolves from “yes, but” to “yes, and” will also attract the kind of curious people that can transform even the most established corporate structure.
For an entertaining and informative look into insights about McDonald’s Reboot, including their new downtown Chicago and Silicon Valley tech teams, secret “innovation labs,” and partnerships with Kellogg School of Management, Apple and Kraft, watch this revealing episode of Reboot Stories with me and Steve Easterbrook, McDonald’s new President and CEO.
Reboot Stories with Sonny Garg
There is an Entrepreneurial movement sweeping the planet, creating a wave of startups that are rapidly solving (attacking) some of the biggest government and corporate problems we are facing today. They are disrupting age-old practices, mindsets and organizations—and are creating new ecosystems of sustainable solutions that are both agile and scalable. But what about all the big-fat-slow corporations facing the same disruptive future? Can this breakneck entrepreneurial-innovation, they often find themselves witnessing from the sidelines, be accessible to them? Yes…if they learn a new dance.
There are a few ways to help big companies get an all-access pass to the entrepreneurial movement. My favorite is through the "Dancing with Startups" Program, which helps them upgrade their growth and innovation by tapping into the movement, embedding entrepreneurial-grade talent into their organizations and creating hybrid partnerships with incubators/accelerators (like 1871), stealth-startups and entrepreneurs around the world.
While the majority of leaders in both the public and private sectors, are still scratching their heads on how to light that spark of entrepreneurial-innovation inside their organization—smart ones, like Exelon, are jumping in and curating relationships with agile organizations that can help them solve their most challenging problems and create value for their shareholders.
At a recent episode of Reboot Stories at the AKTA Innovation Series, no-nonsense innovator Sonny Garg, Chief Information & Innovation Officer of Exelon, and I debated how best to tap into the startup ecosystem from a big company's perspective. Listen in for some insights on how big business can develop startup-thinking by enabling and protecting a culture of innovation, dealing with failure and nurturing partnerships. Here are some tidbits from our Reboot discussion/debate:
- Leaders, your biggest task is to lay the foundation that allows innovation to occur by setting the right environment and culture and then empowering people to do what they know is right every step along the way. Innovation should be allowed (not required) to exist everywhere in your organization.
- Internally crowd-source ideas, but externally source a wide variety of small and big partners who can help you execute and implement solutions that can impact your key growth projects.
- Big companies need to increase their “learning velocity” by keeping up with the technology trends and changes that are taking place across different disciplines. My favorite way to start doing that, with Big-Fat-Slow organizations, is to teach them how to dance with startups and engage select external partners who know how to cut through the clutter and actually get the right stuff done.
Is your organization Dancing with Startups yet? Watch Reboot Stories Video here:
Dean DeBiase co-created, produced and taught an experiential-leaning course at NIU based on NBC's The Apprentice TV show, where he played Trump. This college credit class, which captured the elements of the hit TV show (including firing students in the boardroom), quickly developed a following, intrigue and positive PR buzz for the university through the local and national media that followed it. However, when the real Donald Trump found out about it, his team called NIU to discuss a cease and desist for copying his show without permission.
After the dust had settled, Dean was quoted as saying, “…once calmed down, I think Donald found our entrepreneurial spirit and raw creativity compelling. He not only allowed the class/show to continue, he also agreed to call into our boardroom and talk with the students…who had not been fired yet. Donald provided some lifelong business lessons that our students will never forget.” After giving the students some blunt advice he endorsed the innovative platform, taking to the airwaves and announcing on his radio show, "I want to hand it to Northern Illinois University's College of Business, they are just a little bit ahead of the pack. If I were 20 years old again, I'd be in that class." The final class was aired on local radio, NBC News and made the front page of the Chicago Tribune.
Years later, Donald invited Dean to join him as an episode guest host on NBC's The Celebrity Apprentice. This time Donald wasn't on a conference call with Dean's students, he was face to face on TV and the pressure was on! As Donald wrapped up the episode in the boardroom, getting ready to fire someone from the team which Dean selected to loose, Donald went on to say, "Dean…there is nobody like him…to take your company to the next level".
As a Senior KIN Fellow and Lecturer of Entrepreneurship & Innovation at Kellogg School of Management, Dean continues to design, curate and deliver experiential-learning into the curriculum, including a class he co-teaches inside the boardrooms of multi-national corporations–like McDonald's, Leo Burnett, Accenture, United Airlines, Pepsi, Whirlpool, P&G and United Healthcare–where students go toe-to-toe with the worlds top business leaders. Look for his Kellogg video soon!
There is an entrepreneurial movement sweeping the globe! But unlike previous one, reserved for exclusive corners of the world like Silicon Valley, this democratized movement can transform the prosperity of every organization, industry, country and city one the planet, like @1871Chicago—IF you join it! BRAVEntrepreneurs need you, the NONtrepreneurs, you are the connected tissue of the movement, that can be the difference between sustained prosperity…or yet another bubble.
You can also watch Dean's TED Talk on the official TED site here. TEDTALKS
Opening Cyber Governance remarks, Kellogg Corporate Governance Conference
by Dean DeBiase, Chairman, Reboot Partners and Boardroom Innovation, Senior KIN Fellow, Kellogg School of Management, Northwestern University, Board Leadership Fellow, National Association of Corporate Directors
As a fellow director, I thought I’d give you some of my inside perspective of cyber governance. I think it’s a part of the larger picture of enterprise risk management in the digital age, but the time has come for cyber to become its own domain and its own area of board policies, procedures and expertise.
Our last CIA head, Leon Panetta, basically said that there is a potential cyber Pearl Harbor coming that could cripple our financial systems. Our FBI head said, surprisingly, in one meeting, “There are two types of companies out there right now. Companies that have been hacked and companies that are going to be hacked.” So, welcome to the club.
What we are experiencing is the largest transfer of wealth that we’ve ever seen around the globe, most of it, of course, being illegal. And they’re all correct because there are cyber criminals out there stealing your data, trade secrets, patents and intellectual property. There are activists that are really just trying to disturb your company or your brand and then there are insider threats, both malicious and accidental.
So my view is that boards are under attack, companies are under attack and we need a new game plan to go after that. Imagine that every night your headquarters building was being broken into. First they’re stealing Post It Notes, maybe a potted plant, maybe they might take some disk drives eventually, a laptop.
But if you found out that anyone was getting into the building just for little incidents you’d be calling the CEO at 2 a.m., saying, “What the heck is going on?” and probably have a board call the next day.
And that’s what’s happening with cyber…but often you don’t know it. As we are sitting here, all of your companies are being hacked, or “pinged” right now. May multinational corporation have attempts on their systems tens of thousands of time per day! Do you know what your threat volume looks like. Many boards do not know what there stats are, I recommend, as a first step that you find out and track it at the board level.
Some quick stats. The average breach right now, depending on whose data you believe, is about $2 million to $5 million in costs for companies, which actually sounds low from an insurance point of view. So that just deals with things like forensics and legal and PR and payments to consumers and the communications that have to go out. But there are many breaches that have been huge, some reported, some not.
Everyone remembers the Sony breach. It was about $170 million of hit to their P&L and about a 30 percent share drop because of one massive breach. Estimates are that over $114 billion is spent on mitigating such malware attacks. It hits about one in ten companies. My colleagues will probably say the numbers have gotten worse, but this is public data.
About a billion people have been affected. That’s up about 40 percent. So that’s about, what, one in three consumers from a state-side number. So for those who think, “You know, that’s really scary, Dean, but not in my industry,” guess again. It happening in every industry that you can imagine, including everyone in this room.
Most of us tend to sit back in boardrooms and say, “Hey, we’ve got IT guys working on this. They’ve got really great vendors that take care of things…right?” But the cyber security industry is really struggling to keep up, and some breaches go on, over and over and over again, some not being detected, or taken care of.
Groups are trying to fix these problems. One that a few of us are involved in is called “The Security Innovation Network” that brings startups together with government and major corporations to get entrepreneurial startups to solve more rapidly solve our biggest government cyber threats, to solve corporate threats and develop the next generation protection products.
There are over 100,000 cyber security jobs open in this country. We don’t have enough people to catch up with the hackers. So if you are a hacker, you know the advantage is on your side. They love your websites. There was a survey done with the Fortune 2000 sites. There are a lot of hidden files in your websites, some called “temporary files”. And simple things like a Word document or PDF have data that the hackers can use to get information. Often it’s undetected. Usually, it leads to what is called a “DOS” or a disruption of service. Someone goes into the site and disrupts it. And that could lead to a string of incidents.
What’s worse than that? I think it’s when they don’t just disrupt your site, they actually control it. Those of you in banking and finance and insurance know that that’s a really hot target right now.
From a governance and liability point of view, the IT losses from theft are huge because they can lead to restatements. But the government sometimes makes it harder, like the SEC evolving disclosure opinions that are not always clear. Congress, just passed a draft cyber bill that is pulling between the privacy advocates and disclosure.
So, under the auspices of protecting your company, if this law does pass, we will have to disclose to the government private sensitive data about your consumers, all under the auspices of protecting the homeland. Yet another heated board debate.
Compliance and disclosure are also interesting, and vary by state and by country. Just by state, there are things that the board has to be involved in. There are timing issues about when and how you disclose.
One interesting example is something called the “Red Flag Rule.” The FTC basically says, “How do we protect you guys from giving loans to people who are the identity thieves?” They already have Dean’s ID and they are trying to get a loan for their house. So there’s a whole series of things that the board has to be aware of with these Red Flag Rules. And they’ll keep coming out.
So here are five of what I think are key cyber security governance challenges. One is the attack of sophistication. I think we are going from scareware to “ransomware” where they’re not just taking control of your site or something behind the firewall, but they’re actually holding it hostage. And that will become more and more prevalent in the next 24 months. The disruption of services stats, depending on whose numbers you like to believe, have gone from about 1.5 million incidents in 2011 to 120 million a year later. So, it’s going up…not down.
The second area to keep focused on is emerging technology. We all hear about mobile and social and BYOD. Does anybody know what BYOD is? Is not bringing your own drinks to the office, it’s bringing your own device to the office. All of us do that as board members. How many of you look at your board decks on your ipad, sitting at home back on the couch? It is a totally unsecured device! We are part of the problem. Dell tracks that half of the client breaches they have now are somehow tied back to these BYOD devices. So your CIO’s and CISO’s are struggling with that.
The next trend in social is not just being on Facebook or Twitter. That’s where malware is going. Now they’re going after those profiles to get in touch with people to get access to your websites and your corporate servers. That’s very sophisticated.
And then you all know about mobile. Mobile is essentially the enabler that is making this a bigger problem as we move to mobile payments. It ties right back to people’s networks. And you don’t just have to be in the financial services industry to be concerned about mobile.
Then there’s the outsourced Cloud and “open source software,” which is free stuff. Mostly unsecure. The tech industry, as an example, affects about 26 percent of the data loss for consumers. And guess what? The tech industry is the largest user of outsourced providers. So make sure your outsourced provider has better standards than you do. And most are, many companies have done audits of their outsourced provider and found that their own internal regulations were not as good as the cloud provider.
You may also hear about “exploit kits,” automated programs that go into your servers, attack and then start spreading malware. So it’s not one little program, it’s more of a systemic thing. Dell is tracking about 16 million malware samples. I’m sure this number has been upgraded. So that’s about 44,000 new programs created a day as we sit here right now!
And the last threat that I’m most concerned about, just because they have more resources, is nation state cyber terrorism. Most people point the finger at Russia and China. There are others, of course. But, you know, China has a five-year plan that’s going after top industries, many of them represented in the room. They’d like to get your secrets.
So someone like Monsanto that has a very proprietary corn formula, they’d may want to get their hands on that. In the old days, they used to have break into the building. Now they can just go after it through cyber means.
Any of your ever watch Alias, the TV show that had this secret CIA group that really wasn’t the CIA, it was fake? It was called “SD6.” So China has this building you might have heard of. It’s called “Unit 61398.” In and around that building, there are estimated to be over 10,000 scientists, “analysts” they call them. I call them “hackers” who are state funded and coming after your data and are probably responsible for billions of dollars of theft.
From a board perspective, what do we need to do? I break it down to three things to focus on – the three “Ps”: protections, procedures and public disclosure. It’s very much like you protect other parts of the company.
“Protections” prevent the likelihood of an attack or a breach. These are procedures to actually mitigate it, to minimize that disruption, and then there are public disclosures. It sounds easy, but you have a tug of war with the executive team that is trying to innovate and compete in a connected economy. It’s very tough to go in and start clamping down.
So you are going to get a lot of tug of war. You’ll see it if you bring a CMO and a CTO into the same room. You’re going to see a lot arguments about how secure your network should be and how much we should be taken off the net and locked down.
You need to ask the right questions. Let's look at a couple of examples. One multi-national corporation had a major breach where companies got into their database. What they couldn’t establish was, “Okay, they accessed it, but did they download it?” Because when they were trying to fix the problem, they kind of stumbled on all the evidence. It made forensics very tough. So they called one of the big 3 auditors in to say, “Okay, we know they accessed, but we don’t know if they downloaded these 160,000 files of consumer information.” The board had a dilemma about should we disclose this or not. The auditor came into that meeting and could not definitively say, “They were definitely accessed. You should disclose.” There was kind of a muddled decision about how to disclose. And that’s why sometimes you see partial disclosures out there.
Another multi-national never knew about the breach. So one day, the GC gets a call from the FBI saying, “Listen, you guys have been breached.” “Really, how to you know?” And he mumbled something about the CIA and the NSA, so there were a lot of investigations going on around the globe. The problem was the FBI can’t tell you much, so your CISO is frustrated. The best thing to find out is WHEN it happened, in that case it was over a year ago, and the FBI was just calling them. They can’t track it down. They can’t figure out what to do and typically those don’t get disclosed because you have no idea what’s happened and the government’s really not going to give you a lot of information to solve it.
Here are some tips that I use as a director. I’m not an absolute expert, but I’m an example of how you can learn about complex digital and cyber governance issues, become a better enabler of the board, get the right people in to help…even if it is as simple beginning to ask the right questions.
Some things that I look at are, “Do you have a committee set up?” Twenty-nine percent of directors are focused on IT cyber issues right now, which sounds small, but is up. So I think you should have a separate committee. I think you need a Chief Information Security Officer. I don’t think it should report to the CIO of the company. Typically it should report much higher because it is very broad-based. And you need to meet with those people and ask them the right questions and audit and validate the answers.
You need insurance. Fifty-seven percent of directors are not looking at insurance, according to the latest surveys. It’s simple. You guys know how to do D&O. It’s very simple; it’s the answers that are complicated. You really need to understand the coverage and the gaps there. The good news is coverage is up about 33 percent in 2012, so people are focused on this.
Of course, disclosure would be my third one. There are new teeth in these SEC cyber disclosure rules that were released in 2012, and probably being updated now.
On that front, I would recommend three things. First, separate these disclosures from your normal disclosures. The SEC is looking for more granularity. Second, report the actual breaches and they are looking for more succinct information on that. They also want to know about potential breaches. The SEC now wants detailed information of what a potential breach could be and what its impact would be on shareholder value if it were to occur. My issue with it is that if you put too much information out there, guess who is reading it? That secret unit in China? So you have to be very careful.
Also do your due diligence. It’s tough, you know, really understanding the BYOD policy and how it affects the company and what happens if you lose a mobile device and really getting into that granularity – not as a manager, but just as a understanding observer. And don’t be afraid to bring somebody into the meeting with you. You know, you don’t need a huge consulting thing, there are focused audit groups that can help to give the board a snapshot of, “Now we know what we don’t know” and education is the next important thing.
As directors, we just need to get more educated and move from the learning stage into, “What do we do about this?” and tip it into the regular risk profiles that we look at.
A good place to start is with ourselves. So when you’re asking “What about this? What about that?” just think about it with yourself. What are your procedures when you get board documents on your unsecured phone and ipad? What are your delete procedures there? We used to always get Board Decks, which some of us still do and we are never sure if everyone shredded them properly, but usually you knew if they were left at the meeting. So, I just challenge each of you to look at all of your devices and see, “Gee, I’ve got unsecure software. I’ve got outdated software. It’s not secure.” Most people say, “Well, Dean, I have a Blackberry. So I’m good, right? They’re more secure.” Even things like Blackberry, they have just come out with a new program that separates your personal data and your business corporate data … well the UK government has not accepted that as a secure approach, just another example of cyber governance ambiguity!
For those of you who enjoyed reading the speech, or would rather skip right to the video, here is of the official video of my commencement speech. Please enjoy and share!
Digital disruption of the blockbuster movie category continues to feel the pressure from changing lifestyles, viewing habits and the powerful technical and distribution capabilities from likes of Hulu, Netflix, iTunes and Amazon. The days of $300 million budgets will continue to come under pressure and regulate the number of high quality big-budget films that make it on the "big screen". Smart producers and studios are realizing that the big screen is shifting to the homes of the mass-market viewing audience and that old release window business models will continue to come under pressure.
Like many industries, it may take the proof of a few blockbuster flops before Hollywood reboots itself, with George Lucas and Steven Spielberg sounding an alarm. Proactive studios may take preemptive steps to avoid the potential brink their that lies ahead. Rebooters believe that it is better to start cannibalizing yourself early (developing sustainable direct-to-home platforms) than to sit back wait for the market to do it to you–in the theater of war.