Managers must be open to the fact that their organization will change no matter what, according to computer science professor Hajo Reijers. The future of work and entrepreneurship requires a broad perspective, hybrid technological landscapes, and above all, flexibility. ‘You have to dare to say goodbye to fixed structures and experiment with new structures that allow you to quickly respond to those changes.’

The security requirements for network and information systems in essential sectors are becoming stricter. Where compliance previously felt like a technical or legal exercise, the responsibility now undeniably lies with management. What impact will the NIS2 directive have? And how can organizations ensure resilience and continuity? We ask three insiders who are familiar with the risks of cybercrime. According to them, NIS2 is not a checklist, but an opportunity to structurally embed resilience, responsibility, and strategic leadership in business operations. ‘Do not have the focus on compliance.’

As chief technology officer and member of the management board banking at ING Bank, Daniele Tonella is responsible for the bank's entire IT landscape, with its nearly twenty thousand employees. His mandate covers everything within the organization ‘that contains a chip or line of code’, as he puts it. Tonella discusses his concerns about knowledge development and how technology and organizational development are becoming increasingly intertwined. ‘ING's digital transformation is more a challenge in terms of organization, culture, and governance than a technology issue.’

Royal FloraHolland, the world's largest floriculture marketplace, is undergoing a radical digital transformation. It is a complex process with enormous implications for an entire sector. At the helm is CIO André van der Linden. How do you successfully lead a traditional cooperative, built on physical hubs and personal relationships, into the digital age? ‘From the very beginning, the most frequently asked question was: is my data safe with you?’

Many organizations are actively working to optimize their digital work environment. However, it is often too narrowed on technology and processes, with too little attention paid to the needs of employees. This is evident from the recent Future of Work study commissioned by KPN. Just as companies map out the customer journey, they should also continuously measure the digital interactions and experiences of employees, writes Jurgen de Jong.

Cybersecurity directly affects the strategy, reputation, and future-proofing of organizations. In fact, digital resilience is increasingly becoming a differentiator in the market. Fortunately, most organizations recognize this themselves, writes Nadeem de Vree of KPN. At the same time, leaders often struggle with translating technical complexity into executive decision-making. These three steps can help organizations increase their digital resilience.