How Artificial Intelligence is Changing SEO

Artificial intelligence and digital marketing are quickly becoming intertwined systems. AI development is occurring at a feverish pace, improving the efficiency with which developers and marketers can do many tasks.

AI goes beyond enhancing market research. Because it doesn’t rely on static methods for data collection, it can do far more to categorize and classify data than almost any market research firm working today.

What this means for techniques like SEO is having tools that can offer data collection for predictive keyword phrases long into the future. In most cases today, SEO is based on the ideas of keyword research and speculation for keywords that can produce excellent results in ranking the webpage.

Stronger algorithms

Search engine algorithms typically have set patterns for the way they rank websites, but with an introduction of AI enhancements to search, marketers may be forced to use the same tools. This is because AI enhancements mean the algorithm can change almost daily. AI enhancements to search engine algorithms can learn from query to query and decide relevant search engine results based off the volume of every search on a much timelier basis.

Introducing SEO tools and software that can adjust keywords on the fly can help to make sure that a page is always in its best position to perform based on current search engine algorithms. Being able to adjust and select main keyword phrases to optimize content regularly or include new variations of content can remain essential to ranking a page.

More relevant, high-quality content

AI simulations can also be extremely helpful with managing technical and on-page SEO. Testing and diagnostic software are only improving with the use of learning algorithms. Performing multiple search engine queries for voice-based search, mobile searches and more could help to make sure that a page is optimized correctly to perform. As most search engine algorithms will place enhancements and search engine ranking to a site that is well optimized for mobile users and fast loading, this can present great opportunities for marketers to optimize further.

AI is also delivering improvements in relevance and quality of content. Google AI tools for search can weed out content that is light on information or simply optimized to rank. Google AI works to check on content relevancy by measuring time spent on each page. AI can go even further with sorting analytics data to check into the content that is producing the best on-page results and categorizing subjects that can keep your viewers returning to the page. Insights on quality of content are giving marketers the tools they need to rank and produce improvements for their viewers too.

These are just a few of the top ways that AI is changing SEO. It seems as though both on a technical side from a search engine perspective and from the side of marketers, an evolution is taking place as these AI systems improve.

Cybersecurity: Eight Ways You Can Boost Employee Buy-In

Cybersecurity threats are an ongoing problem, and one that’s growing: It’s hard to go a month without some organization reporting a breach or other problems. There were, for instance, more reported instances of data breaches in the U.S. during the first half of 2018 than in all of 2013, according to a report on Statista.

Yet, no matter how extensive cybersecurity measures are, the human element is a regular issue: Specifically, how well employees comply with the new procedures, sometimes handed down from people far removed from the employees’ department, who don’t necessarily understand all the ins and outs of how those employees do their daily work. A well-thought-out plan can go sideways, for instance, if team members ignore some of the steps involved to save time or avoid hassles — something quite possible, if they don’t understand why a task exists in the first place.

So how do you ensure individual buy-in, in order to keep your organization protected against data breaches or other security issues? Below, eight members of Forbes Technology Council share their preferred methods for boosting cybersecurity buy-in, as well as discuss why the approaches work. Here’s what they said:

  1. Make Understanding A Priority

Security and compliance actually have two separate goals. A compliance program should focus on the minimally invasive way to meet all public policy and industry rules to prevent fines or other sanctions. Security is about providing the correct level of protection to make an asset an unattractive target for a criminal. When employees understand the objective and outcome, you create buy-in. – Bret Piatt, Jungle Disk

  1. Lay Out All Of The Facts

It has become abundantly clear in the last 12 months in the world of cutting-edge technology companies, that customer data must be protected and respected to a massive degree. Such behavior does not merely grant your firm a competitive advantage. Rather, it is singularly pivotal to your firm’s very survival in the digital age. Make this fact clear to your teams on day one, and every day after. – Zia Yusuf, Velocity

  1. Clearly Define Policies

Often employees are left guessing “what’s our policy?” The ISO Compliance regime allows companies to clearly define those policies or rules, and then audit. Employees aren’t left guessing, for example, whether they can connect their personal Bluetooth fitness tracker. Employees need to feel good about their role in security, model good behaviors, and to be the sentinels when things don’t look right. – Phil Quade, Fortinet

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  1. Make It An Employee-Managed Initiative

Make cybersecurity an “employee-managed initiative.” Involve them in the “internal security committee” that tracks compliance. Communicate cybersecurity’s importance and the impact it has on the business using terms and language they understand. We use comic book-like imagery and sci-fi and comic language in posters across the office that reinforces the message without being suffocating. – AshwinRamasamy, PipeCandy, Inc.

  1. Demo A Break-In

Typical security procedures seem more like theatre than security, forcing employees through repetitive steps with no clear meaning. One of the best ways I’ve found to get employee buy-in is to demonstrate how vulnerable the company is to security violations. You can do this by having employees attempt to break in themselves, or watch someone else do so. It makes security real to watch it fail. – Sean Byrnes, Outlier AI, Inc.

Read more in The Cybersecurity Maturity Model: A Means To Measure And Improve Your Cybersecurity Program

  1. Create Security Roles

Protecting your company against attacks includes having a reliable team of experts in place who will identify risks in your network and business systems, while proactively creating mitigation strategy. Creating security roles and setting limited access required by each position and educating employees by holding yearly cybersecurity seminars will play a vital role in cybersecurity compliance. – Lana Vernovsky, Dynamics Resources

  1. Illustrate Importance

The best way to improve employee buy-in and compliance on cybersecurity features is to illustrate the importance of these issues. Regular training can help improve your employees’ understanding of company policies and will help to strengthen mutual goals, even through interpersonal differences. – Schieler Mew, CS Design Studios

  1. Make It A Part Of New-Employee Orientation

In our industry, we deal with sensitive customer data, including their bank account information. As part of new-employee orientation, I personally ask all new employees to safeguard this data and explain how our policies and training help us exceed customer expectations on protecting their confidential data. – VinayPai, Bill.com

 

Exercise can help cut depression, schizophrenia symptoms

London, Oct 2 (PTI) Exercising two or three times a week can reduce symptoms of depression and schizophrenia, according to experts who suggest that a structured physical activity regime can complement standard medication and psychotherapy to better treat mental health conditions.

Based on compelling evidence from a meta-review of existing research, the European Psychiatric Association (EPA) has issued new guidelines to promote exercise as a key additional treat for mental health conditions.

A global team of scientists collaborated on the new EPA guidelines published in European Psychiatry, which suggest a regime of structured exercise should be added to standard medication and psychotherapy.

Researchers found that exercise can effectively reduce mental health symptoms, improve cognition, and strengthen cardiovascular fitness among patients with depression and schizophrenia.

Their analysis demonstrates that moderate intensity aerobic exercise, two to three times a week for at least 150 minutes, reduces symptoms of depression and schizophrenia and improves cognition and cardiorespiratory health in schizophrenia spectrum disorders.

Evidence also supports combining aerobic with resistance exercise to improve outcomes for individuals with schizophrenia spectrum disorders and major depression.

The EPA guidance was also endorsed by the International Organization of Physical Therapists in Mental Health (IOPTMH).

“Our comprehensive review provides clear evidence that physical activity has a central role in reducing the burden of mental health symptoms in people with depression and schizophrenia. Our guidelines provide direction for future clinical practice,” said Brendon Stubbs, from King’s College London in the UK.

“Specifically, we provide convincing evidence that it is now time for professionally-delivered physical activity interventions to move from the fringes of healthcare and become a core component in the treatment of mental health conditions,” said Stubbs.

Long-term outcomes and full recovery among people with mental illness are often poor, even for those receiving appropriate medications. People with mental illness also experience very poor physical health and drastic physical health inequalities, which lead to this population dying up to twenty years prematurely.

“Signs and symptoms of premature cardiovascular diseases can be identified early in the disease course of mental disorders, when patients are in their thirties to forties,” said Kai G Kahl from Hannover Medical School in Germany.

The study provides evidence that physical activity plays an important role in reducing cardiovascular symptoms and improving physical health and fitness.

Artificial Intelligence can Empower Existing Education System

When discussing artificial intelligence, we form pictures of hi-tech machines and robots that are as efficient as the human mind. Amidst all this, the basic fact that AI is nothing but an advancement in technology is forgotten.

Today, AI has left no sector untouched by its innovations and novelty. Its contributions to the educational sector, especially, have been most beneficial because education forms the basis of all knowledge and progress.

Therefore, empowering and updating educational systems with AI has resulted in better impartment of knowledge and thorough and worthy evaluation of assessments by making them less of a blackbox.

For example, if a child is unable to grasp the concept of fractions, the system can look at whether the child was absent when that concept was taught, whether the teacher has historically had issues teaching this concept or whether the child is weak in prerequisites that would help him understand the concept.
Artificial intelligence, with its digital and dynamic nature, is progressing at an accelerated pace. A profound impact is also seen in the nature of services within the education sector.

Thus, we can conclude that the use of AI in the education sector, especially at the school level, has not only helped in easing the administrative burden but has transformed the realm of teaching and learning as well.
With AI, it has become possible to explore more and discover the vast depths of the education sector effectively.

Why B-School is initiating teaching Artificial Intelligence and Machine Learning

There is no doubt that Artificial Intelligence (AI) and Machine Learning (ML) are the two hot buzzwords right now. Examples of how AI and ML based disruptive practices are replacing traditional businesses on one hand while creating new business opportunities, on the other hand, are many.
In a nutshell, AI is the broader concept of machines being able to carry out tasks in a ‘smart’ way while ML prescribes the set of such ‘smart’ rules that the computer figures itself out.

2 lakh new jobs coming up in Artificial Intelligence sector
It is no exaggeration to say the current and the future belongs to AI and ML. It is estimated that in USA, there are more than 10,000 positions available at top employers across the country and additionally, the country is estimated to have 2, 50,000 open data science jobs by 2024.

Elsewhere — in EU, Canada and China — the demand for AI related jobs are not only in high demand, they are a few notches above the median salary.

India too is not far behind other countries in terms of AI hiring. Some estimates expect a 60 per cent rise by this year due to increasing adoption of automation, and the related IT industry will require 50 per cent more workforces equipped with digital skills.

All this translates to around 2 lakh new jobs this year.

Educational institutes need to provide future AI employees
Obviously, where the demand is there, educational institutes are expected to be at the forefront in bridging the gap. The question is — why are AI and ML finding its way into the B-school curriculum when it appears that AI and ML are still the forte of computer scientists, programmers and mathematicians?

Almost all of the top 20 business schools in India are now offering specialisations in Business Analytics while some of them are offering specialisation tracks in AI ML.

The answer is evident if we closely inspect two things:
One – what does AI ML typically do or can do?
Two — what are the expected roles of business schools?

Decision-making based on data inputs isn’t anything new: Benefits of AI and ML
To understand what AI and ML bring, we must acknowledge that decision-making based on data inputs isn’t new. Indeed, the traditional courses offered in B-schools related to decision sciences used computational algorithms as well as statistical models to solve problems.

Most of these algorithms are over a century old. However, our getting to a solution was limited by the way we deemed fit to go about it.

For example, logistic regressions, the favourite technique for many to solve binary classification problems (problems that needed us to correctly predict one group from the other), required us not only to identify the factors but also how they must be related to each other.

Undiscovered and hidden patterns in the data eluded us. ML solved this by letting the algorithms learn on its own, from the data and from itself the best route to classify.
Thus, the various boosting models, ensemble techniques as well as neural network models connected dots in the data which improved upon the results traditional algorithms could not.

The second finesse AI and ML brought are the unstructured data. This is what defines them and has not only gives us additional insights, it helps us address and tackle issues which otherwise we struggled with.
We now solve traditional problems using data obtained from video cameras, speeches, texts, social media interactions, images, satellite images etc. We no longer need to only focus on historical data to gauge stock market sentiments, often analysing texts in shareholder reports gives us better accuracy.
To estimate the footfalls in shopping malls, traditional survey methods are getting replaced by images of cars in car parks, to design agricultural forward contracts, satellite images of agricultural plots provide invaluable information.

Simply put, AI and ML have allowed us to access, process and utilize data in an efficient way to solve complex problems – both traditional as well as those posed in the new ecosystem. This is where B-schools fit in, almost by design.

B-school curriculums have always pride themselves for creating efficient decision makers. Managers are expected to decide and then execute their decisions. Often, such decisions must be made based on limited data and experience and yet must be made quickly.

It is not surprising, therefore, that some of those decisions face ex-post criticism, and perhaps rightly so. Decisions based on AI-ML are likely to reduce such errors.
For one, most of the unstructured data are not open to manipulations, and two, analysis based on that data reduces the human bias largely.

What is missing with AI and ML: the power of human intuition
However, there is an intrinsic part of human decision making that can’t be separated — intuition.
To a machine, a data is a set of numbers arranged in rows and columns where the column headings have no meaning! To a manager, the column headings are the most important. It is his training and experience that allows him to retain what is essential and cull out the rest.
Unlike a data scientist, whose journey with ML techniques is almost entirely about the column headings, he can trade-off accuracy for insight.

For example, an ML technique may always pick up ethnicity of an individual to determine whether he is worthy of receiving a loan, but a manager can use insights to exclude ethnicity as it may violate some fundamental principles!

A successful AI ML programme in B-schools must ensure that this balance stays. Curriculums must focus on ML techniques complimenting the managerial decision and not substitute them.
While Indian business schools were reasonably slow in riding the business analytics wave, it appears they want to remain ahead of the AI ML curve this time.

AI to enhance new job and employment engagement

Contrary to popular belief, Artificial Intelligence (AI) will have a “positive impact” on workplaces as it would create new job roles besides enhancing employee engagement and decision-making, a report said on September 6.
Artificial Intelligence to diversify human thinking
According to a Tata Communications’ study based on inputs from 120 global business leaders, Artificial Intelligence will diversify human thinking rather than replace it.

Artificial Intelligent: Statistics
As per the study, 90 per cent leaders agree that cognitive diversity is important for management

  • 75 per cent respondents expect AI to create new roles for their employees
  • 93 per cent believe that AI will enhance decision-making
  • AI to help people become more productive
    “While AI will replace some tasks, it will also create new ways of working, new jobs and new roles in companies. AI will also help people as well as organisations become more productive. It’s not man vs machine, rather man and machine working together,” Tata Communications CEO and MD Vinod Kumar told PTI.

The report further noted that Artificial Intelligence has the potential to assess each employee’s skills and innovation priorities, and suggest activities to spark creative thinking throughout the organisational hierarchy.
This can democratise the creative process and increase engagement of all workers.

More focus on communication and innovation
AI will also free employees from most tedious repetitive tasks, allowing them to focus more on communication and innovation.
“Work will move from being task-based to strategic, enabling workers to enhance their curiosity and creative thinking,” it added.
According to Professor Ken Goldberg, a leading AI researcher at UC Berkeley, there is fear now that AI will surpass human thinking and that machines are superior to humans.

“Robots and AI are not going to take away this creative, insightful, empathetic aspect of almost every job,” Goldberg noted.

The Promise of AI is in Assistive Intelligence

This is a contributed piece by Francois Ajenstat, chief product officer at Tableau Software and has been written in response to a recent piece by our senior staff writer, Dan Swinhoe

As artificial intelligence surges to the forefront of modern society, research and debate swirls around the power and role it should play. More often than not, a cloud of skepticism looms over the topic of security of jobs in the workforce. However, if we consider AI as assistive intelligence rather than an asteroid on a collision course, humans can take advantage of the opportunities presented through its advancement. With this approach, humans enhance, rather than replace skills, leading to increased benefit from technology and improvements in quality of life.
Applications of AI have the ability to empower workers and increase efficiencies across industries and every aspect of the supply chain. To put this into perspective, a recent study from PwC argues that machines will “increase productivity by up to 14.3% by 2030” and the UK’s GDP could be up to 10.3% higher in 2030, equivalent to an additional £232bn ($307bn).

Yet the advantages of AI are not exclusive to a macroeconomic level. Benefits also extend to the individual level by fundamentally changing employee responsibilities. Workers are liberated from daily mundane and menial tasks to explore a higher level of thinking and creativity, ultimately expanding their job roles. Of course, this in turn will translate into positives for their employers as a more engaged workforce leads to increased sales, productivity and employee retention.

In fact, a recent Deloitte Insights study of workers in the public sector showed that many tasks could actually be handled through automation. The study found that documenting and recording information is the most time-consuming for employees, sucking 10% of work hours, which could be saved using technology like AI.

However, AI is not a replacement for tasks simply because they are time-consuming. The same Deloitte study concludes that tasks, like caring for patients, simply cannot be replaced by AI. For example, cognitive technologies cannot assess a patient’s mood or administer medicine, and therefore are not advanced enough to replace the role of workers carrying out such responsibilities. Currently, the reach of AI extends only to enabling human workers with more of the time and resources needed to provide exceptional patient care. Ultimately, AI compliments human intelligence, enabling workers to focus on tasks that require insights and experience beyond what goes into an algorithm.

This brings us to the fact that true business value comes from the capitalisation of uniquely human skills. Individuals fluent in the language of data are already in high demand across the corporate world. While machine learning backed algorithms and AI assist decision makers in accessing and analysing relevant data, some tasks are abstract or situational and require an amount of intuition and experience to make the best decisions. Humans are uniquely qualified to ensure the encoded assumptions are reasonable and then to ask meaningful follow-up questions that link answers back to business problems.

While AI can find unexpected outliers and identify patterns within the data, human analysis plays a vital role in gathering useful insights from what they find on the screen. This is especially true when those problems lie in industries such as marketing, where success is often related to one’s ability to make a personal connection between brands and consumers – human to human. AI can be used to sort through data and identify a target audience, but only humans have the emotional intelligence to create a story that will resonate with the right audiences and deliver results.

Just as any mammal adapts to a change in its environment, so too will the human race. Machines have yet to match humans in regards to solving contextual business problems with big data. They lack the ability to draw from personal experience, context, emotion and the ingenuity required to go that next step. Exploring this scope is therefore paramount in acquiring job security and increasing workers’ purpose.

The debate surrounding AI will only intensify with its continued expansion. As with any groundbreaking development, the fear of disrupting the status quo is unavoidable. However, disruption does not have to equal destruction.
What matters is how we respond and find new ways to thrive alongside technology.

Next Generation CIOs to Create Paths of Success

This is a contributed piece by Adam Spearing, Senior Vice President, EMEA of Platform and Communities at Salesforce

The role of the CIO has changed immeasurably since I started working in tech some 20 years ago. The IT department is no longer here to ‘keep the lights on.’ Instead, the CIO is now Innovator in Chief, disruptor extraordinaire, and driver of change.

This shift is down to the rapid change in the way tech is perceived in many organizations and the demands from a generation used to the mobile consumer experience —  it has become a core enabler to the business, rather than a nice to have. What’s more, with breakthrough capabilities enabled by new technologies such as AI and big data, a growing shortage of available developers, and an increasingly tech-savvy business user, the role of IT — and the CIO in particular — is morphing into one of strategic advisor to the business and driver of innovation within the company.

But how can IT leaders manage this digital transition and take advantage of rapidly emerging opportunities? Discussing this question with customers, colleagues, and partners, I’ve come to the conclusion that there are three things IT leaders need to do to thrive in this new environment.

Take a business-first IT mindset
The rise of the next-gen CIO and their success can be put down to a number of factors, but one of the biggest is ensuring the IT function is commercially oriented. Today’s most successful CIOs are setting up their departments as profit, rather than cost, centers. CIOs must have a greater understanding of the business case for any new programme or tech-focused initiative. Only by understanding the wider business strategy and objectives can CIOs understand how to prioritize IT projects that best serve the customer and grow the business. It’s therefore a key part of the CIO’s role to ensure IT is involved in all decision-making processes and to establish themselves as a partner within the business.

Ocado’s CTO Paul Clarke is a case in point. When it comes to instilling long-term change, Paul sees the mission for his division, Ocado Technology, as fueling innovation and entrepreneurial spirit throughout the business. This ensures that technology decisions and initiatives are powering the commercial and strategic needs of the company.

Unlock data to innovate
Technological change is also forcing large companies to find new ways of working. Shell, for example, is facing market disruption from new types of competitors, which are changing the way the market trades and buys fuel. The company can’t afford to stand still and watch the world change around it.
As a CIO, one way to discover new ways of working is to unlock the data sitting within the business and turn that ever-growing pile of data into opportunity. Embracing a cloud-based system of engagement is no longer just about delivering a 360-degree view of the customer. It also enables end users to slice and dice customer data for actionable insights that help them see opportunities for new ways of working such as building apps to help run the business.

In the case of Shell, the team is using data analytics, big data and artificial intelligence to make better decisions internally. For example AI is being used in the analysis of the huge volumes of information created in the day-to-day running of Shell’s plants, helping the company to become more profitable.
Shell also uses AI to improve the customer experience and to keep ahead of the competition. For example the Shell Connected Car Open API can analyze user behavior and offer customers tailored convenience and loyalty rewards. The platform helps Shell predict what a customer might want so that when they arrive at one of their retail sites they can immediately send an offer to their phone such as a discount on food and drink.

Focus on the customer and employee experience
It’s not just businesses looking for fresh ways of working. Customers too are looking for innovative ways to make their lives easier. Our recent State of IT report shows customers are not simply looking for differentiation — they seek disruption. And they’re giving their loyalty (and business) to companies that are looking at new ways to do things that make their lives easier – whether it’s booking a place to stay with Airbnb or ordering tonight’s dinner via Deliveroo.

Technology has also changed what customers expect from the brands and companies they interact with. An overwhelming 70% said technology has made it easier for them to take their business elsewhere and a further 58% agree it has ‘significantly changed’ their expectations of how companies should interact with them. CIOs therefore need to focus on deploying new workflows and technologies that help their business deliver a convenient — and disruptive — experience to customers.

CIOs today should also look at applying these same principles to their employees. After all, it is employees who serve on the front lines of customer service, act as brand ambassadors, and are ultimately responsible for the organization’s success.

It’s clear that it has never been a more exciting or daunting time to be a CIO. The reason? Well, with IT leading the business, CIOs are under the spotlight like never before. At the same time the speed of business is also increasing. To quote Shell’s VP & Global CIO, Craig Walker: “Make a decision in the 1990s and it wouldn’t be wrong for eight years. Now, it could be eight weeks.”

Mexico: Fintech to Drive Competitive Growth

Mexico is making the greatest strides in Latin America when it comes to regulating the fast growing fintech industry.

A new bill doing the rounds promises to protect consumers and stimulate competition, keep a watchful eye over payment security and cryptocurrencies, and prevent money laundering or terrorist funding.
It’s a notably progressive step for Mexico to take. It will join a select number of other countries like Germany that have introduced explicit fintech legislation. According to Federico de Noriega Olea, partner at the Mexican offices of law firm Hogan Lovells, the law should provide more legal certainty for firms to carry out and expand their businesses, which may also mean greater access to funds.

It will at the same time place greater responsibility on companies to adhere to the rules, such as meeting capital requirements and reporting obligations. The more mature companies that have been carrying out some form of self-regulation may be better equipped to deal with this change. Younger companies that have just launched may struggle to adapt.

“The rules will definitely create a barrier to entry,” says de Noriega Olea. “Any regulation is in itself a barrier to entry. Again, the degree of such a barrier will depend on secondary regulation. I don’t believe the regulator is planning to create a high barrier to entry because one of the main goals of the proposed law is to foster competition.”

Bridging the credit gap
As per figures from 2015 from Encuesta Nacional de Inclusion Financiera (ENIF), a survey on financial inclusion, 44% of Mexican adults do not have a bank account. That figure may have changed slightly in the last two years but it speaks to a problem in Latin America’s second largest economy where adults have little or no access to credit or financial services. While there’s plenty of bluster and big promises, fintech is trying to bridge that gap and regulation can either be a friend or an enemy.

The International Finance Corporation (IFC) has been supporting fintech companies already active in the country, such as online and P2P lenders Afluenta and Kreditech, which provide a new bent on traditional services. Fintech has regularly threatened to upend traditional financial institutions but both sides of this coin will be affected by a change in the law.

“We consider that the legislation, as it is now, has the right elements to promote innovation in the financial industry,” says Carlos López-Moctezuma, head of new digital businesses and financial inclusion at BBVA Bancomer, one of Mexico’s biggest banks. “However, we need to keep track of the secondary legislation because those are actually the operative guidelines on how the fintech legislation is going to be implemented.”
BBVA Bancomer is very active in the fintech space itself. In August, it launched its startup sandbox programme, inviting startups inside the bank to work on new fintech services. These very companies will fall under the rules of this new legislation.

“However this is not something new for us in the way that we as a bank have been supervised, and prior to beginning working with another company, depending on the services offered by them, we have to be authorised by the authority,” López-Moctezuma adds.
“This is something that will affect fintech [companies] that haven’t been working with banks so far because they will have to spend resources in order to comply with the new regulation.”

Ahead of the pack
Mexico is the most forward in the Latin American region as far as implementing fintech regulations. Other countries haven’t moved as prominently but are starting to take notice. Brazil, the region’s biggest economy, is evaluating new legislation on how the technology should be regulated.

The Brazilian central bank published the draft law for consultation in August. According to an official from the bank, the law is specifically designed to address crowdfunding and online lending.

“The proposed regulation is expected to improve the regulatory framework for this type of electronic credit contract while contributing to the enhancement of efficiency and competition in the credit market,” he explains. “Such benefits are likely to reduce banking spread and boost the real economy, reaching microfinance operations.”

The Mexican law has not yet been passed and it’s expected that there will be many amendments made to the final document before the consultation period ends. Following the public consultation, the bill will eventually make its way to Congress but it’s difficult to pin down any time frame.

“Hopefully, it will be approved before year end,” says de Noriega Olea, “but I personally don’t believe that will happen because Congress has other priorities now, including discussing of the 2018 budget.”
That budget of course will be under much scrutiny in the wake of the earthquake in September which will mean funds being allocated to rebuilding and recovery, so fintech regulations may not exactly be on the forefront of Mexican politicians’ minds.

Foreign Tech Firm Needs a Threat

There’s no denying that the technology industry is rapidly evolving. And as a result, the companies that operate within this lucrative sector are also growing. From Apple to Samsung, the tech elite have billions of dollars at their disposal and are becoming ever more powerful.
With all this power, they’re capable of exerting their dominance and influencing countries around the world. But while high-growth technology companies are contributing massive amounts of money to global economies, some people fear that these firms pose a security risk to critical infrastructure systems.
The United States is an example of a country that has slammed foreign technology companies in recent times. Recently, American lawmakers ordered telco AT&T to sever its ties with Huawei over fears that the Chinese mobile phone maker is simply becoming too powerful. They believe that the firm poses a grave threat to national security.

Creating security backdoors
The worry for government officials – especially in the United States – is that foreign technology companies could use backdoors to compromise state information security. Scott Crawford, a director at 451 Research, believes that this issue plays out on “multiple” levels. But it is “often more visible when it comes to security risks, rather than foreign dominance”.
He tells us: “In many of these cases, the concern is that foreign interests could introduce technology or capabilities into the US that could introduce a risk to US information security – a risk that could be difficult to ferret out, if such a threat could be obscured within the technology.”
American security researchers have been looking into these threats for years, as the 2012 case with Huawei and ZTE certainly proves. However, Crawford makes it clear that these incidents aren’t just exclusive to Beijing – they come from countries globally. “These concerns arise in part from evidence gathered by security researchers in recent years alleging either direct or indirect involvement of foreign interests in breaches of sensitive information security. China has repeatedly been alleged to be behind many of these incidents – but it isn’t the only nation seen as posing a threat to foreign interests,” he says.

US as the culprit
The United States isn’t exactly innocent when it comes to surveillance and other espionage activities. Former CIA employee Edward Snowden has offered a great deal of insight into the country’s cyber spying over the years. “The US itself is often seen in this light, particularly following Edward Snowden’s allegations about US surveillance activities. It is therefore not surprising, perhaps, that in 2012, investigations by the US House of Representatives flared around accusations that Huawei and ZTE were doing exactly what the NSA was revealed to be doing two years later with their Tailored Access Operations teams,” explains Crawford.
Responding to these allegations, the Chinese have also been hesitant to accept American technologies into their market. Companies such as Apple and Google have struggled to reach out to the masses in the country. “China itself has reportedly opposed the incursion of US tech leaders into its markets, though many strategic tech companies have sought to reach rapprochement with China to ease concerns,” he says.

Companies that rely solely on foreign technology providers could be putting themselves at risk, admits Crawford. “There is concern at a more strategic level. Should any nation become dependent on a foreign technology provider for capabilities critical to society, it could be placing its strategic interests at risk. At the personal level, this concern could arise regarding technology critical to individual health or safety. At the societal level, it could involve technologies seen as part of critical infrastructure,” he explains.
He expects governments to become tougher on technology companies with the rise of IoT, concluding: “We would expect these concerns to color government response to the continued rise of the Internet of Things, as smart computing capability becomes increasingly integrated with the technologies of everyday life, from large-scale utilities to the smart home.”

A growing security risk
James Wickes, CEO and co-founder of cloud-based visual surveillance company Cloudview, says governments are right to be concerned about foreign companies that become too powerful. He tells us that the threats are “particularly felt in the domain of CCTV equipment, where the security services have not only raised concerns but identified specific threats”. Wickes points out to a situation in the 2016 case when MI6 became worried about Chinese company Hikvision being Britain’s largest supplier of CCTV equipment. He says UK security specialists “expressed grave concerns about the potential security risk, particularly for internet connected cameras”.

In May 2017, the US Department of Homeland Security highlighted similar vulnerabilities. It found a range of problems in connected cameras and issued a security advisory notice. Wickes explains that security researchers have also reported “backdoors in a range of cameras from other manufacturers that allow remote unauthorized administrative access via the web”, giving cyber crooks the ability to target government systems. He says: “Such backdoors are rarely an oversight, and are built in by people who know what they’re doing. They provide a means for hackers to come and go undetected, bypassing all usual security measures.”
In extreme circumstances, cyber criminals could use these backdoors to launch devastating terrorist attacks on countries. “They could even allow the hacker to configure the device to allow front door entry by unwanted persons to appear legitimate. This could easily result in a security breach that affects national security or competitiveness. With an inbuilt back door, poor IoT security might be a little too tempting for a nosey nation, while for terrorists, why bother with suicide bombs if you can shut down power stations, open dams and look at CCTV footage of major cities and public places at will,” he concludes.

While the news that the US Government wants to stop AT&T from forging an ever-closer business relationship with Huawei may seem slightly extreme, it appears that some of these worries are just. There are instances where governments rely too much on foreign technologies, leaving them exposed to attack from state actors. Clearly, security organizations need to keep a closer eye on government IT infrastructure to ensure it’s robust enough to fend off cyber crooks.

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