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Trends in Security Information
The HSD Trendmonitor is designed to provide access to relevant content on various subjects in the safety and security domain, to identify relevant developments and to connect knowledge and organisations. The safety and security domain encompasses a vast number of subjects. Four relevant taxonomies (type of threat or opportunity, victim, source of threat and domain of application) have been constructed in order to visualize all of these subjects. The taxonomies and related category descriptions have been carefully composed according to other taxonomies, European and international standards and our own expertise.
In order to identify safety and security related trends, relevant reports and HSD news articles are continuously scanned, analysed and classified by hand according to the four taxonomies. This results in a wide array of observations, which we call ‘Trend Snippets’. Multiple Trend Snippets combined can provide insights into safety and security trends. The size of the circles shows the relative weight of the topic, the filters can be used to further select the most relevant content for you. If you have an addition, question or remark, drop us a line at info@securitydelta.nl.
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It and finance leaders work together to develop flexible approaches for funding innovation
Over the next 18 to 25 months, there is the expectation to see more It and finance leaders working together to develop flexible approaches for funding innovation at the speed of agile.
FLEXIBLE DELIVERY OF emerging technologies to drive business outcomes is fast becoming today’s competitive battleground. Deloitte research found that 56 percent of CIOs expect to implement Agile software development, DevOps, or a similar flexible IT delivery model to increase IT responsiveness1 and help spur broader innovation ambitions. But there is an obstacle currently slowing these efforts, and it is formidable: the sourcing and distribution of funds. IT’s operations and development processes are becoming nimbler and productfocused while the finance function continues to budget, fund, and report the same way it has for decades. The result: tension between IT’s needs and finance’s procedures. If left unaddressed, this issue could impair the CIO’s innovation agenda and undermine an organization’s strategic goals. Nowhere is this tension felt more acutely than in funding strategic innovation and transformation agendas, which currently account for a small percentage of IT’s overall budget. (The average IT department spends 56 percent of its technology budget on maintaining business operations and only 18 percent on building new business capabilities.2 ) This is especially true for development initiatives that emphasize agility and speed. Finance processes are typically still tied to a project mentality, where the fallacy of predicting the future for unique product development (with unknown unknowns) is locked into a project plan with associated fixed project funding. Instead an “agile” approach—referring in this context to a state of being nimble or flexible rather than to Agile software development methodology—is capacity funded with a focus on maximizing outcomes.
Moreover, agile initiatives typically feature crossfunctional teams working in iterative sprints. In many companies, this clashes with the finance organization’s traditional funding processes, which are optimized for functionally compartmentalized teams. The cross-functional teams model hails from an era that emphasized repetition and scale of known and knowable assets, unlike today’s innovation-focused digital age.
Over the next 18 to 24 months, we expect to see more IT and finance leaders working together to develop flexible approaches for funding innovation at the speed of agile. This does not mean they will replace annual budgeting cycles with a shiny, unproven alternative. Indeed, balancing fiscal control and appropriate spending with value creation and financial results is a nonnegotiable requirement.