The biggest cloud security concerns for senior IT executives
Hitachi Data Systems Corporation, a wholly owned subsidiary of Hitachi, Ltd. (TSE: 6501), recently announced results of an Economist Intelligence Unit (EIU) study, “Preparing for next generation cloud: Lessons learned and insights shared,” which found that 87 per cent of the organizations surveyed indicated their senior management was concerned with security and privacy of corporate data for cloud implementations.
Responses also indicated that outages and failures of public cloud implementations were twice as likely to occur when compared to private cloud. Almost half of the respondents indicated the biggest risk of a failed implementation to be loss of customer data.
Cloud computing continues to transform the entire IT industry. It has created new market opportunities, adjacent product or service opportunities and new lines of business for many organizations. It has also given IT organizations, providers and integrators more agile, streamlined and cost-effective ways to deliver services to users and customers. While cloud computing has delivered many benefits, cloud adoption also continues to challenge even the most nimble of companies.
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By gathering lessons learned from cloud implementations of 232 global IT executives, the 2015 Economist Intelligence Unit report identifies five best practices that can help organizations make the most of their cloud opportunities. These best practices can help drive greater business agility, improved data access and a more productive, mobilized workforce:
- Ensure cloud providers can meet corporate business and IT requirements.
- Choose the right cloud service for greater control over security and data protection.
- Use cloud architectures that enable connections from cloud services to existing IT infrastructure.
- Consider factors beyond costs, such as cloud’s potential to improve business operations and boost innovation and employee efficiency.
- Define business requirements for IT to offer cloud services and act as cloud brokers.
In alignment with these best practices, the Hitachi Content Platform (HCP), rated the No. 1 most secure object storage solution according to Gartner in their Critical Capabilities report, delivers distinct advantages that can accelerate cloud adoption for organizations.
This family of products lets you build your own secure, scalable and easy-to-manage cloud. It includes HCP, an object-based cloud storage platform; HCP Anywhere, an enterprise-class file sync and share solution; and Hitachi Data Ingestor (HDI), a cloud storage gateway.
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These three solutions are tightly integrated, offering maximum data mobility so organizations can avoid being trapped by traditional technology silos. Taking data mobility a step further, HCP provides a hybrid cloud architecture that enables organizations to move data to and between their choice of public clouds for the datasets and workloads they deem appropriate to move offsite.
The rich data management and hybrid capabilities of HCP provide IT with the tools to become internal brokers for their organizations’ cloud services, while maintaining full control and visibility to ensure that proper data security, sovereignty and compliance are upheld. This means IT organizations can provide secure data access for their users anywhere, anytime, on any device.
The industry-leading HCP portfolio for content mobility empowers workforces and maintains visibility and control with an agile hybrid cloud. It is cloud neutral with no lock-in, and manages data globally for secure flexibility to stay ahead of cloud and mobility trends.
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Poised for outstanding efficiency gains and new business innovations, the HCP portfolio promotes faster time to value, and adaptability to market changes. Organizations can meet compliancy demands with automated data retention policies and proactive responses to storage capacity management much easier.
“One of the reasons we chose Hitachi Content Platform was for its integrated architecture that is ready for cloud,” said Giuseppe Alibrandi, chief technology officer at Banca Popolare di Milano in Italy. “It is extremely flexible and scalable, eliminates the need to run daily backup procedures, provides synchronization and file sharing, and ensures a high level of security, which are all key requirements for us.”
Finding a balanced approach between flexible workplace mobility and corporate control and visibility of the data is now possible.
About the Report
“Preparing for next-generation cloud: Lessons learned and insights shared” is an Economist Intelligence Unit (EIU) research program, sponsored by Hitachi Data Systems. The report surveyed 232 global IT executives in 2015 to explore companies’ experiences with cloud adoption.
How changing your company's software code can prevent bias
Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day.
Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization.
Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.
Why should businesses today care about removing company bias within their software code?
We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization
What impact can exclusive terms have on employees?
Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.
Please explain how Deltek has removed bias terminology from its software code
Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!
What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?
What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.
What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology?
My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve.