Cyber risk in advanced manufacturing: addressing talent-related challenges

By Sean Peasley

In a recent Cyber risk in advanced manufacturing1 study Deloitte conducted in collaboration with MAPI, we found that the lack of skilled talent in the cybersecurity function represents a significant challenge for manufacturers, especially for midsize companies ($500M-$5B in revenue). Additionally, we found manufacturing executives taking part in the study indicate that four of the top ten cyberthreats facing their organizations are directly attributable to internal employees. These threats include: phishing/pharming, direct abuse of IT systems, errors/omissions, and use of mobile devices.

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Cyber risk in advanced manufacturing: executive and board engagement

By Sean Peasley

The manufacturing industry is vulnerable. Nearly 50 percent of executives surveyed in a recent Cyber risk in advanced manufacturing1 study Deloitte conducted in collaboration with MAPI indicate they lack confidence their company’s assets are protected from external threats. Additionally, 48 percent of cyber risk executives surveyed believe while senior management is committed to improving the company’s cyber-risk profile, obtaining adequate funding to support key cyber initiatives such as risk assessment, data protection, cyber threat monitoring, incident response planning, and employee awareness remains a significant challenge.

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The future of IoT: Two research advances from the lab

By Joe Mariani

Excerpt: Businesses need to keep pace with technology developments to stay competitive.
In today’s environment of technology-driven change, businesses have a vital need to know what the next technologies will be. The sooner a company knows what technologies are coming, the sooner it can begin to build business models and strategies to take advantage of them. New technologies can emerge from any number of sources, from the military to a student’s dorm room. But many of the cutting edge advances that will likely drive future change are also currently experiments in the labs of computer scientists. This blog will highlight two such research advances which point towards the future of the Internet of Things (IoT) and all of the industries that it touches.

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The Journey to Industry 4.0: Watch the Webinar

By Brenna Sniderman

One question I get a lot focuses on the difference between Industry 4.0 and the Internet of Things. “Aren’t they the same thing?” Well, they are and they aren’t. The Internet of Things is a construct by which objects are connected and made smarter. Industry 4.0 connotes the fourth Industrial Revolution, in which this interplay between digital technologies and the physical world is scaled to an industrial level to enable connected production, supply chains, business operations, and beyond. In essence, it’s a scaled up, amped up, industrialized version of the IoT—which is why Industry 4.0 is also known to some as the Industrial Internet of Things.

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Splitting image: How digital twins can drive value

By Jonathan Holdowsky

I have heard it said that, somewhere in the world, there is someone who could be your exact double. Now, I’m not referring to genetic twins. I am talking about look-alikes who have no blood relation to you whatsoever. Whatever its scientific basis, this spooky notion has often found its way throughout literature, mythology, and film. The Germans name this ghostly counterpart a “doppelganger”; the French, a less awkward “sosie”. That there could be a twin stranger somewhere in the world may strike you as unsettling—or quaintly amusing. But if you ever did cross paths with your doppelganger, you could at least take solace in the fact that the resemblance would be merely skin-deep. This mirror companion would not actually be you.

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The rise of complexity in digital supply networks

By Stephen Laaper

The move to digital supply networks can be daunting, especially when organizations consider how exactly to implement these solutions into their existing supply chain. With so much information and hype about digital, it can be hard for organizations to know what works for them and what might be a hidden roadblock. However, when the digital transformation is implemented correctly, it can also seamlessly enable an organization’s digital operations.

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Securing the future of mobility

Addressing cyber risk in self-driving cars and beyond

By Greg Boehmer and Leon Nash

Climbing into a car has long been among the riskier things that people do—famously, the least safe part of an airplane trip is the drive to the airport.1 So it’s likely no surprise that self-driving cars’ safety is one of their most often cited benefits. Indeed, many expect the emerging mobility ecosystem,2 with increasing shared access to transportation as well as autonomous technology, to all but eradicate routine accidents.

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Change happens: Adopting a digital supply network

By Brenna Sniderman

Sometimes I avoid change. This is only natural; a lot of people do, at least some of the time. I like things that are comfortable and familiar, things that I understand and know my way around. I may steer clear of change because I worry that new can be risky, and that I might result in being worse off in the end–-a tendency known as loss aversion. Beyond loss aversion, however, change can be particularly challenging because it tends to have a ripple effect–one change necessitates another, then another, until you find yourself having to update everything. Anyone who has ever upgraded just one piece of technology in their office, or even updated just one appliance in their kitchen, can understand this phenomenon.

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