As the world fitfully rebounds from the recent Covid-19 pandemic, both our personal and professional lives will be altered. A recent survey by Gartner revealed that 74% of CFOs and Finance leaders said they will move at least 5% of their previously on-site workforce to permanently remote positions post Covid-19. Organizations will evaluate rent costs, health risks, and productivity benefits in the new environment. Some office space will be released.

Manufacturers are some of the most ambitious firms on the planet when it comes to harnessing the power of edge technology to modernize their businesses. As they make plans in 2023 to enhance business outcomes through the use of technologies such as 5G and IoT, manufacturers should also increasingly be called to innovate in the spheres of governance and cyber risk management.

Late in January this year, the UK’s National Cyber Security Centre announced an update to its Cyber Essentials scheme in order to ensure it “continues to help UK organisations guard against the most common cyber threats”. This year’s update isn’t an overhaul on the same scale as last year’s, but it did include important new guidance about zero trust architectures.

Enterprises today have had to rethink how they apply security to their corporate network and, as a result, have decided to implement zero-trust principles. As this approach encompasses a security concept and an organizational vision, understanding the benefits it delivers requires cultural change and clear communication within companies.

For the past several years we’ve all been sold the benefits of moving to Zero Trust, and it’s worked. We’re sold. But what now? At this point, companies have decided to embark on a long and committed journey – Zero Trust (ZT) isn’t built in a day. Keeping a clear eye on the finish line is necessary to maintain enthusiasm and buy-in as ZT architecture is put into place, divisions are shuffled around, and resources are fortified.