HLB Cybersecurity Report 2020

IT PROFESSIONALS SURVEYED 76 WERE NOT PREPARED FOR A REMOTE WORKFORCE 58% MADE CHANGES TO CYBERSECURITY PROTOCOLS 88% SAW INCREASE IN SUSPICIOUS CYBER ACTIVITY THAT COULD LEAD TO A BREACH 53%

Navigating the cyber-risk landscape in the age of remote working

The COVID-19 pandemic forced many organisations across the globe to adopt remote working and digital processes with record speed. In doing so, CTOs and IT management faced increased vulnerabilities allowing for cyber-attacks and data breaches to take place more easily. Overnight, organisations went from controlled office environments to diverse home worksites. Continuing business, while securing multiple virtual environments, proved to be a challenge. But remote working is here to stay, so enterprises must adjust and overcome security hurdles.

In light of Cybersecurity Awareness Month 2020, we surveyed 76 IT professionals about their perceptions on information security and data protection in today’s complex digital environment. We also spoke with HLB cybersecurity experts about today’s cyber-risk landscape, the lessons learned from lockdown and the road ahead for CTOs to protect against cyber-crime in the age of remote working.

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Key findings

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Unconscious Bias Awareness Study

Unconscious bias, binding the business success

The extent to which unconscious bias has an impact on our society and the professional services industry is hard to capture in full since the very nature of the problem is evasive and unintentionally cultivated for years. What can be attested with certainty is that a consequence of biased behaviours is an industry lacking diversity, particularly at higher organisational levels. Furthermore, unconscious biases constrains the career progression for certain groups of professionals and is becoming a bottleneck to diverse hiring. All of these practices gradually, but inevitably, erode a firms’ success.

At HLB we believe that it is our duty as professionals to analyse the as-is state of any matter and advise on the best steps towards the desired to-be state.  In this report, we look objectively into the current practices and identify where and why bias overtakes objectivity and what can be done to address and resolve unconscious bias within the professional services industry.

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Whatever your question our global team will point you in the right direction

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Post-Pandemic Readiness:

Five strategic priorities to succeed in the new world

The post-pandemic world arises

To increase your post-pandemic readiness and succeed in the new world, we have identified five strategic priorities to unlock business transformation: Digital acceleration, Workforce transformation, Consumer acumen, Cost management, and Supply chain reinvention.

As we head down a path of uncertainty, the risk of sitting tight and not investing in transformation will decrease company growth or possibly result in lost market share. To maintain competitive in the new world, business leaders must adopt greater agility to anticipate change and mitigate its impact. To drive sustainable change in the organisation and re-write the manual, tough questions need to be asked within boardrooms. This report helps you identify the strategic priosities to focus on and the actions to take.

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Five strategic priorities to increase post-pandemic readiness

Jim Bourke

Global Advisory Leader

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The Execution Challenge for a New Decade

expect global economic growth to decline 46% cite economic uncertainty as top concern 68% confident in own ability to grow 87% see changes in trade agreements create opportunity 49%

Reasons to be confident, reasons to be wary

At the dawn of a new decade, we find half of the business leaders we surveyed pessimistic about the global economy, with factors including access to talent, regulatory chance and economic uncertainty topping their list of concerns. At the same time, business leaders seem strikingly confident about their own ability to grow their business.

In a time where political, economic, social and technological change is happening at accelerating speed, we found that business leaders understand the make-up of the successful business models of the future. However, are they doing enough to execute for the change that is needed to thrive in the 2020’s or is their speed of adaptation too slow?

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Key Findings

Lesley Hornung

Head of Marketing & Digital

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