Mobile Device Security is a Moving Target

Mobile Device Security is a Moving Target

mobile-devicesAs businesses mobilize their workforces and processes the volume and variety of sensitive data passing through and sitting on mobile devices increases dramatically.  Even though the business owner or IT manager may recognize the importance of mobile data and device security, doing something useful about it is altogether another issue.  New considerations enter into the picture frequently, turning mobile security into a moving target. Protecting the business – the organization, its employees and its customers – requires adopting mobile security strategies that cover a broad range of issues.

First of all, is there any means of monitoring the activities of the connected or mobile devices?  Knowing which devices are interacting with your information would seem to be an essential part of business information security, yet smartphones and tablet devices often fall under the proverbial radar of IT or business management.  Actually, business management is likely among the base of users with the very mobile devices in question.

Are there ways to limit what information is accessible via these mobile devices, and is that data encrypted?  Consider also that data is sometimes at rest (like when it is just sitting on a hard drive) and sometimes in transit (like being uploaded/downloaded/transmitted over the wire).  In either state, the data should be encrypted in order to be more secure.

Is there a standard set of apps or services that users can enable, or is it pretty much personal choice?  Too often a user will innocently install a malicious app on their device, exposing the business to a variety of potential threats.  Creating strict policies around app selection and use is a really good idea, and finding a way to actually enforce them is even better.

The big issue is separation of work and personal apps and content.  Especially in small businesses where personal devices are the norm (well, not just in small business… Hey Hillary!) it is quite a challenge to create any useful separation between personal and business use.  The mobile device is often adopted as a personal choice of the user – who elects to invest their personal mobile device in their work – so exacting any real level of control in how the device is used is tough.  The security of the information is only as good as the security of the device, meaning that it is usually up to the device owner to decide if a password or pin is required.  Unfortunately and for the sake of convenience, there is often little or no real security on the device meaning there is no real security around the information on the device in the event that it becomes lost, stolen or compromised.

There are a lot of things that the business can do in order to improve the security of their business data in a mobile device environment.  Here are a few of the basics:

  1. Have defined procedures for what happens when a device is lost or stolen; make sure they’re followed
  2. Have a way to do a remote wipe of the device
  3. Make sure all devices lock after a period of inactivity, and that they have password or pin protection
  4. Have a mobile device use policy, and make sure all employees understand why it matters and agree to it.

jmbunnyfeetMake Sense?

J

Analysis, forecasts and modeling: What’s the point?

Analysis, forecasts and modeling: What’s the point?

financeIn today’s business world, risk, uncertainty and volatility are just par for the course – everyday realities of simply being in business.  Nothing is certain, they say, except death and taxes.  Yet there is a fine art to driving profitable growth in a business, and adapting to existing and emerging risk takes a great deal of experience, information and agility.  While planning and process development may occur at many levels within the organization, it is the FP&A (financial planning and analysis) capability which helps top performing businesses be top performers.

Financial planning and analysis are activities central to enterprise performance management (EPM) and must necessarily extend beyond finance.  Integrating various functional domains in the business (financial, operational and strategic), FP&A should bring data together from the various facets of the business and use the information to help structure and guide the organization toward meeting short-term and long-term goals.  Among the most critical of the duties of FP&A is calculating the financial impact, the monetary effects, of potential business decisions.  Everything in business means money, so there is always an impact to a decision.  With the right information supporting the decision, it is far more likely to have a positive impact and a level of sustainability.

While many CFOs may recognize the importance of performance measurement, planning and forecasting, a great many also believe the process isn’t very effective. The cause is frequently the divide between the various domains in the business and the information systems supporting them.  Operational data are distilled into summary financial information and fed to finance systems, losing much of the underlying intelligence that might be gained from analysis of the details.  Strategic development and planning may overlook certain volatile elements in the market, or may base successful outcomes on an expectation that conditions within the business will not change.  Finding ways to integrate the data from the respective domains into a comprehensive model is essential to developing a better and more robust forecasting and scenario-playing capability.  With the right information, analytics may be applied to all facets of management decision-making, anticipating and shaping business outcomes far more effectively than could be done without the insight.

Small business owners may believe that things like “predictive modeling” and “enterprise performance management” aren’t things they need to worry about, but the small business could use this information just as beneficially as a larger enterprise – perhaps even more as the insight could be the key to small business survival and growth.

Using analytics, the owner is able to adjust and re-align strategy in real-time to keep on the right path and goals clearly in sight.  Analytics can also help a business better understand what really drives revenue, working capital and profits.  Analytics can even help managers align compensation and strategy with business objectives, preventing compensation issues from outpacing business benefit.

There is a cost to growing a business, and some strategies might be more sustainable than others.  Time will tell, but it is great if the business owner has some business intelligence that might indicate what’s going to happen before it actually does.

Make Sense?

J

 

Confused about QuickBooks and the Cloud? Join the club

cloud-computingIn most regions around the country high-speed broadband is readily available, and using the Internet for working and playing online is a part of everyday life.  Facebook and Twitter and Instagram are household names and just about every conversation starts or ends with a reference to a meme.  It seems that everyone is connected and app-savvy, using high technology while doing business, doing homework, or doing just about anything.  Yet this move to online and cloud technologies has come with a high price tag for some businesses, especially small businesses trying to keep up with the pace of change and who are being encouraged to adopt just about every new thing that comes their way.  It’ll make them more efficient, more profitable, more attractive to customers, more interesting to prospects, and will allow them to do more in less time.  All of the “apps” for this and that have created a great deal of confusion for the average small business owner who may need a few tools to help get business done, and who is now facing the daunting task of figuring out which ones to use as the type and number of tools grows exponentially every day.  It used to be so simple, but now even the simple things are becoming difficult to understand – like QuickBooks, for example.

QuickBooks desktop editions, born from Quicken personal finance management software, continues to be the most popular small business bookkeeping solution available.  Yet QuickBooks is now offered as either desktop application (software you install on your PC), as a hosted solution (software installed and run on service provider systems and which you access via the Internet), or as an online application (QuickBooks online edition).  Initially, the lines were fairly clearly drawn – the desktop software gets installed on the local machine and the online edition runs from Intuit’s servers.  Then things got a bit more complicated as hosted services rolled out, and users were able to have their desktop QuickBooks managed with a service provider and accessible via an Internet connection.  Now, just to add to the confusion, Intuit delivers a new desktop app to access the online version of QuickBooks.   What?!  Yeah, you heard me.  There’s a desktop app to install to the PC (97MB!) that accesses the QuickBooks online system.

When Intuit, like to many other software companies, began pushing the online-only version of their solution, the messaging was all about making life easier with “no software” to install or manage.  Customers could simply sign up and have all the features and capability they need using only the browser on an Internet-connected machine.  Failing to consider that computing devices (PCs, tablets, phones, et al) continue to get smarter and more powerful each day, the software companies firmly believed that everything would eventually be on the Web, and the “access device” wouldn’t matter any more.  However, things haven’t turned out quite as planned, and users continue to not only demand desktop and device-based apps, they will often forgo the browser-only approach until a better app and interface comes along.  The truth is that the market wants apps and software running on their devices because the user experience and performance is almost always better than with a purely browser-based approach.  Browsers are great for visiting websites, but not so much when it comes to running business applications.  Sure, there are a lot of browser-based solutions out there, but not too many of them are as trusted or as heavily used as their desktop-based counterparts or competitors.

There is little argument to be made regarding the fact that many software developers are working towards entirely online application models, where little or no software would exist on the device and all data is managed and stored online.  What is arguable is whether or not the “fully online” model will ultimately win, or whether software will continue to be installed and maintained on the device.  Performance, functionality, integration with other applications, and usability will all influence the buyer’s decision regardless of the marketing hype.  It may simply be that users will have to try each model before they decide which one works best for them.  It seems that, with the introduction of the desktop app for QuickBooks Online, the QuickBooks-users club has voiced an opinion which sounds a lot like they liked the desktop software approach best.

Joanie Mann Bunny FeetMake Sense?

J

 

Skinny Isn’t Just for Jeans: Lean Business and the Service Sector

Skinny Isn’t Just for Jeans: Lean Business and the Service Sector

elastic-2Doing more with less is the mantra of today’s business.  Hiring more people or throwing money at a problem is almost never the best way to solve it… even if there are people and dollars to throw.  Businesses are feeling the crunch today more than ever, in some part due to advancements in technology and the emergence of retail and “self-service” service. Once upon a time it was OK to be a fat dumb and happy business, but those days are long gone.  With competitive pressures increasing – and emerging from new sources – just about every business is feeling the need to trim some fat – cutting costs and streamlining processes even as customer demand increases.

Lean and efficient business isn’t of concern just to manufacturing sector, even though that is where you most frequently hear about initiatives relating to process improvements tied to quality management. Professional service firms should also seek to identify areas where cost or time efficiencies could be gained while at the same time preserving (or improving?) quality of service delivery.  Price of service isn’t necessarily the largest factor in meeting the competition, but quality of service for the price and delivering on customer expectation are right up there as top priorities for buyers.

Quick: What do legal professionals and assembly-line workers have in common?

More than either one might think, apparently. After all, the “lean” approach to manufacturing—a concept which rolled off the Toyota Production System, only to be delivered to ailing U.S. auto giants in the late 1970’s—wouldn’t immediately seem applicable to workplaces where the heaviest lifting involves leather briefcases. As for paring resources, such as inventory, down to a minimum—it seems like overkill when applied to pens, yellow pads, laptops and file folders.

But the lean concept long ago roared out of manufacturing and parked its principles in service industries: lean accounting, lean healthcare, lean startups.

http://performance.cfo.com/2015/05/11/the-real-skinny-on-lean/

Professional service firms are being compelled to reduce costs just to compete, and are finding that cost-cutting isn’t all that is required.  Rather than doing more with more people, firms have begun to recognize that getting more done with fewer human resources is the goal – a goal which must be achieved without sacrificing quality of service.  In fact, most firms are now actively seeking ways to increase production and improve service levels, and to do it without increasing headcount and cost.  Client needs are changing and demands for higher levels of service continue to increase as society more fully embraces social computing and DIY.  Technology is impacting how businesses do business, and sometimes is the basis for establishing a new standard by which all competitors are then measured.  

Technology advancements are among the primary drivers moving service firms to explore leaner and more efficient ways of working. As more sophisticated tech and the resultant capability it delivers is made available in the market, more businesses begin to recognize that the “traditional” providers of certain services may no longer be the most cost efficient suppliers.  Competition often emerges from some of the most unlikely of sources, and this new reality is impressing itself upon even the sturdiest of professional service firms who find themselves facing new threats to the status quo. 

Like all customers, legal clients seem to have grown fussier than ever. One study estimates that about 60% of large clients replaced one of their top two law firms last year—citing mediocre service. As is true across industries, the cost of acquiring new clients only heightens the appeal of retaining existing ones.

via The Real Skinny on Lean: It’s out of the Factory and into the Service Sector – Performance.

There is much talk among accounting and legal professionals as to what the “firm of the future” might look like.  Are these firms highly efficient producers of service that rival the lean manufacturers, leveraging insight and innovation to deliver more value? Or are they adopting technology simply for the sake of change?  There is a difference between change and improvement, and not all changes result in the desired improvements to operations, efficiency or quality of service.  For the firms seeking to increase their competitiveness in a rapidly changing market, applying measurements to the various processes the business performs can reveal the secrets to improving not only process performance and product quality, but resultant profitability. https://coopermann.com/2013/03/18/philosophy-of-process-improvement-todays-cfo-focusing-on-operations/

jmbunnyfeetMake Sense?

J

Formula for Success: The Cloud and a Pair of Bunny Slippers

Formula for Success: The Cloud and a Pair of Bunny Slippers

drawn-bunny-slippersInformation technology and the “cloud” is amazing.  With the right IT resources and connectivity, individuals and small businesses are able to compete at global levels with much larger organizations, and are proving that placing focus and attention on the right aspects of the business helps the business perform better. The right IT approach is to use technology to make the business smarter so more gets done in less time and with fewer resources – this is wearing the bunny slippers.  The goal is leveraging systems, software and connectivity to be more efficient and effective, creating the time to stop and think for a while, innovate, or simply relax.

Too often the business owners or managers are tending to computers and systems which simply support status quo and aren’t spending their quality time growing and managing the business – getting more clients, creating new products, rising above the competition. Cloud computing models play a big part in changing that standard, supporting new levels of business sustainability and supporting process improvements never before imagined.

Cloud computing is now integral to many business technology models because the potential benefits are great.  Cloud computing solutions and outsourced information technology management allow businesses to focus on what they do best, and  not on the IT supporting it. These solutions and services are in high demand because they allow businesses to scale easily and affordably, paying only for what is needed at the time.  Improved collaboration and centralized access to applications and data make cloud computing models an important consideration for every business.

I’m not the only one who recognizes how beneficial the right IT approach and anytime/anywhere access can be. Others have recognized the freedom and flexibility these new technology models have enabled… and know the value of a pair of bunny slippers.

Joanie Mann Bunny FeetMake Sense?

J

Doing Business In Bunny Slippers Around The Globe.

Susan Solovic

When I first started my business, like many start-up operations, I decided to work from home.

I equipped an empty bedroom with a card table for a desk, cardboard boxes for filing cabinets and my dogs served as my office assistants. Voila! I was ready to roll, and it was great.

I could go to work in my fuzzy pink robe and bunny slippers. After all, no one other than the dogs would know.

Start-up business operations are always strapped for cash. It’s much less expensive to conduct business from your home than to rent commercial office space. And thanks to the Internet and technology home-based businesses can easily become international enterprises.

Read more at http://www.business2community.com/startups/doing-business-in-bunny-slippers-around-the-globe-01252506

 

 

QuickBooks Online vs QuickBooks Desktop: The Great Debate

QuickBooks users around the country are facing a dilemma like never before – they’re being forced to consider exchanging their beloved QuickBooks desktop editions with a subscription-based online application that seems like an entirely different product.  It not only seems like a different product, it is.  And this is where the debate begins.

For years businesses both large and small found Intuit’s QuickBooks software to be their solution for business bookkeeping and accounting.  Over the years the product line grew to support larger businesses, with the Enterprise edition scaling to 30 users and boasting a load of operational process support features.  Accounting professionals, too, grew to favor the QuickBooks products because there were features just for these “mechanics” who learned to make the software do what was necessary to support the business, even if the software wasn’t intentionally designed to be used in that manner.  After all, it is this “unintentional” activity which often results in really cool new features being introduced in the product – features that the designers didn’t think up but that users did and the news eventually got back to the developers.

dt-v-online-great-debateWhen Intuit introduced QuickBooks Online, however, the tried-and-true solution known as “QuickBooks” became something very different at first glance, creating the need to educate the market about the continuing existence of desktop QuickBooks products as well as the newer online QuickBooks product.  Differentiation of the two is not really the “desktop” versus “online” moniker – Commercial Hosts for QuickBooks, who essentially turn the desktop products into online application service, pretty much eliminate the whole “any time, anywhere” debate, as hosted QuickBooks desktop editions are just as anytime/anywhere as the online edition is.  The benefit of Internet access and running on any device is now removed from the equation, so what’s left to compare other than functionality, benefits and features… and a proven track record?

We could, in the past, have a conversation about the features, benefits and functionality in QuickBooks and know that the flow-through of product use knowledge, stored data and integration with other business solutions would be fairly seamless and consistent.  QuickBooks Online has demonstrated none of this, fracturing the seamlessness and consistency users could previously expect as they move through the product line – as businesses will do as they grow larger and have more demands from their software solutions.

So now there’s a debate – which solution is best?  The answer really isn’t necessarily about which is best, but which addresses the business need now and, if the business intends to be around for a while, in the future.  Sometimes the argument is more about getting you where you need to be rather than simply supporting where you are now.  I know I’m not yet ready to place any hard bets on whether or not the QBO  model will truly deliver the goods for growing businesses long-term.

Joanie Mann Bunny FeetMake Sense?

J