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Millennials Growing Africa’s Mobile Economy

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Taiwo Otiti, country general manager for IBM West Africa
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In many respects, Africa is on the cusp of a new dawn. Never in the history of the continent has technology and society had such a close relationship as we see it today, as the activities of citizens, companies and governments continue to generate information and data at a rate unforeseen in human history.

Data is poised to be the next most valuable natural resource, and from all indications, Africa is not prepared to be left behind in the emerging data-driven global economy. The combination of data and the mobile culture will be a key competitive advantage for citizens, companies, national and sub-national governments in Africa, fueling vast economic growth and societal progress.

Recent studies show reveal that 80% of all the data in the world was created in past three years. This is one of the reasons why two-thirds of IBM’s technology research’s work is now devoted to data, analytics and cognitive computing.

There will also be a three-fold increase in data-transmitting transistors per human by 2017. Humanity currently generates about 2.5 quintillion bytes of data from a variety of sources daily – from emails, blogs and climate information to posts on social media sites, and purchase transaction records to healthcare medical images. Africa’s share of this global data mix is bound to be significant, especially as mobile communications adoption and internet usage on the continent continues to grow.

Close to 70 per cent of Africa’s population now comprises of millennials – many of whom have grown up seeing mobile devices as a normal part of everyday life. As the region’s future decision-makers, customers, and constituents, these millennials will be major stakeholders in the success of both Africa’s businesses and governments – from hiring top talent to ensuring satisfaction with public services.

The millennial generation in Africa and elsewhere have much to contribute when it comes to moving enterprise organizations along the path toward greater mobility – but only if it is empowered to do so. More than 30 percent of millennials globally view work/life flexibility as essential to being engaged at work, according to a recent study by the IBM Institute of Business Values.

Businesses however looking to mobilize their workforce can no longer rely on a top-down approach. Instead, they must enlist the help of their tech-savvy millennial employees and tap into the generation’s inherent understanding of what it means to be truly mobile. In the enterprise space, this manifests itself in two ways – ensuring that millennial employees are armed with the right tools to provide the best possible experience for customers and encouraging their feedback on and involvement with new mobile developments.

Mobility is an enabler for business transformation and a catalyst for innovation. African enterprises which effectively harness the power of mobility will begin to uncover valuable hidden insights that lead to new products and services, gain a deeper understanding of stakeholders’ needs, and benefit from faster transformation and results. The implementation, however, can be an uphill battle for many organizations. ‎

Beyond these peculiar infrastructure challenges in the African environment, employees may also lack the necessary skills and many businesses have yet to implement an effective mobile strategy that ensures accessibility without compromising security. Along with growing security concerns, consumer expectations of mobile offerings also continue to rise, and the pressure is building on organizations to derive and action on the real-time information generated by mobile devices. Millennial employees, however, can help bridge the gap. As organizations explore new ways to leverage the feedback cycle between mobile services and end-users, millennials can assist businesses in creating increasingly targeted experiences to maintain the attention of young consumers.

As the future leaders of change, millennials have a vested interest in the mobility of their employers. And with more millennials flooding the workforce pool, they will continue to prioritize working on mobile devices. In fact, millennials in the Middle East and Africa region are optimistic about their abilities – a recent survey from Telefonica found that 81 percent of the region’s millennials believe they are on the cutting-edge of technology, compared with 75 percent worldwide.

Businesses in Africa can seize this unique opportunity as a way of improving customer interactions. As younger employees are more likely to be on the front line of an organization – perhaps, working as customer service representations, or managing and providing content for brand social media channels. By empowering the employees with direct access to customers – with streamlined access to real-time information – organizations can ensure a better experience for their customers.

We are increasingly living in the era of the Mobile Mentor. When we think of the word ‘mentor’, most people tend to picture a veteran with decades of experience. However, when it comes to embracing mobility, it is the up-and-comers who have the advice to offer. Corporations and governments in Africa can benefit from direct input by millennial employees. By encouraging the feedback of younger employees, businesses can find out exactly what millennials workers and consumers are expecting from new mobile services and gain deeper insight into ways to streamline functionality.

Citibank is an example of a company which has successfully implemented this practice. Its reverse mentoring program pairs senior executives with undergraduates to work together on projects, helping the company stay one step ahead of the top technology trends and laying a foundation for improved recruiting and new talent cultivation and generation.

IBM is also encouraging its millennial employees to join the wider business conversation. Through its Emerging Leaders program, millennials were able to join more than 1500 C-level executives in discussing how to use enabling technologies including mobile, cloud, and Big Data analytics as a competitive advantage. By tapping into the digital wisdom of millennials, organizations can unlock new ways to solve business challenges, enhance productivity and better define the needs and strategic interests of the corporation in the future of the marketplace.

Otiti is Country General Manager, IBM West Africa


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Elon Musk Seeks $134Bn from OpenAI, Microsoft for ‘Wrongful Gains’

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Elon Musk, billionaire Tesla owner, has asked a United States (US) federal court to award him up to $134 billion in damages from OpenAI and Microsoft, stating that the companies earned “wrongful gains” from his early support of the artificial intelligence startup.

Elon Musk Seeks $134Bn from OpenAI, Microsoft for ‘Wrongful Gains’

Elon Musk,

This is according to a court filing, reported by Reuters.

In filings ahead of a trial expected to start in April in Oakland, California, Musk stated that OpenAI benefited between $65.5 billion and $109.4 billion from his contributions when he helped co-found the organisation in 2015, and Microsoft gained between $13.3 billion and $25.1 billion through its involvement.

He has asked a United States (US) federal court to award him up to $134 billion in damages from OpenAI and Microsoft, stating that the companies earned “wrongful gains” from his early support of the artificial intelligence startup.

This is according to a court filing, reported by Reuters.

In filings ahead of a trial expected to start in April in Oakland, California, Musk stated that OpenAI benefited between $65.5 billion and $109.4 billion from his contributions when he helped co-found the organisation in 2015, and Microsoft gained between $13.3 billion and $25.1 billion through its involvement.

Musk’s legal team argues that his early financial and strategic contributions, including approximately $38 million in seed funding, the recruitment of key personnel, and assistance in connecting founders with contacts, laid the foundation for the later success of OpenAI and Microsoft’s commercial AI efforts.

“Without Elon Musk, there’d be no OpenAI. He provided the bulk of the seed funding, lent his reputation, and taught them all he knew about scaling a business. A pre-eminent expert quantified the value of that,” Musk’s lead trial lawyer Steven Molo told Reuters.

“Just as an early investor in a startup company may realise gains many orders of magnitude greater than the investor’s initial investment, the wrongful gains that OpenAI and Microsoft have earned—and which Mr Musk is now entitled to disgorge—are much larger than Mr Musk’s initial contributions,” the filing said.

Musk, who left OpenAI’s board in 2018 and now leads AI company xAI, alleges that OpenAI violated its founding non-profit mission when it restructured to include a for-profit arm tied to Microsoft’s investment and commercial strategy.

Meanwhile, OpenAI has labelled the lawsuit “baseless” and part of a “harassment campaign” by Musk, and Microsoft’s legal team has said there is no evidence the company “aided and abetted” OpenAI in any wrongdoing.

Both companies have asked the judge to limit what Musk’s expert witness may present at trial, arguing that the damages calculations are unreliable and could mislead a jury.

According to Reuters, Musk’s filing says he may pursue punitive damages and other penalties, including a possible injunction, if the jury finds the companies liable, though it did not specify what form any injunction would take.


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Nigeria Targeted with 4,622 Cyber-attacks Per Week in December 2025

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In December 2025, organisations globally faced sustained cyber pressure, as the average number of cyber-attacks per organisation per week reached 2 027, a 1% increase from the previous month and a 9% increase from December 2024.

This is according to December 2025 Global Cyber Attack Statistics by Check Point Research, the threat intelligence arm of Check Point Software Technologies.

According to the statistics, Latin America was the hardest hit, with companies experiencing an average of 3 065 cyber-attacks per week, a 26% year-over-year increase.

In contrast, Africa saw a decline in attacks, with Nigeria (4 622 attacks per week) and Angola (4 002 attacks per week) being the most targeted countries on the continent.

The report’s findings highlight the evolving cyber threat landscape, with ransomware and GenAI-driven data risks posing significant challenges to companies worldwide.

Ransomware attacks jumped 60% year over year, with 945 publicly reported incidents in December. Qilin was the most active ransomware operator, responsible for 18% of publicly disclosed attacks.

“Ransomware continues to scale through industrialised operations, while unmanaged GenAI usage is creating widespread data exposure at enterprise level,” said Omer Dembinsky, data research manager at Check Point Research.

The report noted the education sector was the most targeted industry globally, with 4 349 cyber attacks per week; followed by government (2 666 attacks per week); and associations and non-profits (2 509 attacks per week).

The widespread adoption of GenAI tools has introduced new cyber security risks, with one in 27 GenAI prompts posing a high risk of sensitive data leakage.

Experts warn that companies must prioritise prevention-first security, real-time AI threat intelligence and strong governance over AI tools to mitigate these risks.

Hendrik de Bruin, head of security consulting at Check Point Software, added: “Strengthening ransomware resilience, deploying AI-powered prevention and enforcing clear GenAI governance will be critical to reducing cyber risk in the year ahead.”


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Half of Global Companies Build SOCs to Enhance Cybersecurity, with a Focus on Human Expertise

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Among the primary reasons for establishing a Security Operations Center (SOC) are strengthening cybersecurity posture, enabling faster detection and response and gaining a competitive edge.

Interestingly, despite the increasing demand for automated cybersecurity solutions, businesses rely on skilled security professionals to make key decisions, as human expertise remains essential for effective security management.

A Security Operations Center (SOC) is a dedicated organisational unit responsible for continuous monitoring and safeguarding of a company’s IT infrastructure. Its core mission is to proactively detect, analyse and respond to cybersecurity threats.

To identify the main drivers, strategic priorities, and potential challenges in SOC planning and implementation, Kaspersky has conducted a comprehensive global study involving senior IT security specialists, managers and directors from companies with 500 or more employees.

All participants operate without a SOC but have plans to establish one in the near future. The study spans 16 countries across APAC, META, LATAM, Europe, and Russia, providing valuable insights into the emerging trends and best practices in SOC development worldwide.

The findings of the research reveal that 50% of companies intend to establish SOCs to strengthen their cybersecurity posture, and 45% are motivated by the need to address increasingly sophisticated and dangerous threats.

Other drivers include budget optimisation, the necessity for faster detection and response, and the expansion of software, endpoints and user devices – factors that demand more comprehensive and layered security measures.

These are cited by 41% of organisations. Additionally, 40% seek better protection of confidential information, 39% aim to meet regulatory requirements and one-third (33%) expect SOC capabilities to provide a competitive edge. Larger enterprises tend to cite each of these reasons more often, reflecting the broader operational and regulatory pressures they experience.

Continuous monitoring becomes the leading SOC requirement

Among the key functions organisations plan to delegate, 24/7 security monitoring leads at 54%. This around-the-clock vigilance enables early detection of anomalies, prevents escalation and sustains cyber resilience in real-time. This demand highlights a strategic requirement for proactive risk management, as organisations aim to defend against persistent threats that can strike at any moment.

Companies intending to fully outsource SOC operations show a stronger interest in applying “lessons learned” methodologies, whereas those developing internal SOCs focus more on access management to maintain tighter control.

Human expertise drives SOC technology choices

While SOCs use advanced technology, the choices made by organisations show that human analysts are very important. Among the solutions that organisations plan to include in SOC are – Threat Intelligence Platforms (48%), Endpoint Detection and Response (42%) and Security Information and Event Management systems (40%) – sophisticated solutions that automate data collection and reduce operational load, however, they depend heavily on skilled security professionals who provide critical context, interpret complex findings and make final decisions when guiding appropriate responses.

Other solutions chosen include Extended Detection and Response (38%), Network Detection and Response (37%) and Managed Detection and Response (33%). Large enterprises tend to adopt more technologies (5.5 per SOC on average), while smaller ones integrate fewer (3.8).

“To successfully build a SOC, companies must prioritise not only the right mix of technology but also the careful planning of processes, clear goal-setting and effective resource distribution.

“Well-defined workflows and continuous improvement are essential to ensure that human analysts can focus on critical tasks, making the SOC a proactive and adaptable component of their cybersecurity strategy,” comments Roman Nazarov, Head of SOC Consulting at Kaspersky.

 


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