Fortinet recently released its 2024 Global Cybersecurity Skills Gap Report, which highlights ongoing challenges related to the cybersecurity skills shortage impacting organizations around the globe. The study also included large organizations from the UAE.

“The findings from our 2024 Cybersecurity Skills Gap Report highlight a critical issue facing organizations in the United Arab Emirates,” says Alain Penel, VP – Middle East, Turkey and CIS, at Fortinet. “Close to 58% of IT decision-makers cited the lack of training and upskilling opportunities as being their biggest challenge. This underscores the urgent need for enhanced cybersecurity training and certification programs, as 94% of our respondents said they were ready to pay to get their employees cybersecurity certified. It is also encouraging to see that 92% of IT decision-makers actively women into security roles, while 74% had plans to introduce diversity goals over the next 2-3 years. Fortinet is committed to supporting organizations to build a resilient cybersecurity posture by providing comprehensive training and certification programs through our pledge to train 1 million people in cyber by 2026. We aim to empower professionals with the necessary skills to protect against evolving cyber threats and secure their organizations effectively.”

Key findings from the global report include:

• Organizations are increasingly attributing breaches to the cyber skills gap.
• Breaches continue to have significant repercussions for businesses, and executive leaders are often penalized when they happen.
• Certifications continue to be highly regarded by employers as a validator of current cybersecurity skills and knowledge.
• Numerous opportunities remain for hiring from diverse talent pools to help address the skills shortage.

The Cyber Skills Gap Continues to Impact Companies Worldwide

An estimated 4 million professionals are needed to fill the growing cybersecurity workforce gap. At the same time, Fortinet’s 2024 Global Cybersecurity Skills Gap Report found that 70% of organizations indicated that the cybersecurity skills shortage creates additional risks for their organizations. Other findings that highlight the impact of the growing skills gap on companies worldwide include:

• Organizations are attributing more breaches to a lack of cyber skills. In the past year, nearly 90% of organizational leaders (87%) said they experienced a breach that they can partially attribute to a lack of cyber skills, up from 84% in the 2023 report and 80% the year prior.
• Breaches have a more substantial impact on businesses. Breaches have a variety of repercussions, ranging from financial to reputational challenges. This year’s survey reveals that corporate leaders are increasingly held accountable for cyber incidents, with 51% of respondents noting that directors or executives have faced fines, jail time, loss of position, or loss of employment following a cyberattack. Additionally, more than 50% of respondents indicate that breaches cost their organizations more than $1 million in lost revenue, fines, and other expenses last year—up from 48% in the 2023 report and 38% from the previous year.
• Boards of directors view cybersecurity as a business imperative. As a result, executives and boards of directors increasingly prioritize cybersecurity, with 72% of respondents saying their boards were more focused on security in 2023 than the previous year. And 97% of respondents say their board sees cybersecurity as a business priority.

Hiring Managers Value Continued Learning and Certifications

Business leaders widely regard certifications as validation of cybersecurity knowledge. This year’s survey also found that:

• Candidates with certifications stand out. More than 90% of respondents said they prefer hiring candidates with certifications.
• Leaders believe that certifications improve security posture. Respondents place such high value on certifications that 89% said they would pay for an employee to obtain a cybersecurity certification.
• Finding candidates who hold certifications isn’t easy. More than 70% of respondents indicated that it is difficult to find candidates with technology-focused certifications.

Companies Are Expanding Hiring Criteria to Fill Open Roles
As the cyber workforce shortage persists, some organizations diversify their recruitment pools to include candidates whose credentials fall outside traditional backgrounds—such as a four-year degree in cybersecurity or a related field—to attract new talent and fill open roles. The report also found that:

Organizations continue to have programs dedicated to recruiting from a diversified talent pool. Eighty-three percent of respondents said their organizations have set diversity hiring goals for the next few years, in line with last year’s report but slightly down from 89% in 2021.

• Diversity hiring varies from year to year. Despite ongoing recruitment targets, female hires are down to 85% from 89% in 2022 and 88% in 2021; hires from minority groups remain unchanged at 68% and up slightly from 67% in 2021; and veteran hires are up slightly to 49% from 47% in 2022, but down from 53% in 2021.
• While many hiring managers value certifications, some organizations still prefer candidates with traditional backgrounds. Despite many respondents saying they value certifications, 71% of organizations still require four-year degrees, and 66% hire only candidates with traditional training backgrounds.

Organizations Are Taking a Three-Pronged Approach to Building Cyber Resiliency
The increasing frequency of costly cyberattacks, combined with the potential of severe personal consequences for board members and directors, is resulting in an urgent push to strengthen cyber defenses across enterprises. As a result, organizations are focusing on a three-pronged approach to cybersecurity that combines training, awareness, and technology:

• Help IT and security teams obtain vital security skills by investing in training and certifications to achieve this goal.
• Cultivate a cyber-aware frontline staff who can contribute to a more secure organization as a first line of defense.
• Use effective security solutions to ensure a strong security posture.

Companies in the Gulf Cooperation Council (GCC) prioritize innovation more than ever—with 85% of senior executives in the region ranking it among their organizations’ top priorities, slightly above the global average. This strong commitment to innovation reflects the region’s ambition to lead the global knowledge economy. A new report released by Boston Consulting Group (BCG) highlights this positive trend while noting opportunities for GCC firms to enhance their innovation readiness.

For its annual innovation study, Innovation Systems Need a Reboot, BCG assessed companies’ innovation maturity and surveyed senior innovation executives worldwide, including those in the GCC region.

While innovation continues to demonstrate value, the study shows that innovation systems globally need a reboot. Innovation priority remains at an all-time high, with 83% of global companies ranking it as a top-three priority. However, innovation readiness has sharply declined worldwide, from 20% two years ago to 9% last year and just 3% this year globally. This global trend is even more pronounced in the GCC, where firms exhibit even lower innovation readiness than the global average. The study reveals that while GCC organizations prioritize innovation at a higher level than their global counterparts, they face greater challenges in translating that ambition into readiness. This aligns with global patterns where companies across various regions are struggling to match their innovation priorities with practical readiness, though the gap appears more significant in the GCC.

“We are seeing GCC organizations prioritize innovation, with 85% of executives ranking it highly. However, converting this ambition into readiness remains a challenge,” said Faisal Hamady, Managing Director and Partner at BCG. “To close this gap, it is crucial to strengthen the link between innovation and business strategy. Organizations must benchmark processes, align them with strategic goals, and leverage Generative AI while addressing talent constraints and rising capital costs.”

Talent Challenges in a Changing Landscape

When GCC business leaders were asked to rank the challenges facing their innovation teams, talent pool constraints emerged as one of the top concerns, alongside the rising cost of capital.

“The GCC is in flux when it comes to attracting top talent,” noted Thibault Werle Managing Director and Partner at BCG “While Dubai, Abu Dhabi, and Riyadh have all ranked highly as cities of choice for global talent, the region is still in the nascent stages of building its talent pool. However, as we’ve seen with many initiatives in the GCC, if you build it, they will come. The rapid development of innovation ecosystems in these cities will likely accelerate talent attraction in the coming years.”

The study also highlighted the need for a broader ecosystem approach to innovation in the GCC, recognizing the crucial role of public sector leaders and national strategies in driving innovation alongside corporate efforts.

Generative AI Adoption on the Rise

The study found that 84% of GCC firms are starting to use Generative AI (GenAI) to drive innovation, reflecting the region’s embrace of cutting-edge technologies. However, as with global trends, most organizations are still in the early stages of GenAI adoption.

“GenAI presents a significant opportunity for GCC innovators to boost efficiency and bring fresh perspectives to their organizations,” said Managing Director and Partner, Faisal Hamady. “As the region continues to invest in digital transformation and AI capabilities, we expect to see more widespread and sophisticated use of GenAI in innovation processes.”

Six Key Recommendations for Linking Innovation with Business Strategy

Practical foresight in strategy is crucial for GCC companies to succeed. Companies can position themselves at the forefront of their industries by being proactive, anticipating future trends, and aligning innovation efforts with strategic goals. To improve innovation readiness and link innovation with business strategy, BCG recommends focusing on six key elements.:

• Executive ownership: Ensure innovation is championed by the CEO or other prominent members of the C-suite.
• Clear sense of purpose: Develop a shared story on the purpose of innovation and how it supports the company’s strategy.
• Focus on competitive advantage: Explicitly focus on opportunities where the organization has an explicit right to win.
• Specified domains: Center the innovation portfolio on areas that support the overall strategy.
• Target portfolio structure: Create a vision for how resources should be deployed across the innovation portfolio.
• Quantified objectives: Establish a fact-based perspective on how innovation contributes to financial goals.

Looking Ahead

As GCC economies diversify towards knowledge-based sectors, strategic innovation becomes crucial. By addressing current challenges and aligning innovation with business strategy, GCC companies can compete globally and drive regional economic growth. Leveraging emerging technologies like GenAI while maintaining a clear strategic vision will be instrumental. To close the readiness gap, leaders in the GCC need to sharpen the link between innovation and strategy while leveraging AI. Additionally, putting in an outsized effort to address talent constraints and funding challenges, especially in light of rising capital costs, will be critical. This approach will improve innovation readiness, enhance talent attraction, and accelerate technological advancement, positioning the GCC as a global innovation hub.

How innovative furniture solutions are shaping the future design

The landscape of the modern place is ever evolving, what we require of the spaces we work in is shifting in the face of economic, geopolitical, and technological change. Furniture is too. No longer confined to open-plan paradigms, furniture has become far more adaptable and purpose-driven, able to meet the constantly changing day-to-day needs of humans at work.

At MillerKnoll, we believe that ‘work’ is best done when people feel connected, when their wellbeing is supported, and when organisations are ready to adapt to change as it happens. 

Fostering connection

The workforce is increasingly distributed, with a mix of hybrid working arrangements, remote teams, and clients. But humans need connection; it’s what creates a sense of community, it supports collaboration (and therefore better ideas and greater efficiency). Plus, it also creates a sense of belonging. Innovative and modular furniture solutions play a pivotal role in cultivating an environment where connection thrives—whether that’s casual interactions, team meetings, video conferencing, or private conversations.

The Symbol seating range from British brand NaughtOne, a member of the MillerKnoll collective, does exactly this. It offers myriad opportunities for connection, such as inviting waiting areas, team meetings, or spontaneous ideation.  

Also, part of the MillerKnoll collective is Muuto, and the Scandinavian brand’s Wrap Lounge Chair also sets the scene for connection. Wrap’s blanket-like textile upholstery establishes deep comfort and offers the perfect backdrop for intimate conversations.

Prioritising wellbeing

Employee wellbeing is no longer just a ‘nice-to-have’—it’s a strategic imperative. It’s become clear that healthier teams work better, and that organisations flourish as a result. And this is where innovative furniture solutions prove to be the ultimate support team, naturally championing health.

Ergonomically designed chairs, adjustable desks, movable monitor arms like the Flo X Monitor Arm from Colebrook Bosson Saunders, and sit-to-stand workstations are all examples of innovative solutions in the workspace that support physical wellbeing. These are crafted specifically to alleviate physical strain and promote proper posture. Sit-to-stand desks also promote regular movement, such as Ratio by Herman Miller.

Wellbeing, however, isn’t just about physical support; it’s also about creating an environment that actively promotes a sustainable and environmentally friendly space. NaughtOne is known for their sustainable products, recently winning the SEAL Sustainable Product Award. Take the Pippin Chair, for example. It is built with longevity in mind, using natural materials, and can be easily disassembled and repurposed at the end of its life.

Embracing change

Adaptability is a cornerstone of success in today’s rapidly evolving business landscape. After all, it’s much easier for humans to respond to changing circumstances—and to take risks—when the environment they work in is fully equipped for that change and ready to support it. This is where innovative furniture solutions are really making their mark, shaping the future of work and workplace design by creating settings that are naturally versatile.

Let’s look first at movable walls and partitions. They facilitate the creation of discreet offices and meeting rooms in moments. The OE1 Agile Wall, part of the highly flexible OE1 Workspace Collection from Herman Miller, is one example. Set on casters or glides, it enables users to swiftly reconfigure spaces to accommodate evolving project needs, team structures and organisational requirements.

Modular and flexible private offices such as Knoll’s Reff Profiles are also change-ready, made up of a range of components that can be configured to create private and shared office settings, that are highly personalised to the needs of the people working there.

Furniture plays a pivotal role

Without furniture, space would simply be space. Furniture is what takes it from a blank canvas to somewhere that supports work as we know it in all its many facets. The same is true of people: without people, spaces would feel empty, and they would serve no purpose. Furniture that supports people is therefore key. By setting the scene for workspaces that are not only visually captivating, but that also champion wellbeing, connection and adaptability, the innovative furniture solutions emerging today are helping humans work at their best, every day.