Why digital trust matters for directors

𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 (𝗖𝗗𝗥): 𝗘𝘁𝗵𝗶𝗰𝘀 𝗮𝘀 𝘁𝗵𝗲 𝗖𝗼𝗺𝗽𝗮𝘀𝘀 𝗼𝗳 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 Digitization has transformed how we live, work, and do business. But with these opportunities come ethical dilemmas, privacy concerns, and fairness risks. For companies, the challenge is no longer just how fast they can digitize, but how responsibly. 𝗪𝗵𝘆 𝗖𝗗𝗥 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝘁𝗼𝗱𝗮𝘆 Trust has become the true currency of digitization. No matter how advanced the technology, adoption only follows if people believe it is safe, fair, and ethical. Stakeholders i.e. customers, employees, regulators, and investors, want proof that businesses are not only legally compliant, but also addressing conflicts of interest and unintended harm. Companies that ignore this risk reputational damage, regulatory backlash, and erosion of customer loyalty. 𝗪𝗵𝗮𝘁 𝗖𝗗𝗥 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗲𝗮𝗻𝘀 Corporate Digital Responsibility goes beyond compliance. It is about embedding values into how data and technology are created, operated, refined, and retained. It asks questions like: • Are we protecting customer privacy and wellbeing? • Do our algorithms treat people fairly, or do they reinforce bias? • Are our digital products designed with sustainability in mind? • How do we balance short-term profit with long-term trust? 𝗧𝗵𝗲 𝗖𝗗𝗥 𝗖𝗮𝗹𝗰𝘂𝗹𝘂𝘀: 𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗧𝗿𝗮𝗱𝗲-𝗢𝗳𝗳𝘀 Recent research introduces the idea of a CDR calculus: Value of good CDR = Mitigation of risks + Brand equity & trust − (Opportunity costs + Cost of robust CDR). This makes the trade-offs explicit: Monetizing more customer data may increase short-term revenue but risks long-term trust. Launching features quickly may save costs but could expose bias or privacy gaps. Investing in governance and culture feels expensive—but it reduces regulatory risk and builds brand equity that competitors can’t easily replicate. 𝗧𝗵𝗿𝗲𝗲 𝗶𝗺𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲𝘀 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗧𝗿𝘂𝘀𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗲𝗻𝗴𝗶𝗻𝗲. Embed CDR into culture, roles, and governance. Measure explainability, track privacy incidents, and make digital ethics part of leadership KPIs. 𝗗𝗲𝗰𝗶𝗱𝗲 𝘄𝗶𝘁𝗵 𝗲𝘆𝗲𝘀 𝗼𝗽𝗲𝗻. Use the CDR calculus to balance revenue, risk, and trust. Make clear choices about what you will—and won’t—do with customer data. 𝗚𝗼𝘃𝗲𝗿𝗻 𝘁𝗵𝗲 𝘄𝗵𝗼𝗹𝗲 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺. CDR issues often arise at the boundaries—with partners, platforms, and third parties. Shared governance, due diligence, and aligned values are non-negotiable. 𝗧𝗵𝗲 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆: Good CDR pays twice. It reduces risks and creates competitive advantage by strengthening trust, loyalty, and long-term resilience. The winners of digital transformation will be those who innovate with integrity. Ref: Wirtz et al., Journal of Service Research, 2023

The recent analysis by Noah P. Barsky and Keri Pearlson underscores an urgent truth: cybersecurity is no longer a technical sidebar, it is a core pillar of enterprise resilience and boardroom governance. Investor confidence now hinges on that reality. As governance evolves, we must keep in mind that effective oversight rests on structure, visibility, and global alignment. From the SEC’s cyber‑disclosure rules to Europe’s Digital Operational Resilience Act, and comparable initiatives emerging across Asia‑Pacific, Latin America, and Africa, regulators are converging on a single expectation: boards must demonstrate informed, active engagement with cybersecurity. Board composition is pivotal. Directors need not be technical experts, yet they must translate cyber threats into strategic language, linking digital risk to continuity, reputation, and enterprise value. Boards that include members with contextual cyber insight elevate dialogue from technical review to forward‑looking leadership. Integration is equally critical. When cyber risk is embedded within enterprise‑wide risk governance, alongside financial, operational, and reputational exposures, it becomes part of a cohesive strategy for resilience rather than an isolated control. Visibility remains essential. Decision‑ready dashboards that track time‑to‑recover (how quickly critical operations can be restored), simulation frequency (how often cyber‑crisis rehearsals are run), remediation velocity (how fast known vulnerabilities are fixed), and third‑party exposure (the cyber risk embedded in suppliers and partners) give directors the clarity to test assumptions and allocate resources where resilience is most at stake. Together, structure, integration, and visibility create a board‑level lens for governing digital risk, one that moves oversight from awareness to accountability. Board members do not need to be cybersecurity technicians, but they do need to treat cybersecurity as a strategic governance issue. When boards insist on clarity, embed digital risk into enterprise oversight, and demand decision‑relevant metrics, they shift from passive observation to proactive leadership, an essential transformation for preserving trust, continuity, and value in an increasingly digital world. Resilient organizations will be led by boards that not only understand digital risk but govern it as a catalyst for long‑term, sustainable value. #leadership #cybersecurity #boardgovernance #strategicoversight #digitalresilience Harvard Business Review Noah Barsky Dr. Keri P.

Episode 2: The Erosion of #Trust in Digital Transactions — And Why this discussion needs to start in the #Boardroom? “Technology moves fast. Trust takes time. The companies that forget this are the ones customers quietly leave behind.” — Warren Buffett We often talk about trust as a soft, emotional concept. But in the digital world, trust is deeply technical, deeply operational, and highly strategic. It’s not just about being polite in customer service. It’s about whether your platform remembers preferences without being invasive. Whether your app loads instantly—without compromising on data security. Whether your AI explains why it made a recommendation. Trust today is not just how you act—it’s how you’re built. And yet, most trust failures don’t come from a major scandal or breach. They happen in small, invisible ways: ▪️ A hidden unsubscribe link. ▪️ An unexpected charge. ▪️ An AI decision that can’t be explained. ▪️ A “secure” system that still leaks personal data. 📉 According to PwC’s 2023 Global Insights, 87% of executives believe their customers trust them, but only 30% of customers actually do. That disconnect often stems from how trust is defined—and where it’s defined. This is no longer just a brand or compliance issue. It’s an engineering, architecture, and governance issue. And it starts in the #boardroom. #Trust in a digital ecosystem must be: 🔹 Architected — with security, explainability, and resilience in mind 🔹 Auditable — where decisions made by tech (especially AI) can be justified 🔹 Accountable — where data flows, failure responses and automated choices have oversight 🔹 Experience-centric — with design that reinforces user control and clarity Boards need to move beyond slogans like “secure by design” or “privacy-first” and ask: Are our systems technically worthy of trust? Do we have feedback loops between tech, CX, legal, and ethics teams? Are we tracking trust outcomes as rigorously as we track NPS or conversion? Because in the digital age, trust is not a feeling—it’s an outcome of deliberate choices, engineered systems, and leadership intent. 👇 What signals of trust do you look for in a digital product or service? #DigitalTrust #TrustInTech #CustomerCentricity #TrustByDesign #AIethics #BoardroomStrategy #ExplainableAI #DigitalArchitecture #CXLeadership #PwCInsights #LinkedInSeries #digitalexperience Board Stewardship Datamatics ESOMAR

The Board's Digital Imperative: Why Technology Alignment with Values Isn't Optional "Are we building #trust or destroying it with every technology decision we make?" This was the defining moment in my LinkedIn Live with the luminary, Dan Hesse—Former CEO of Sprint, Akamai Board Chair, and PNC Board Director—when we confronted the uncomfortable truth: Most boards are sleepwalking into a digital trust crisis. The numbers don't lie. Firms that breach stakeholder trust lose an average of 7% market value within 30 days. Yet 73% of boards admit they don't systematically evaluate the values alignment of their technology investments. Why Traditional Tech Oversight Is Failing The Old Model: IT reports to the board quarterly. #Cybersecurity gets annual reviews. Digital transformation is a strategy agenda item. The New Reality: Every algorithm reflects your values. Every data use decision affects stakeholder trust. Every AI deployment signals who you really serve. The gap between these two realities is where competitive advantage dies and regulatory nightmares are born. The Framework That's Changing Everything From our conversation emerged three non-negotiables that separate industry leaders from the walking wounded: 1. Values Stress-Testing Before Implementation Before any significant technology deployment, ask: "If this decision were front-page news tomorrow, would our stakeholders see it as consistent with our stated values?" If you can't answer confidently, you're not ready to proceed. 2. The Stakeholder Impact Matrix Map every technology decision against its effects on customers, employees, communities, & supply chain partners. Dan's insight: "Shareholders win when all stakeholders trust your technology choices." 3. Real-Time Social License Monitoring The "acceptable use" of #technology shifts faster than quarterly board meetings. Leaders need continuous pulse-checks on stakeholder expectations. The CEO's Competitive Advantage Here's what Dan and I discovered that will surprise you: Firms practicing values-aligned technology governance consistently outperform on both trust metrics AND financial returns. Why? Because trust-first technology decisions create: Premium #talent attraction (top performers choose trustworthy employers) Customer loyalty moats (trust drives retention more than features) Regulatory relationship advantages (proactive governance prevents reactive penalties) Investor confidence premiums (ESG-focused capital rewards thoughtful tech governance) The Bottom Line for Leaders The question isn't whether digital transformation will reshape your business—it's whether that #transformation will strengthen or shatter the stakeholder trust that underpins sustainable value creation. The boards that get this right won't just survive digital disruption—they'll define it. Fellow board chairs and CEOs: How are you ensuring your technology decisions reflect your values? What governance gaps are you seeing in your organization? #KSgems #CIO

Cybersecurity as a Growth Driver, Not a Line Item The most effective growth strategies begin with strong cybersecurity. Unfortunately, too many boards still see cybersecurity as a line item expense. That mindset creates exposure. It slows sales, weakens resilience, and erodes trust. In my leadership roles, I’ve seen the opposite approach drive lasting growth. When cybersecurity is treated as a strategic asset, it creates a foundation of trust on which governments, enterprises, and individuals rely. While I was CEO of ISC2, growth accelerated because cybersecurity was positioned as a core enabler, rather than overhead. Membership expanded, revenue strengthened, and policy influence deepened as confidence in the organization grew. Boards that lead with this perspective recognize three advantages: • Customer trust accelerates revenue. Buyers move faster when risk concerns are addressed upfront. • Resilience safeguards growth. Preparedness reduces downtime and protects recurring revenue. • Investor confidence builds value. Disciplined governance of cyber risk signals strength and lowers cost of capital. Cybersecurity also expands market access and supports innovation. As such, the board’s real responsibilities are clear: Treating cybersecurity as growth management. Protecting revenue. Strengthening resilience. Reinforcing trust. Directors should ask themselves: Is cybersecurity being managed as a cost to contain, or as a driver of sustainable growth? Curious how boards can turn AI from a risk into a real advantage? You might find this article helpful: https://bit.ly/3Is1Ed2

Cybersecurity today is not just a technical function — it’s a strategic business imperative. In 2025, leaders must stop viewing security as a cost center and start seeing it as a differentiator — one that can earn trust, open markets, and protect long-term value. As part of my journey from CISO to CEO, here’s what’s become clear: - Security now extends beyond IT, it’s a boardroom issue that touches reputation, compliance, growth, and resilience. - Geopolitical tensions and cross-border data regulations are raising the stakes for global businesses, especially in cloud-first and AI driven environments. - New-age threats like deepfake social engineering, identity compromise-as-a-service, and AI enabled insider risks are real and boards must catch up. - Privacy laws (GDPR, DPDP, etc.) are evolving fast and non-compliance can no longer be shrugged off as just a legal risk. It directly impacts customer loyalty and investor confidence. In this new environment, cybersecurity isn’t just protection, it’s business enabler, growth catalyst, and competitive advantage I’d love to hear from fellow leaders and professionals — what cybersecurity shift are you witnessing most in your domain? #LeadingInTech #CyberSecurity #DigitalTrust #TechLeadership #DataPrivacy #CEOInsights #BoardroomSecurity #RiskToResilience #IntensityGlobal #BusinessGrowth #AIandSecurity Aditya Narain Kakkar Rimmi Kakkar Intensity Global Technologies Limited

Earlier this year I had the opportunity to join a group of #digitaltrust leaders across the industry on creating a whitepaper with IDC on why digital trust matters. In addition to research highlighted in the paper that organizations "that prioritize trust programs — or investment in security, privacy, compliance, and ESG efforts — indicate statistically significant improvement in operational #efficiency, business #resilience, and #sustainability", I believe the growing use and adoption of #AI/ML technology will mean an increasing focus on the #integrity portion of the security CIA triad of #Confidentiality, #Integrity, and #Availability in order to support greater digital trust of and by organizations. As companies start to shape and finalize their plans for 2025, they should take a hard, strategic look at where #digitaltrust fits in. Below I've shared some notable callouts from my colleagues that really resonated with me, and I encourage you to check out the full IDC whitepaper attached! 💫 💥 On Trust as a Strategic Investment: "Pay now or pay later. When you lose your reputation, it's difficult to get back. Trust is a strategic investment in long-term versus short-term gain and growth." — Michael L. Woodson 💥 On Security and Privacy as Differentiators: "There are ways to frame security and privacy controls and shape them as a differentiator. Organizations need to show from a top-down perspective that security, privacy, and keeping up-to-date with the latest security trends is critical." — Daniel Y. L. 💥 On Data Breaches and Customer Trust: "It’s not about spending money on expensive and fancy tools, it’s about spending the right amount of money in the right places: employee and customer education, infrastructure, and data privacy. Good processes and governance can take you a long way while saving your wallet." — Guillaume Bourcy

PwC just released their inaugural Trust & Safety Outlook 2025 and the findings are a wake-up call for every CXO shaping the future of digital: Five Critical Trends Reshaping Digital Business: 1. Skyrocketing Regulatory Complexity ↳The EU’s DSA now requires 6 certified appeal bodies, handling over 4,500 cases in Q1 alone—each with its own tech demands, fees, and processes. Fragmentation at scale. 2. Ballooning AI Risks ↳“Agentic AI” shifts trust and safety into uncharted territory—traditional frameworks can’t cope. 3. Measurable ROI Shifts Minds ↳Trust & Safety leaders are stepping up from risk controllers to architects of user confidence and business continuity. Proving value isn’t optional it’s essential. 4. Cost vs. Impact Tensions ↳Under pressure to cut costs? Caution: skimping on T&S often leads to higher churn, reputational damage, and regulatory fines. 5. Trust Gap with Users ↳A striking 75% of users don’t grasp digital safety regulations in their own country—an engagement and trust red flag. 📊 Stark Realities: ⚡ 33% of users had content removed in the past year (50% among 18–34 year-olds) ⚡ Platforms issued 20 billion+ moderation decisions ⚡ Only 35% of user appeals are successful—exposing a profound trust deficit What This Means for You: #CEOs: Trust & Safety is now a resilience and growth lever—not just a cost line. #CTOs: Scaling T&S across jurisdictions demands infrastructure, automation—manual won’t cut it. #Legal & Compliance: “Good-faith” interactions with DSA bodies bring their own operational demands and costs. Bottom Line: PwC highlights digital trust as a strategic asset, not just a compliance formality. It enables differentiation through user loyalty and operational strength  . 🗣️ Is your organisation treating Trust & Safety as a regulatory obligation—or as a source of competitive advantage? #TrustAndSafety #DigitalStrategy #Leadership #RegulatoryCompliance #AI #CXO #DigitalTransformation #GrowthMindset Microland Limited D K Kini Sunil PwC