E-Business
Oracle’s Pan-EMEA Study Reveals Major Factors Limiting Cloud Adoption
While many European companies are embracing the move to the Cloud, nearly half are struggling, wrestling with increases in Cloud integration costs and data silos according to a new study sponsored by Oracle.
A key reason: more than 60% of a company’s overall IT spend is being driven by individual business units versus traditional IT departments, making it difficult for companies to fully benefit from the Cloud services they are subscribing to.
Another significant part of the problem is that most organizations continue to fund their IT investments without aligning to revenue potential and innovative projects: two in three business decision makers said IT funding is too traditional and is stifling innovation, while one in three IT-decision makers admit their organizations’ IT funding models are hindering them from IT innovation, according to Oracle’s Putting Cultural Transformation at the Heart of Cloud Success report.
For the research, Oracle partnered with Coleman Parkes to survey 600 senior IT and line of business decision makers across Europe and the Middle East
Time to Change Funding Models
The findings reveal businesses must rethink their IT funding models and undergo a cultural transformation in order to fully exploit the benefits of cloud computing.
One third (33%) of respondents say an inappropriate IT funding model is inhibiting their business. One third (33%) also believe their company’s IT culture is unfit for the cloud computing age.
Tellingly, 72% of respondents say a new cloud funding model will allow IT departments to deliver more cloud services to the business, and 70% expect it will help the company to reduce costs.
Shedding Light On Shadow IT
The Oracle study also found that increased IT spend outside the IT team (also known as Shadow IT) is standing in the business’ way.
More than one third (35%) of technology respondents believe Shadow IT practices are inhibiting the ability of IT to deliver on business goals. Indeed, 46% said the approach they’ve taken to cloud so far has increased integration costs, with the same percentage saying it has led to the creation of data siloes.
Additionally, the vast majority of respondents (95%) believe Shadow IT is a major cause of complexity.
Roughly one-third say leaving lines of business to manage their IT-spend independently results in increased security concerns, making funding more difficult to manage, and diluting the company’s control of its IT.
Johan Doruiter, senior vice president of Systems, Oracle EMEA, said: “The issues companies face with their cloud resources are less to do with the technology itself and more to do with a lack of synchronization across lines of business. Decision-makers in each department are increasingly making cloud purchasing decisions without involving the CIO due to the ease of procurement.
“However, without one IT point-person to unify their cloud investment strategy companies will continue to struggle with individual departments tugging time and resource in opposing directions.”
CIO as Cloud Navigator
Oracle’s research reveals that in many companies there is no single person with a view across all technology investments. This makes it difficult for organizations to develop and follow a unified cloud strategy.
The CIO cannot continue to be side-tracked and must be an integral player in leading the business as it transitions to an enterprise cloud model. With integration and data management still critical to organizations, alarmingly, CIOs control less than half the IT budget in 66% of businesses.
Doruiter added: “Companies are having their expectations met by the cloud in many respects, but their approach to IT investment remains stuck in the past. The cloud is about seamlessly joining up data and workloads across the organization and yet we continue to see individual lines of business implement IT systems in siloes. This breeds added complexity and leads to integration issues that could easily be avoided with a more integrated approach.
“CIOs must work more closely with line of business leaders to ensure IT is supporting innovation. They must serve as ’cloud navigator’, collaborating with each department to manage cloud procurement issues, cost and risk and ensuring that all lines of business are working towards a common cloud strategy. The CIO should also be the voice of change in the boardroom, calling on the CEO and CFO to mandate a unified approach to cloud across the business.”
Oracle commissioned Coleman Parkes to survey 600 senior IT and line of business decision makers – encompassing the job titles of head of IT/CIO, CTO, head of finance/CFO, head of sales, head of marketing/CMO, head of operations/COO and head of digital/CDO.
The businesses ranged in size from 1,000 employees to more than 5,000 and were drawn from manufacturing, financial services, retail and distribution, healthcare, professional services, public sector and legal.
E-Business
Cyber Resilience a Critical Priority for Manufacturing Amid Rapid Digitalization – Report Shows
As 60% of manufacturers race toward full digitalisation, cyber risk is increasingly manifesting as a business risk, according to a new global report by Kaspersky and VDC Strategy.
This means cybersecurity is not merely a compliance function, it is a cornerstone of production assurance, safeguarding uptime, quality, and operational continuity.
Manufacturers are modernising to deliver safer, more consistent and more cost-effective production and digitalization is moving fast: just 9% of organisations describe themselves as fully digital today, but 60% expect to get there within two years, according to the joint report by Kaspersky and VDC, titled ‘Cyber Resilience, Built for Manufacturing’.
That shift links shop-floor equipment, production lines and site operations to platforms such as Manufacturing execution systems (MES), Supervisory control and data acquisition (SCADA) and historians, turning many plants into cyber-physical systems (CPS), where a digital disruption doesn’t stay digital. It can slow production lines, quarantine work in progress, invalidate traceability records, or halt production outright.
What’s driving manufacturing digitalization?
Manufacturers are digitising for measurable operational gains, not novelty. Survey respondents identified the primary drivers of their digital transformation strategy as:
- Improving production output or efficiency (24%)
- Reducing operational or production expenses (15%)
- Enabling new strategic opportunities (14%)
- Improving cyber resilience (13%)
The same connected systems that unlock these gains, including MES, IIoT sensors, automated material handling, remote engineering access, also become the systems that determine whether production can be trusted to keep running.
Cyber risk is now a business risk
Cyber risk has evolved from a mere IT concern to a direct threat to revenue generation, as environments transform into cyber-physical systems. In these integrated settings, digital disruptions like malware no longer just affect data, they can cause unsafe operations, scrapped batches, and halted production on the plant floor. This shift highlights the urgent need to treat cybersecurity as a key part of operational resilience.
According to the report, nearly 60% of manufacturing organisations estimate that cyber incidents cause damages exceeding $1 million per event, with an average disruption of 15.3 hours. The most significant losses often result from production halts, missed delivery commitments, and penalties, rather than just forensic costs.
In this context, downtime links cybersecurity risks to overall business performance. Cyber incidents can reduce Overall Equipment Effectiveness (OEE), strain staffing, and disrupt supply chains. Recovery involves more than system restore, it requires re-establishing confidence in process parameters, quality records, and traceability before resuming operations.
Mature cybersecurity programs now incorporate OT security into governance, focusing on metrics valued by production leaders such as time to restore, backup confidence, legacy asset coverage, and safe degraded operation. This alignment ensures cybersecurity supports continuous production and resilience, not just IT compliance.
However, challenges remain due to split ownership. While 59% of organisations’ IT departments manage security policies, these often overlook plant realities. Managing many security tools (44%) and OT patching issues (38%) show that cybersecurity must be embedded into daily routines of production, engineering, and quality teams. Only through such integration can cybersecurity effectively enhance operational reliability and defend against evolving threats.
“As manufacturing environments become increasingly interconnected, cybersecurity shifts focus from merely adding protective layers to ensuring the availability, resilience, and integrity of production processes. The goal is to minimise operational impact and speed up recovery, rather than solely preventing intrusions.
“Kaspersky offers a unified ecosystem that integrates IT, OT, and IIoT security, empowering manufacturers to pursue digital transformation securely. This strategy helps maintain operational continuity and reduces long-term cybersecurity costs,” comments Andrey Strelkov, Head of Industrial Cybersecurity Product Line at Kaspersky.
To implement this strategy, manufacturing companies can leverage solutions from the Kaspersky OT Cybersecurity Ecosystem, centered around Kaspersky Industrial CyberSecurity (KICS), a native Extended Detection and Response platform designed for critical infrastructure protection. KICS enables centralised detection and response to complex attacks across the entire industrial network, ensuring comprehensive visibility and security.
Nigeria Data Protection Commission (NDPC) has commenced a forensic investigation into the University of Lagos (UNILAG), Lotus Bank and Hackerbella Ltd over alleged violations of data protection laws involving students’ personal information.
The investigation follows public complaints alleging that students’ personal data were used to open bank accounts without a lawful basis.
Dr Vincent Olatunji, national commissioner and chief executive officer of the NDPC, directed the investigation team to conduct a comprehensive assessment of the circumstances surrounding the collection, processing, use and disclosure of the affected students’ personal data.
The investigation will also determine the respective roles and responsibilities of UNILAG, Lotus Bank and Hackerbella in the alleged processing of the data.
According to the Commission, the investigation will assess the data protection compliance obligations of the parties under the Nigeria Data Protection Act, 2023 (NDP Act), as well as potential risks posed to the rights and freedoms of the affected data subjects.
The NDPC said the probe would cover several areas, including Data Protection Impact Assessments (DPIAs), the lawfulness and transparency of credit scoring or profiling activities, and the use of automated decision-making systems.
It will also examine the adequacy of privacy notices, data-sharing arrangements, lawful bases for processing, data minimisation and purpose limitation.
Other areas include data retention policies and the adequacy of technical and organisational measures put in place to safeguard the rights and personal data of affected students.
The Commission reiterated that institutions entrusted with the personal data of students, staff and other members of their communities have a heightened responsibility to ensure that such information is processed lawfully, fairly, transparently and securely.
The NDPC therefore warned educational institutions that are yet to comply with its existing data protection compliance directives to take immediate steps to achieve compliance.
The Commission said it would continue to exercise its regulatory mandate to protect the privacy rights of Nigerians and ensure that organisations processing personal data comply with the provisions of the Nigeria Data Protection Act, 2023.
Microsoft is planning to unveil its new Maia 300 AI chip this fall, potentially as soon as next month, The Information reported on Monday, citing people with direct knowledge of the plans.
The company introduced its Maia AI chip in November 2023 but has lagged rivals such as Alphabet and Amazon in scaling up its in-house chip efforts as it seeks to reduce its reliance on Nvidia’s costly processors.
Google began recognizing revenue from direct sales of its custom AI chips, called Tensor Processing Units, in the quarter ended June, while Amazon has also seen growing adoption of its processors, including its Trainium chips.
Microsoft has been in talks with chipmaker TSMC to secure manufacturing capacity for more than 300,000 units of the chip for delivery in 2027, according to the report. It is also looking to significantly ramp up production and persuade major cloud customers such as Anthropic to adopt the chip.
Microsoft ultimately aims to secure capacity for more than 1 million Maia 300 chips, though component supplies and ongoing capacity negotiations with TSMC could constrain its plans, according to the report.
It unveiled its second-generation Maia 200 in January, built by TSMC using 3-nanometer technology.
Microsoft packed the chip with a significant amount of SRAM, a type of memory that can provide speed advantages for AI systems handling large numbers of user requests.
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