Last week, TELUS released the results of the 2010 TELUS/Rotman Study on Canadian IT Security Practices during a media announcement at TELUS House Toronto.  In its third year, the survey reflects responses from 523 Canadian business owners, managers and executives, nationwide.  Although the event was hosted in Toronto, media and influencers from across the country were able to partake live via webcast.  

Here are a few of the key findings:

 1.  Canadian security breaches rose 29 per cent while breach costs decreased by 78 per cent.  Private and public sectors experienced a minimal increase in security breaches; government reported a significant breach increase of 74 per cent.

 What does this mean?  Increased IT investment has led to greater visibility and earlier detection of these breaches, ultimately lowering clean-up costs.  The study also reveals a growing trend toward sophisticated attacks on high value data such as identity information and credit card numbers. What this says to businesses is that it’s crucial to take a proactive approach in securing data and implementing employee education to maintain security, as we see a continued increase of more intelligent attacks.

 2. This year’s results uncover a misconception:  One in four Canadian organizations are blocking access to social networking sites, citing security as the primary reason. Today, 66 per cent of employees in the government sector have access to social networking in the workplace, as do close to 80 per cent of private and public sector employees. 

 What does this mean? In both cases, organizations that block access to these sites actually bring productivity and security issues upon themselves as employees spend valuable time trying to circumvent the block or surf the sites through their mobile devices.  As technological innovations continue to develop, from social networking to the proliferation of smartphones, there needs to be an increased focus on education and awareness across IT, development and employees to ensure security risks and responsibilities are understood.

But perhaps the most exciting result of these 2010 findings is the interest shown by both business and consumer media. We’re looking forward to next year’s results!

The importance of fostering innovation was the theme of discussion for a group of business leaders who attended Ottawa’s executive Leadership Forum on September 22 – a hot topic that a recent Globe and Mail report suggests is on the minds of many.

The October 4 Globe and Mail story led with this: “Canadian executives know who is to blame for this country’s poor track record on innovation: themselves.”  And it went on to discuss a recent survey of corporate executives that showed that three-quarters believe an aversion to risk in their own ranks is a key factor keeping innovation and productivity low. This week, the Globe has been exploring innovation even more – running a series that has explored the concept from a variety of angles.

At the September Leadership Forum I attended, the topic amongst executives was the very same: how do we, as executives, foster innovation?

Each year the Canadian Advanced Technology Alliance Women in Technology Forum (CATA-WIT) sponsors a handful of local women working in the tech sector to attend the forum. Bringing together local executives from both the public and private sector, the event is aimed at encouraging us to step back and think about the way we work with our teams, clients, customers, and from a broad perspective, the way we run our businesses. I was lucky enough to be nominated by CATA-WIT, and September’s meeting kicked off the first of five sessions that will be held over the next seven months.

Philip Townsend, Advisory Services Partner for PricewaterhouseCoopers LLP, spoke to the group about how a company’s commitment to fostering and rewarding innovation is key to executing with excellence- a mantra that has long been part of the High Road Communications culture.

At High Road, our research shows that 75 per cent of CEOs believe innovation is the strongest competitive advantage. We know our clients want us to continually inject fresh thinking into everything we do for them. As their communications partner we are in a unique position: we know our clients’ businesses inside and out, but still maintain that outside perspective.

High Road’s Innovation Sessions are a unique offering that help our clients develop ideas in a new way. Based on a proprietary methodology, the sessions take participants through a process to develop breakthrough ideas. Acting as facilitators, we help individuals and teams better understand and define their problem, find solutions, move to action, test ideas, gain acceptance, and create results through innovation.

For us, it is a way to cultivate innovation. Whether it is for a new business pitch or to keep a current client’s communications strategy on the cutting edge, at High Road we draw on the power of our more than 100 team members to push the limits of originality.

One of the reasons I enjoyed the Leadership Forum, is because I was given the opportunity to brainstorm and generate new ideas alongside local executives I’d never met before. It reminded me yet again how important it is to shake it up, look outside, and keep the ideas flowing.

Thanks so much to CATA-WIT for sponsoring my seat.

The Leadership Forum is held by the Centre for Executive Leadership   at the University of Ottawa’s Telfer School of Management.

Having been a part of the High Road team for almost nine years (the company is eleven years old), it’s gratifying to see High Road be named to top 25 SMB places to work. From day one, we wanted to be a workplace based on great people – the most passionate, innovative and results-oriented professionals in the business. And despite our growth (we had a dozen employees when I joined in 1999 – today we are 85 strong), our entrepreneurial spirit has never wavered. Everyone in the company, regardless of seniority or title, can make a difference. The Globe and Mail article highlights five key attributes that all 25 companies listed share: employee input; career opportunities; proactive employee communications; talent development; and a responsive leadership team. Such an environment creates a strong culture of empowerment, allowing employees to take chances, accomplish great things and achieve real personal satisfaction in their work. This is no easy feat and employers that make this level of commitment to their employees should certainly be recognized for their efforts. Now, bring out the cake.