1、System Initiative on Shaping the Future of Digital Economy and Society Our Shared Digital FutureResponsible Digital Transformation Board Briefing每日免费获取报告1、每日微信群内分享7+最新重磅报告；2、每日分享当日华尔街日报、金融时报；3、每周分享经济学人4、行研报告均为公开版，权利归原作者所有，起点财经仅分发做内部学习。扫一扫二维码关注公号回复：研究报告加入“起点财经”微信群。World Economic Forum91-93 route de l
2、a CapiteCH-1223 Cologny/GenevaSwitzerlandTel.:+41(0)22 869 1212Fax:+41(0)22 786 2744Email:contactweforum.orgwww.weforum.org 2019 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or b
3、y any information storage and retrieval system.This white paper has been published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a re-sult of a collaborative process facilitated and endorsed by
4、 the World Economic Forum,but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.3Our Shared Digital FutureForewordExecutive SummaryToolkit list of board questionsProject FindingsTopic 1:Cyber-Resilience The
5、 Immediate Challenge Topic 2:Data Privacy A Universal IssueTopic 3:Internet of Things(IoT)The Gateway to Automation Topic 4:Blockchain Distributed Ledger Technology(DLT)Topic 5:Artificial Intelligence(AI)and Machine Learning Conclusion ContributorsGeneral Principles and GlossaryEndnotes5678810121415
6、16171819Contents4Our Shared Digital Future5Our Shared Digital FutureForewordBy 2022,60%of the global GDP will be digitized.Yet today only 45%of people trust that technology will improve their lives.Every sector is beginning to face deep questions about what the implications of this transformation wi
7、ll be.Previous collaborative research undertaken by industry communities at the World Economic Forum outlined the tremendous benefits that could be gained from this transformation.These include creating significant new economic value,meaningful and rewarding employment,and new products,services and
8、markets that contribute towards sustainability and societal value.At the same time,however,public understanding is growing about the potential risks,in terms of privacy,security and job insecurity.Digitization is rewriting the social contract changing the relationship between individuals and the sta
9、te and individuals and business.From a business perspective,the first challenge is immediate and existential.Digitization reduces barriers to entry and opens the possibility for new business models that disrupt incumbents.Digitization will ultimately reshape markets,sectors and the role of companies
10、 in ways that are yet to become fully clear.Business models will evolve rapidly,and cross-industry platforms and ecosystems are already emerging.On many issues,business is today being increasingly challenged about its role in society.In the digital context,the responsibilities of organizations as th
11、e primary stewards of our data,or as providers of connected devices that we rely on for safety,are equally being called into question.As every company becomes a tech company,these new responsibilities will affect every digitally enabled organization.What this means is clear:We must develop our under
12、standing and practices along multiple strands at once.We must rapidly engage in transformation and innovation programmes.We must encourage and participate in multistakeholder dialogue on the societal impacts of technology and our role in shaping positive outcomes.And we must improve our individual a
13、nd collective understanding of the state of play on key technologies today,in order to support good decision-making.In this final regard,boards play a critical role as they set the direction for their organizations.We hope this paper will make a useful contribution and be a good starting point for i
14、mproving understanding,supporting informed decision-making and enabling all organizations to contribute positively to a trusted,inclusive and sustainable digital economy.Derek OHalloran,Head,Future of Digital Economy and SocietyMember of the Executive Committee,World Economic ForumWinston Griffin,Pr
15、oject Collaborator,Seconded to the World Economic Forum by Procter&Gamble6Our Shared Digital FutureExecutive Summary A responsible approach from business will be essential to managing digital transformation.The motivation to achieve this comes from the need to reconcile two forces.On the negative si
16、de is concern in the near term over potential liability for enterprises that are not well prepared.And on the positive side,this is a unique moment for enterprises to rise to the challenge,at a time when industries are rewriting social contracts.The World Economic Forum(the Forum),via its Global Sys
17、tem Initiative on Shaping the Future of Digital Economy and Society,is driving the agenda of“Our Shared Digital Future”.One of its goals is delivering responsible digital transformation(RDT),and this paper aims to provide a framework on how to think about the impacts from five emerging digital devel
18、opments of cyber-resilience,data privacy,the internet of things(IoT),blockchain and artificial intelligence(AI).The target audience for this paper are the boards of all organizations,and the objective is to provide a practical toolkit for use by the“normal board”.This potential global audience inclu
19、des listed and private companies,non-profit organizations and public-service delivery organizations.We hope that government agencies overseeing commercial and economic activities will find insights for policy-making and reach a better understanding of the needs of the business community in terms of
20、regulatory frameworks and the enabling environment.As part of the work,the Forum ran a consultation with business leaders and regulators during 2018 to explore the topic of responsible digital transformation.This revealed three themes:the large expected productivity gains;the inability of regulatory
21、 frameworks to cope with the rate of change;and the increasing role and leadership expected of boards.The productivity consensus was that digital transformation will represent an unprecedented opportunity to achieve economic gains for society.On the risk side,there was a concern that cyber breaches
22、could lead to a loss of trust throughout all sectors of society.Respondents expected widespread disruption of business models as digital transformation erodes traditional barriers to market entry and generates a new mix of winners and losers.There was a consensus that the process will involve job lo
23、sses in the short term,but no clear picture emerges on the longer-term impacts.On the regulatory front,the consensus was that the speed of technological advances contrasts with the length of the regulatory cycles.The rate of change is simply too quick for regulation to keep up hence the expectation
24、that business needs to step up.Boards of enterprises have a big role to play.It is important for boards to realize that all companies are now“tech companies”to some degree,regardless of the sector in which they operate.Board members must understand and embrace this digital transformation and become
25、proactive and integrated into what these emerging technologies will mean for operations,product/service offerings,finances,business models and labour.Digital issues must rise on their agendas because the opportunities and risks could be fundamental to the long-term viability of their enterprises.Pre
26、viously,board membership required a combination of industry knowledge and networks.This is no longer enough.Technical skills required to oversee digital transformations are now modern and specificTheo Bouts,CEO,Mobile Division,Zurich Insurance GroupBoards will need to change from a sitting in the ca
27、r approach on digital and data governance to more of a hovering over the car approach,to be able to see what is coming around the next bend.Mats Granryd,Director General,GSMAIt will be next to impossible for governments and government policy to react quickly(say within the next three years)to resolv
28、e the short-term negative impacts that will arrive with digital transformation.Therefore,it will be up to the incumbent business community to help manage the change.Business leadership needs to embrace the problem and the responsibility to minimize the disruption Boards need to get aligned with the
29、century.”Deepak Krishnamurthy,Chief Strategy Officer,SAP:7Our Shared Digital FutureThe five digital transformations covered in this toolkit are at different stages but are all interlinked.Cyber-resilience is no longer an aspiration,rather it is a basic requirement in operating any enterprise.Data pr
30、ivacy issues are already upon us,and complete changes in corporate culture may be needed.IoT will be a great accelerator,but it will also compound data privacy and cybersecurity issues,both for good or bad.And blockchain or distributed ledger technology(DLT)may prove disruptive to many intermediatio
31、n-based business Toolkit list of board questions:Foundational1.Are our breach response plans tested and in place,including plans to deal with reputational risk?2.Is there a data strategy on what,how and for what purposes we collect data?Are we clear on where and why we collect sensitive data and hig
32、h-volume personal data?3.Is there an accounting inventory of all active devices,platforms and systems,with access,detection and remediation plans in place for all our essential systems?4.Are privacy by design and default and cybersecurity logic built into our front-end innovation?5.Is our supply cha
33、in vetted and working to the same standards?Principled 1.Are the data collections we use for AI trustworthy,measurable and repeatable,and can we explain how we reach a specific outcome from all our algorithmic decision processes?2.Does a culture of“algorithmic accountability”and“ethics by design”exi
34、st in our organization?Organizational1.Are we hiring people with the necessary level of technical mastery and are we investing enough in training?2.Is the chief technology leader given final accountability?3.Do we have a culture of human-centredness in our organization?4.In addition to tracking inve
35、stments and financial returns from digital transformation,are the societal benefits also being recorded?And you as a board member1.Do you deeply understand the business model and the points of vulnerability?2.Do you as a board have enough collective digital expertise?3.Do you understand the core pri
36、nciples behind the regulatory framework?models.The challenges of mass AI usage are only now starting to emerge and may require a rethink of baseline expectations on what constitutes business accountability.The narrative structure of the paper includes an overview of each technology;the essential res
37、ponsibilities for business,government and society;and some tools to help boards focus on vital adaptations within their organizations.Signposts to curated Forum expert papers and useful external reading are also provided.8Our Shared Digital FutureProject Findingsfrom reactive to proactive.A direct r
38、eporting line to the CEO should be considered where possible,as well as regular interactions with the board.Extensive breach scenario analysis and risk modelling need to be part of the regular board agenda.OverviewAt its simplest,being cyber-resilient means taking measures to prevent and protect aga
39、inst the criminal or unauthorized use of electronic data.As digital transformation gathers pace,cyber-resilience will move up the worlds agenda.The number of data breaches is increasing,as is the severity of the attacks.Based on the Gemalto Breach Level Index,1 the first half of 2018 saw 945 data br
40、eaches affecting 4.5 billion records,a 133%increase over the same period last year.More than 90%of events involved unencrypted data and 65%identity theft.A significant number of breaches involved government records.The Forum recently published the 2018 Global Risk report,2 showing the increasing ris
41、ks to cybersecurity over the past decade.More pointedly a respondent pool of 12,500 companies covering the three largest regions of North America,Europe and EAPAC named digital cyber-resilience as the biggest global risk.Business,government and citizens all stand to lose if we cannot create a safe d
42、igital environment to capture the potential gains from the Fourth Industrial Revolution.Responsibility and call to action of business,government and societyBusiness:Cyber-resilience requires good housekeeping,as well as a deep and sophisticated network of defences.The primary source of vulnerability
43、 is human error,so all enterprises need to train their employees on digital habits and basic security protocols to shore up this first line of defence.Businesses need to create a new cyber-fit culture.Corporate IT training budgets are increasing,3 but need further focus,in much the same way that the
44、y were made a priority in the 1980s when information technology first arrived.At its simplest level,attitudes to protecting the digital space should match approaches to guarding physical space.Access rights and authentication standards need to be enforced.The essential first objective is to minimize
45、 all insider risk.Inter-company behaviour may shift back towards the traditional“need to know”as a working principle.Companies should explore using internal data classifications such as secret,confidential,business and public,to increase awareness inside their organizations.A central inventory of al
46、l networked devices and applications is a required second step and all mobile devices may have to be monitored.Organizations need to form and train incident response teams.Very importantly,third-party risk is a concern as supply chains may be vulnerable after decades of outsourcing.Supply systems ma
47、y need recalibration to ensure vendors reach minimum cybersecurity standards.At the enterprise level,cybersecurity risks can be reworked into the business model to ensure security by design is a first step.And the management role of the chief information security officer and the cybersecurity team s
48、hould move In general terms,the digital regulatory approach has historically followed the telecom sectorial framework,which has been characterized by an incremental approach.The general sense is that the regulatory bodies are less ready to deal with the transformation and horizontality of the new te
49、chnologies.Fiona Alexander,Associate Administrator,National Telecommunications and Information Administration(NTIA)Governments:In the absence of global cyber laws or treaties,governments have an enabling role to develop coherent national cybersecurity strategies and transnational and regional treati
50、es,in much the same way as has been done for international trade.They need to ensure that public databases and national infrastructures have the necessary safeguards and establish regulatory frameworks that accelerate the adoption of cybersecurity practices.Law enforcement needs to be standardized a
