Skip to main content

Note from Japan - cyber attacks

I'm on a week-long trip to Japan to visit with some clients. Although not a reason for my trip, a subject that's come up several times is the alarming recent spike in cyber attacks on Japanese companies. One senior executive at a global electronics corporation told me that they were responding to at least one serious attempted breach every day; another - more worryingly a significant player in the defensive industry - reported similar issues.

This goes to show that the recent London conference on cyber security was very topical as this is a global issue, at least for those companies that embrace and participate in market capitalism. There is clear danger of reaching for apocalyptic scenarios when discussing this topic, but I for one am concerned about the threat of cyber warfare perpetrated by China, Russia and others to the world's economic and political security.

The regimes mentioned are not in any way wedded to the market economy - they and their puppet companies participate as far as needed to secure sufficient economic and material power to sustain their internal political objectives. If that means that the innovation engine that powers creative destruction is rendered impotent by endless plagarism then all the better. As the technological advantage of the developed world is eroded, so the real power of emerging regimes becomes all the more manifest. Stagnation of global development is excellent for them, even if it is not the primary objective of their strategy.

And the threat is not just economic - it's bad for profit margins if China copies your jet engine design. It's a whole lot worse if that engine ends up in the back of a Chinese fighter plane over the Spratley Islands.

Governmental intervention would be one way of protecting our system, but history suggests that public sector intervention tends to be too late to have a positive effect. For me, the answer lies in industrial co-operation to protect vital communications networks and secure corporate firewalls. RAND would love the game theory inherent in this problem - it doesn't matter where Liyang gets its engine design from, it's the ability to leap technology generations that kills you. Therefore one breach breaks the entire system. We live or die together!

I think this subject is going to be a major focus for us in the coming years - hopefully we can contribute to a meaningful solution.

Comments

Popular posts from this blog

Impacts of a handset leasing model on mobile telcos

Following yesterday's post, here's some related thinking on the impacts on operators of handset leasing. Handset sales represent around 25% of operator revenues in a typical European market, but generate only around 5% of margin. It may therefore be the case that the scenario described would lead operators to a more profitable structural model than exists today. Oil companies are consistently and acceptably profitable, despite being (literally in some cases) the ‘dumb pipe’ that operators are so desperate to avoid becoming. One of the reasons for the oil majors sustained profitability is clear focus on their role in the value chain – to supply the fuel that enables transportation, relying primarily on location, then brand and finally product innovation to compete. BP or Shell do not need to subsidise the purchase of a car in order to drive consumption of fuel because consumers are ‘hooked’ on it (it gets them from place to place) and there are many credible car manufacturers an

Value drivers for telecoms retail

I've been doing a really large number of driver trees recently - we've taken to using them on every project to get really into the guts of value creation for businesses and thus decide where to focus initiative development (How To Win, if you're keeping score). Anyhow, I had to pause for thought recently to work out how to represent the subscription aspect of telecoms retail for a client. Since it took me a minute, I thought I'd share... its lack of elegance suggests that its not quite right, although it was enough to demonstrate that there was a certain lack of coverage in the initiatives that my client was pursuing and thus spark a debate. Enjoy.

Chief Strategy Officers II - Career Development

Here's a follow up to my earlier post on the starting point of Chief Strategy Officer (CSO) careers in the FTSE 100 and S&P 500 companies - a visualisation of two steps in their careers: their first employer or job and the job they had before they got their current position. Lots of work went into this... so any insights that you glean from the visualisation would be great to hear about :). The CSO is a crucial strategic role on the executive (!) and the owner of the tone and philosophy of decision making across much of the business, knowingly or unknowingly. Scrutiny of their experience in defining the process and language of strategic management is therefore appropriate not just amongst their executive peers, but in my view amongst shareholders. The days when being very smart and able to analyse large amounts of data were enough to be a CSO are basically gone... has the profession moved on enough to cope?