Search Results

Zürich Tech Leadership Conference Tech and Data Science Executives Register Now! In-Person Event | 2023 Attending Companies Discover More Why Attend our Event? Exclusive Content – Trend-forward sessions – with tons of practical takeaways and ideas to keep you ahead in the IT space. Connections – Hundreds of seasoned IT decision makers, cyber security experts, strategists, risk managers, data heads, marketers, and more to mingle and connect with. Meet your customers, vendors, expert resources, friends and colleagues. Network with leading solution providers – As a delegate, you will experience cutting-edge technology from solution providers that can fulfil your business requirements. Showcase of Technology solutions - Gather practical perspectives from many real-world use cases shared by the market’s leading players, including early adopters and leaders from across the region. Key Topics Technology is part of our daily lives and even more so in our professional environment. The goal of this invitation-only event is to encourage discussions and dialogue on what it means to be a successful IT executive and to provide tools and strategies to assist current and emerging leaders. We urge our leaders to confidentially share their experiences and plans while hearing from inspirational and visionary speakers. We explore and share the main topics amongst which artificial intelligence, fintech, cybersecurity and the metaverse are the most popular. We encourage you to come and meet some of the biggest players when it comes to cloud computing, big data security, customer service and enterprise technology. Coming together will not only expand your networks and knowledge, you can meet the industry specialists and learn more about their expert services. Innovation & Emerging Technologies Cybersecurity, Data Protection & IT Risk Management Metaverse, Blockchain & Cryptocurrencies Leadership & Business Transformation AI, Data & Analytics Cloud, Infrastructure & Operations The Agenda The event's dynamic agenda will take you through a series of roundtable discussions, real-life use cases, and dedicated industry tracks, giving you a bird's eye view of the current market situation, the latest technological innovations and strategies for propelling your organization to meet the unique challenges of these unprecedented times. Our Upcoming Events

Find all the information needed to stay in touch with us! We will do our best to respond as fast as possible. Stay connected! Contact Us Thank you for your interest. Please use the form below to get in touch and we will respond to you within one business day. Or you can give us a call . To learn more about our service offerings and industry expertise, please visit our Services or Industries pages. To submit a Request for proposal or to inquire about the Service or Industry of your interest, please email the contact(s) listed on the Services/Industries page. For existing customers and partners, please contact a Feyz International professional directly. Our customer care center: customercare@feyzinternational.com If you face any technical issues, please contact: support@feyzinternational.com For media: media@feyzinternational.com Contact Feyz International - contact@feyzinternational.com - Tel: +33 7 57 83 83 33 I agree to the terms of use Submit We'll reply as soon as we can! Anchor 1

During a media event at Netskope’s SASE Week, Steve Riley, the discussion moderator and field chief technology officer for Netskope, asked, “What’s the driving force for SASE? Why now? What’s changed?” How secure access services edge security will transform networks During a media event at Netskope’s SASE Week , Steve Riley, the discussion moderator and field chief technology officer for Netskope , asked, “What’s the driving force for SASE? Why now? What’s changed?” The short take is that we are in the midst of a digital transformation, with a stronger reliance on mobile and cloud computing than ever before, according to various attendees, and we need to implement secure access services edge (SASE) now to properly address data security and networking issues that are quickly approaching. Jason Clark, chief strategy officer at Netskope, said that business has been moving to a cloud-based framework and that cloud adoption has been accelerated by the pandemic. “Data is now sitting on a CPU that you don’t own or control because it’s on the cloud, and it’s being transmitted on a network — or the internet — that you don’t own, and the users are off the network. The security teams are being stretched by this,” he said. Clark stresses that moving to SASE means “a repositioning of security to consolidate to one new security inspection point. It’s a smart reset.” When Ed Amoroso, founder, and CEO of cybersecurity consultancy TAG Cyber , was asked why he was advocating for a move to SASE, he used an easy-to-visualize model. “Hub and spoke networks consolidated and brought everything to the datacenter. Now data is scattered among apps, cloud, and different work clouds so the hub and spoke doesn’t make any sense anymore,” he said. “By conceptualizing what you need in your mind, you start putting together SASE. We’re at a time when people need different networks that can be controlled from the cloud. Anyone listening can self-generate that SASE is required just by thinking about how we use networks today.” Meeting network engineers’ needs After, Riley poised two thought-provoking questions — “If everything is on the cloud, is there a network to manage?” and “If there is no datacenter, are there now many centers of data?” — George Gerchow, chief security officer at Sumo Logic , led a discussion on the importance of focusing on data security and encryption. Gerchow stressed repeatedly the need for collaboration with control, saying, “You have to have availability, but that availability has to have seamless security. Availability matters because people have to use their services, but if you don’t have security to go with it, good luck, because it can be over in an instant.” Clark suggested that there are two avenues in building a SASE framework: “If it’s security-led, then it’s about the data. Sometimes it’s network-led, and for networking, [then] it’s about access.” Supporting the idea of a network-led framework, Amoroso said, “Many things that have nothing to do with security are an important part of the architecture.” He pointed out that he has a stack of laptops that he still uses for each company with whom he consults because that’s the only way to access his corporate clients’ perimeter. The reality is that network engineers are probably busier than they’ve ever been, and SASE can bring about needed improvements to network access. Zero trust is adaptive trust Introducing the topic of zero trust elicited some laughter from panelists. They all proceeded to comment on the buzzword aspect of the phrase, despite much misunderstanding about what it really is. Clark summarized by saying, “It’s a framework that needs to be embedded in how we operate. It’s not binary. Trust is not on or off. Zero trust has a zero to five scale in my mind.” Riley added, “Zero is the starting point, but ultimately you’ll have to extend some level of trust in order for some level of interactivity to occur.” He followed that up by suggesting that the term “adaptive trust” would be more accurate, which was met with panel agreement. Clark described a zero-trust relationship as allowing its users to “give the least amount of access as possible, as much as possible, so that bad things can’t happen.” Gerchow added that zero trust is a fabric of many things, and that it entails working closely with vendors and partners to stop anything that isn’t supposed to happen. The great SASE migration Overall, the panel seemed to largely focus on a key question, “How do we convince the C-Suite?” Panelists agreed that SASE is the future of data security and secure access, but disagreed on how long it will take for a cloud adoption tipping point moment. Clark brought up the importance of the shared responsibility model, where you can control what user has access to, as well as what data is included. He said that a company should have its own standard for considering third-party risk before granting any outside agency access to its cloud-based framework. It was Amoroso who summarized the task of transitioning to SASE best. “It’s like if you have a new house, and you move your messy garage one piece at a time into the new garage, but you want to keep it organized as you go,” he explained. “The data that needs to move to the cloud is scattered. There are companies dealing with lost data. I think it’ll all eventually get to the cloud, but moving it is complicated.” by Corinna Makris , 06.11.21 Source: www.venturebeat.com

How can organizations do good (help the environment) while doing well (boosting economic growth)? While both worthy goals, they can be at odds with each other, creating a dilemma for organizations who wish to both contribute to environmental sustainability while maintaining economic growth.  DOING GOOD WHILE DOING WELL: THE CASE OF BUSINESS IT INITIATIVES How can organizations do good (help the environment) while doing well (boosting economic growth)? While both worthy goals, they can be at odds with each other, creating a dilemma for organizations who wish to both contribute to environmental sustainability while maintaining economic growth. All that glitters is not green Information technology (IT) is a major driver of economic and social development, but such advancement comes at a high environmental cost. Organizations’ reliance on IT has led to increased computing power and the development of large data centers that provide analytics and cloud computing services. These result in increased energy consumption, higher carbon emissions, and more electronic waste. This has led to the development of green IT initiatives to address the environmental consequences, meaning IT products and services that reduce the negative impact and improve sustainability. The existing research supports the idea that launching green IT efforts can improve sustainability outcomes, for example by managing energy consumption. Other examples of green IT initiatives include powering data centers with renewable energy sources, reducing waste from out-of-date computing equipment, and encouraging telecommuting/remote administration for reduced transportation-related emissions. There are a number of ways to go about a green IT initiative, but they all require a concerted effort from staff and involving IT processes and IT products. This is likely to be a significant technological trend with wide-reaching social implications. However, all that glitters is not green, and implementing green IT measures comes with complications such as disruption to existing systems, unpredictable returns and market demand, cost, and how stakeholders will react. This leads to the dilemma between doing good while doing well: while companies may wish to do good by implementing green IT initiatives, they may have legitimate concerns about how this will affect their bottom line (doing well). Indeed, much of the research has focused on the sustainability implications and less on the economic ones. This dilemma led the researchers to examine the drivers that impact an organization’s motivation to adopt green IT initiatives and their link to this reconciliation between sustainability and profit. What drives this process? To explore this question, the researchers conducted a qualitative study on eight organizations in China and Singapore, as it is crucial to explore how green IT implementation plays out in the real world as opposed to an experimental setting. The companies operated in telecommunications and IT-related industries. All eight were large companies with over 3000 employees, and all eight were pioneers of green technology. The research team used a multi-prong data collection approach, conducting interviews and clarifying information via emails and phone calls, field observations, and archival data. They looked at both internal and external drivers, separating them into three categories: competitiveness, legitimation, and ecological responsibility. Internal drivers, or organizational drivers, include factors like stakeholders’ attitudes, economic considerations, and technology skills. External drivers include factors like policy and industry pressures, like regulations on waste disposal and energy consumption. Breaking it down further, competitiveness is the link between ecological actions and long-term profitability; legitimation is the organization’s drive to align its actions within a certain set of norms or regulations; and ecological responsibility refers to an organization’s thoughts about its duty to society and its values. Looking at the results, the researchers found that green IT practices were seen as essential strategic considerations for these companies. They also found that organizations did not always manage to reconcile the gap between sustainability and profit through meeting the objectives of competitiveness, legitimation, and ecological responsibility. For companies that noted a significant amount of government pressure, an external driver, only a middling level of reconciliation was achieved. Organizations tended to have one main driver, like government pressure for Chinese companies and corporate social responsibility for the Singaporean companies, but were also motivated by the other drivers. Overall, the organizations tended to be most motivated by cost reduction, market drivers, government pressure, and corporate social responsibility. For reconciliation of sustainability and profit, the researchers found that the time frame matters: while IT initiatives tend to require a short-term investment, they will bring long-term benefits that surpass the initial investment. The strategy deployed also plays a role: one company invested in hybrid cloud computing, which set them apart from the competition, which will ultimately improve profits. Having a green image is also a competitive advantage, as it can boost customer satisfaction. Additionally, the dilemma becomes less of an issue in cases where companies experience external pressure, like from the government or external stakeholders. If going green is essential for market success, the financial investments become less of a consideration and more of a requirement. This shows that the dilemma can play out in different ways, and it is important to consider how both internal and external factors will impact the implementation of a green IT strategy. Takeaways IT services are ubiquitous in business and management, meaning that organizations and managers need to prioritize the implementation of green IT. Organizations may have different motivations for doing so, motivations that may fall into the categories of competitiveness (economic pressure), legitimation (shifting norms) or ecological responsibility (doing the right thing). These categories can include both external and internal factors. In practice, this highlights two main ways to motivate companies to implement green IT practices: A combination of pressure from the government and corporate social responsibility obligations Aligning green IT measures with the goal of improving profits by satisfying market demand and reducing operating costs The researchers note that the latter is more sustainable, but that the former may be able to stimulate progress by implementing incentives (tax breaks) or punishments (high energy costs). The climate crisis is increasingly urgent, and helping the environment requires an “all-hands on deck” approach. With soaring IT needs and their accompanying environmental consequences, green IT processes are likely to be a trend that won’t go away any time soon. With this research, we gain a better understanding of what motivates organizations to take on green IT initiatives and how they can reconcile “doing good” with “doing well”, enriching our understanding of the drivers of business IT initiatives, an understanding that can help organizations seeking to take such initiatives themselves. Further reading Yang, X., Li, Y., & Kang, L. (2020). Reconciling “doing good” and “doing well” in organizations’ green IT initiatives: A multi-case analysis. International Journal of Information Management, 51, 102052. by Yan Li , 17.05.21 Source : Knowledge Lab Essec

With the European Green Deal of December 2019 supporting long-term signals to support green investments, and the proposed European Climate Law as a framework for achieving climate neutrality, low-carbon transition has recently featured prominently in European Union (EU) policy. EU SUSTAINABLE GROWTH REGULATIONS: THE CHALLENGES OF TRANSPARENCY, COMPARABILITY, AND LEADERSHIP With the European Green Deal of December 2019 supporting long-term signals to support green investments, and the proposed European Climate Law as a framework for achieving climate neutrality, low-carbon transition has recently featured prominently in European Union (EU) policy. “Greenwashing” (pretended concern about the environment) and false advertising in the marketing of supposedly “green” products tend to undermine this objective, and these phenomena have therefore come under scrutiny. In particular, the European Commission has adopted an Action Plan on Financing Sustainable Growth, which aims at reorienting capital flows towards sustainable investment, and fostering transparency and long-termism. The Action Plan has engendered three Regulations – “Disclosure”, “Benchmark”, and “Taxonomy” – between 2019 and 2021. The new legal framework represents a worthwhile beginning, but it is not yet fully mature. The Disclosure Regulation, the Communication from the Commission on Reporting Climate-Related Information, and soft law principles targeting green bonds specifically, have together updated the 2014 requirements on non-financial information. They have increased transparency at almost all levels in the financial value-chain: issuers, investment funds, pension funds, and hedge funds, financial advisors, asset managers (all recognized as “financial market participants” in the Regulation) and rating agencies. In addition, in order to facilitate investors’ access to data, the Commission has announced in its Capital Markets Union New Action Plan the establishment of a European Single Access Point for financial and non-financial information publicly disclosed by companies. The low-carbon Benchmark Regulation sets out the requirements for “EU Climate Transition Benchmarks” and “EU Paris-aligned Benchmarks”, while the Taxonomy Regulation establishes a unified EU classification system to label economic activity as environmentally sustainable. The Taxonomy Regulation makes clear which economic activities contribute most to meeting the EU’s environmental objectives, and thereby guides – or nudges – investors towards “green” investments (on the model of energy consumption labelling, and its colour-gradient). Under Article 8(1) of the Taxonomy Regulation, certain large undertakings that were previously required to publish non-financial information pursuant to the Non-Financial Reporting Directive, are now required to disclose information to the public on how and to what extent their activities are associated with environmentally sustainable economic activities. SMEs and non-EU companies can of course decide to disclose information on a voluntary basis for the purpose of getting access to sustainable financing or for other business-related reasons. By December 31st, 2021, the Commission will report on how to label “brown” activities that significantly harm environmental sustainability, as well as activities that have low impact. The EU’s green finance taxonomy is, in other words, directed at avoiding greenwashing by establishing criteria for activities and financial instruments that claim to be environmentally sustainable or to contribute to a social objective. This legal framework lays some groundwork for comparisons and sound decision-making on behalf of investors. However, more needs to be done in terms of standardising what is reported. In practice, the way environmental information reaches capital markets remains a sticking point. Labels, indices, and principles drawn up by various uncoordinated for-profit and nonprofit organizations have multiplied, creating complexity and confusion for companies and investors. Yet, as stressed by Robert Eccles, nonfinancial information that is of the same rigor and relevance as financial information, and that is also subject to the same degree of auditability, is indispensable for capital markets to operate sustainably. Standards for nonfinancial information for companies’ environmental (as well as social, and governance) performance are important: like accounting standards, they are accepted simplified constructs to represent a company’s performance. Though imperfect (and evolving), standards enable comparability (without preventing additional information to be provided) and only fulfil their role in practice if they are mandatory. The European Financial Reporting Advisory Group’s Project Task Force issued its final report to prepare for “the elaboration of possible EU non-financial reporting standards in a revised EU Non-Financial Reporting Directive”. The European Union plans to announce its standards in April 2022. However, because the economy is global, what is really needed are standards that are also global, in addition to being independent and rigorous. The EU has shown an interest in building up an international forum: with seven countries representing 55 % of the world’s greenhouse gas emissions and half of the world’s population and GDP, the EU launched the International Platform on Sustainable Finance (IPSF). Although the IPSF is not a standard-setting body, its work is aimed at preparing the ground for the international standard setters to develop globally applicable sustainable finance standards. As noted in the first IPSF annual report, the absence of coherent definitions of green investments (taxonomies) at the global level, and the low degree of standardisation of reporting, represent a limit to green and sustainable finance worldwide. Around the world, several countries have drawn up roadmaps for sustainable finance; various public and private bodies have also introduced frameworks to enhance standardisation. However, these uncoordinated initiatives tend to reflect local priorities and stages of market development and: they cause fragmentation. The need to overcome this situation is also recognized in the EU-US agenda for global change announced a few weeks after the election of Joe Biden. The transatlantic initiative contemplates jointly designing a global regulatory framework for sustainable finance, based on the experience of the EU taxonomy. This illustrates the leading role that Europe is in a position to play as other major economies start to prioritize a coordinated response to climate change. There is obviously a risk that collective action fails and that each entity insists on imposing its own standards rather than working towards global ones. In particular, there is a risk that the EU decides that because it can mandate standards, it should do so. Unless these are endorsed by market forces, such standards might trigger a mere compliance exercise, with little benefit to companies, investors and society as a whole. If, however, the EU recognizes that it could be at the forefront of an international effort to help global standards emerge, it will be able to foster joint work with other bodies, such as the Impact Management Project, which has engaged in an effort to reconcile the various sets of existing standards, the World Economic Forum International Business Council , which can harness commitment from the corporate community, and the Sustainability Standards Board established in September 2020 to sit alongside the International Accounting Standards Board and engage in a similar role establishing international reporting standards. Were the EU to take on the role of midwife, it could deliver to the world the standards for nonfinancial information that US and Asian companies will adopt. Meanwhile a race started since the SEC proposed in March 2022 rules regarding compulsory climate-related disclosures. by Geneviève Helleringer , 28.03.22 Source : Knowledge Lab Essec

Paris Business Leadership Conference Transformation and Digital Executives Register Now! In-Person Event | 2023 Attending Companies Discover More Why Attend our Event? Exclusive Content – Trend-forward sessions – with tons of practical takeaways and ideas to keep you ahead in the digital space. Brilliant Speakers – Gain in-depth guidance from expert speakers on fine-tuning your technologies used, risk management and the industry best practices Network with leading solution providers – As a delegate, you will experience cutting-edge technology from solution providers that can fulfil your business requirements. Showcase of Technology solutions - Gather practical perspectives from many real-world use cases shared by the market’s leading players, including early adopters and leaders from across the region. Key Topics After the difficult past few years, economies are slowly being restored. This is an opportunity for us to build back better, more sustainably and responsibly. Our Business Leadership conference aims to bring leaders together to discover new ideas and exchange new insights. The expectations among our business pioneers are extremely high for reuniting physically, and this is why Feyz International is bringing the new Business Leadership conference to the best hotels which will be enriched with inspiring talks, relevant content and effective networking. This conference will give you an opportunity to recognize solutions that will bring value to your business. With the new trends and cutting-edge technologies, businesses need to adopt and adapt to them to increase their efficiency. Not only you will have the chance to brainstorm on current issues but valuable advice from keynote speakers will be brought forward. Talent, Culture & The Future of Work AI, Data & Analytics Metaverse, Blockchain & Cryptocurrencies Leadership & Business Transformation Cybersecurity, Data Protection & IT Risk Management Privacy & Ethics in a Digital Society The Agenda The event's dynamic agenda will take you through a series of roundtable discussions, real-life use cases, and dedicated industry tracks, giving you a bird's eye view of the current market situation, the latest technological innovations and strategies for propelling your organization to meet the unique challenges of these unprecedented times. Our Upcoming Events