CXOInsights by CXOCIETY CXOCIETY | FutureCIO FutureCFO FutureIoT

The accelerated digitalisation of business processes arising from the pandemic of 2020-2022 has proven that humans are resilient, responsive and creative when the situation calls for it. In ASEAN, 8 out of 10 members are in some stage of implementing a national ID program. 
How will these developments, on top of developments around identity security, and AI in security among other things.
In recognition of Identity Management Day, FutureCISO spoke to Chern-Yue Boey, senior vice president, Asia-Pacific, SailPoint, on the latest trends impacting identity management strategies in 2024.
1.       What is identity management? (identity security)
a.       Why is identity management important to organisations, and to security professionals?
2.       In recent years, how have organisations evolved in their adoption of identity management?
3.       In your opinion, what factors influenced how organisations adopt identity management?
4.       Speaking of looking back, what were the three most important challenges organisations faced in keeping their identity management strategies/practices in step with changing regulations, practices and technologies?
5.       (Speaking of what we don’t know or know little of) With AI now making its influence felt across many parts of the organisation, how should security professionals revisit identity management strategies to reflect the growing influence of AI?
6.       What is your advice/view on how security professionals should bring AI into the cybersecurity practice in 2024 (and beyond)?

A Gartner 2023 Gartner CIO and Technology Executive Survey revealed that even before ChatGPT, one-third of CIOs say their organization had already deployed artificial intelligence (AI) technologies, and 15% more believe they will deploy AI within the next year. 
Recognising the high expectations CEOs and business unit leaders have on AI puts a heavier burden on the CIO to manage expectations and the reality of integrating an emerging technology into existing operational processes – ensuring that in the interim nothing is disrupted and the company remains compliant with existing regulations.
But deciding how best to proceed means factoring AI into business value, risk, talent and investment priorities? In this PodChats for FutureCIO, Simon Ma, senior director & regional manager for ASEAN at Freshworks, offers his take on how CIOs can best manage AI deployment across the enterprise.
1.       What is your assessment of AI adoption in ASEAN in 2024?
2.       As I understand it, business leaders are expecting much from AI. How should CIOs respond to this perhaps hype-driven expectation of the technology?
3.       In ASEAN, what are the most challenging aspects CIOs will face as they put in place (and execute) their AI roadmap?
4.       Any recommendation for how to integrate AI into existing technologies? And scale AI where it is deemed most impactful?
5.       Speaking of change, given the current worker concerns about AI potentially replacing jobs, any suggestions for how CIOs, HR and functional leaders ensure adoption of AI?
6.       Every new technology will likely have areas of hiccups, including AI adoption. Any suggestions on how to respond to such hiccups?
7.       Looking ahead, beyond the AI hype, what are the trends for CIOs to prioritize in 2024?

PodChats for FutureCIO: Fast tracking the people side of doing business in Asia
Finding and retaining talent poses significant challenges and opportunities in Asia and around the world. One of the main challenges is the increasing competition for skilled professionals in the global job market. As economies grow and industries evolve, the demand for highly qualified candidates often exceeds the available supply. This talent shortage can make it difficult for companies to find, attract and retain the right talent for their specific needs. Additionally, cultural and language barriers, as well as differences in labour laws and regulations, can further complicate talent acquisition and management processes.
These challenges present opportunities for companies to explore innovative solutions such as the Employer of Record (EOR) model. An Employer of Record is a service provider that acts as the legal employer of workers on behalf of client companies. This model can help organizations fulfill their talent needs anywhere in the world by leveraging the EOR's expertise in navigating local labor markets, compliance requirements, and administrative tasks. By partnering with an EOR, companies can access a global talent pool, streamline their hiring processes, and ensure compliance with local employment laws. This not only expands their reach but also enables them to focus on core business activities while leaving the complexities of HR and employment administration to the EOR. Ultimately, the Employer of Record model offers a flexible and efficient solution to finding and retaining talent on a global scale.

Jim McCoy, CEO of Atlas HXM reveals the nuissances organisations will face in the quest to acquire the right talent anywhere in the world, and how EORs like Atlas fill those needs.

1. How would you typify or describe the international expansion activities of APAC companies? Are there any distinct trends that you can observe in markets like Hong Kong, China, or Singapore?
2. In terms of challenges. So for enterprises that are on expansion mode, whether global or regional, there's almost always a shortage, crunch in skilled people. With the hybrid work environment, has it complicated the model of acquiring or are using an organization such as yours, the EOR, to fill in the roles that they need?
3. In terms of similarities, or differences in how enterprises in markets like, like Hong Kong, or Singapore, or the less developed markets, like Malaysia, for example, as they start to look at these expansion strategies that they have, are there any unique elements, traits that you're noticing that are unique in the sense that it's unique to Asia, or it's the doesn't matter whether it's a European company trying to expand even within the same region? 
4. Are there any emerging risks that as an organization, Atlas, encounters these days, as you try and employ become as you already are for other organs for your clients, that you're observing in the market now? 
5.  On technology – you mentioned automation, partly to help with the process, but you still need to have the human interface in there.  These days, there's a lot of chatter around AI, for example. And of course, automation is starting to mature a little bit in software automation. What technologies have you observed are becoming more prominent in us as augmenting IE or supporting your atlases business, globally oriented?
6. When you onboard a new client or new customer, what's the most challenging aspect of onboarding a new client to the Atlas way of doing business?
7. So you said, if you have a large multinational customer, client that's expanding the market. And they have existing systems and processes in place where in terms of talent management, and it doesn't sync very well with the way you've set up? How do you negotiate or make the two compatible? 
8. what's your biggest challenge these days? As you know

The Internet of Things remains a top priority. Market research firm IoT Analytics says IoT remains a top-three corporate technology priority even AI has taken over as the top technology priority. In surveys from PWC, KPMG, and BCG, respondents ranked IoT second or third after AI in terms of investment prioritization for emerging technologies, with AI coming in first across the board.
In the Asimily report, IoT Device Security in 2024: The High Cost of Doing Nothing, it was concluded that breach tactics continue to evolve, that routers have become the favourite attack vector accounting for 70% of IoT infections, and manufacturing continues to be the top target among industries.
In this PodChats for FutureIoT, we revisit the topic of how to reduce IoT risks. Joining to discuss the matter is Barry Mainz, CEO at Forescout.
1.       Can you give the key points of The Enterprise of Things Security Report by Fourscout Research Labs?
a.       What do we don’t know already about the insecurity of IoT devices and technologies?
2.       There are those that claim that breaches can occur by way of unsecured IoT devices. Can you confirm or elaborate on this?
3.       Given the rising level of awareness of the risks associated with enterprise IoT, what is being done? And if none, why?
4.       Where are the areas of IoT that present the greatest risks?
5.       Name 3 questions CIOs/heads of OT and security, need to ask as part of an IoT deployment.
6.       Recapping: Our topic is reducing IoT risks. Given what we know about IoT adoption trends, evolving cyber threat landscape specific to IoT, and innovations in areas like machine learning and artificial intelligence, do we have any hope of reducing IoT risks, and can you name three action items for whoever should be responsible for securing enterprise IoT?
7.       You mentioned about Fourscout coming in to look at an organisation’s asset to check for possible vulnerabilities. How receptive are businesses to this approach?

In Asia, the importance of inclusion in enhancing customer experience cannot be overstated. With its diverse population comprising various ethnicities, cultures, languages, and traditions, creating an inclusive environment is crucial for businesses to effectively cater to their customers' needs and preferences. 
By embracing diversity and fostering inclusion, companies can better understand the unique perspectives and requirements of their customers, leading to more personalized and tailored products and services.
In this PodChats for FutureCIO, we look at how inclusive practices play a significant role in building trust and loyalty among customers in Asia. And how by incorporating inclusive strategies in their operations, businesses can tap into new market segments and reach a wider customer base. 
Ultimately, prioritizing inclusion not only enhances the overall customer experience but also contributes to the long-term success and sustainability of businesses in the diverse and dynamic market landscape of Asia.
Joining us on PodChats for FutureCIO is Ms Jacqueline Guichelaar, SVP & GM, Customer Experience, APJ & GC, Cisco.
1.       The IWD2024 theme is inclusion. How would you relate “customer experience” and inclusion?
2.       Specific to IWD2024, to what extent does this sense of belonging, relevance and empowerment exist in your organisation? In your role? In the society/community you live in?
3.       What is the most prevalent obstacle to inclusion (narrowing to CX)?
4.       Drawing from your experience, what can learn in terms of achieving inclusion (narrowing to CX)?
5.       Your role has two faces: internal (marshalling your team) and external (customers and partners) How will you inspire inclusion (in your function/in the enterprise)?
6.       How do you plan to elevate your commitment to inspiring inclusion?

KPMG asserts that with all the focus around modernization and/or transformation over the last few years, there is growing recognition that perhaps employees are feeling exhausted. They’re facing one modernizing initiative after another—or multiple initiatives simultaneously—often with competing timelines and priorities.
This is known as digital transformation fatigue, and it’s a growing trend as companies grapple to keep pace with constant change.
In this PodChats for FutureCIO, we are joined by Peter Man, General Manager, Red Hat Hong Kong, Taiwan and Macau, to get his perspective on overcoming digital transformation fatigue.
1.       Why are we seeing digital transformation (DX) fatigue?
2.       What are the signs and symptoms of DX fatigue?
3.       What are the most common causes of DX fatigue?
4.       Name some proven metrics for identifying and measuring DX fatigue particularly on employee morale and productivity?
5.       Name three strategies to prevent or minimize DX fatigue in the workplace?
6.       Speaking of leaders, what role does leadership play in addressing this DX fatigue?
7.       Insert Melinda question here
8.       Into 2024, we anticipate continued acceleration, if not updating, what steps do you recommend leadership implement to counter the development of DX fatigue?