Secure, efficient and intelligent: Deloitte Australia’s global strategy drives digital transformation across sectors
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SECURE, EFFICIENT AND INTELLIGENT: DELOITTE AUSTRALIA’S GLOBAL STRATEGY DRIVES DIGITAL
TRANSFORMATION ACROSS SECTORS WRITTEN BY
RACHAEL DAVIS PRODUCED BY
ANDREW STUBBINGS
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DELOITTE
At Deloitte Australia, digital is the new normal. We spoke to Brad Flanagan, Director of Digital and Cyber Risk about how Deloitte is supporting its clients on their digital transformation
D
eloitte Australia has a global reputation for being innovative, tech-driven and economically sound.
In today’s interconnected, digital world, it is critical to understand which technology can be taken advantage of safely, dependent on the desired 04
outcome. Managing the ever-growing, constantly changing cyber risks is an inherent part of solving complex problems to improve infrastructure and performance and develop new capabilities across sectors. With a unique east-west orientation, Deloitte Australia is well located to help organisations explore the need for genuine digital growth. For Brad Flanagan, Director of Digital and Cyber Risk at the business, developing a powerful ecosystem with new technologies and existing infrastructure while maintaining cyber security is the essence of digital transformation. In understanding the power of the Internet of Things (IoT), Deloitte Australia has already made headway in integrating smart tech into a range of sectors. Industrial control systems, operational technology, autonomous vehicles, mobile medical
“ Digital is the new normal” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
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DELOITTE
“ Blockchain, robotics, AI, and IoT aren’t new, but how to realise their value operationally is” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
Australia. As IoT is being used to drive innovation and optimise operational performance, getting a proper handle on its ecosystem requires asset dis-
devices and smart cities are some
covery, threat detection, and vulnerability
of the areas Deloitte works in.
assessment,” he says.
Working closely with global alliance 06
In the mining sector, which is preva-
partners, Flanagan explains how
lent in Flanagan’s city of Brisbane,
Deloitte is “using the clout of its global
asset management is a key area in
footprint to bring expertise and experi-
which IoT is being used. He exempli-
ence to the changing market in
fies a “mining truck, with its mechanical components that can be monitored and tracked through IoT. The weardown rates of parts can be monitored to predict when vehicles need servicing — in the consulting world we call this ‘digital twinning.’ This means we can help reduce down-time and optimise production on the mining site significantly, saving hundreds of millions of dollars over a few years.” Keeping pace with this everchanging landscape in a secure, efficient and intelligent way is essential. Robotics, AI, IoT and blockchain
Emerging technologies and trends within the energy sector CLICK TO WATCH
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do so in their best interests, in
but the main hurdle is typically sum-
Australia’s well-regulated business
marised in one question: ‘Where do
environment demands digitisation
we start?’ “Looking at the traditional
and digital transformation. Industries
landscape we have in many sectors,
such as financial services have led
the infrastructure was created at
the way. They have built their AI radars
least 20 years ago, before our
over the last few years, supported
internet-age and today’s data-
by economic growth and pushed by
based economy. The ability to
existing legal regulations, royal com-
connect efficiently, responsibly
missions and a clearer understanding
and effectively is compromised,”
of the importance of getting the internal
Flanagan explains.
focus right.
To manage the lakes of data
Other sectors can now use the
at the pace needed in order to meet
value of this learning to ensure their
customer requirements, and to
organisations’ digital transformations w w w.de l o i t te . com . a u
DELOITTE
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“ Getting technology stacks right and making the best use of AI and data can make the difference between catching up or keeping up. Meeting an ever-expanding and demanding digital future needs a genuine transformation” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
are undertaken in a safe and secure
To be better integrated, understood
way. In Australia, Deloitte has been
and rationalised, and to achieve a
at the forefront of that journey with
solid unified view of the risks, means
them from the very beginning.
that vulnerabilities in OT and IT need
As sectors with more traditional
to be consolidated and assessed as
approaches to operations are begin-
a whole, to avoid the potentially cata-
ning to bring high technology into
strophic consequences of a breach
effective action, a lack of integrated
or crash.
security can be a risk. Operational
Before IoT, a crash in IT might mean
technology (OT) and IT security
an email server drops out for a few
processes are different, and require
seconds and emails take a little
unique risk management strategies.
longer to be delivered. A nuisance,
E XE CU T I VE PRO FI LE
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Brad Flanagan Brad is currently the National Operational Technology (OT) Lead Cyber Director and bring over 15 years’ professional and industry experience in Cyber and IT risk services. He has a broad range of Cyber experience across power, utilities and mining sectors and brings an innovative, global-minded focus with a proven record of exceeding business goals and delivering impressive operations and financial results. Brad has extensive experience assisting organisations define and develop their cybersecurity strategies, implementation and governance frameworks. This includes assessing the design and operating effectiveness of IT controls in the Operational Technology (OT) and Industrial Controls Systems (ICS) environments against various industry standards such as NIST 800, ES-C2M2, AESCSF and IEC 62443.
w w w.de l o i t te . com . a u
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armis.com
certainly — but not inherently dan-
risks, both technical and non-techni-
gerous. As industries integrate IT
cal. A culture shift needs to be a top
into operational functions, however,
priority for companies wishing to
a server breach or drop in connection
integrate IoT, robotics, AI, or any high
can have dire consequences. “We
tech into their industry, Flanagan
have some energy clients that can
explains. “The biggest cultural shift
control electricity on certain power
has really been workers in IT and OT
poles,” Flanagan explains. “If there
educating the boards, explaining what
were a delayed reaction of even
OT is, how it is different to IT, and how
a couple of seconds where a person
the organisation can navigate through
physically touched that power line,
the different risks as they combine
and the current stays running, that
the two through IoT,” he says.
delay could cost somebody’s life.”
In most cases, the key performance
It is essential, therefore, that busi-
indicators measured differ between
ness risks get translated into security
OT, which is focused on production
MARCH 2020
“ The biggest cultural shift has really been workers in IT and OT educating their Boards, explaining how the organisation can navigate through the different risks as they combine the two through IoT” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
and safety, and IT, which is all about availability. A shift in culture and approach will find “the important common ground to enable in-house relationships and sustainable co-operation,” Flanagan states. Companies can work with IT and OT engineers to co-develop security architecture blueprints for existing and new production sites which serve both sectors adequately. As digital becomes the new normal, companies that thrive in the constantly shifting environment are the
Automating your private market finance function CLICK TO WATCH
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a nz .busi ne ssc h ief. com
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DELOITTE
“ Understanding how to use IoT to drive innovation and optimise operational performance is the difference between just catching up and building a sustainable business future” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
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DELOITTE
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“ To thrive in a constantly shifting environment requires collaboration” — Brad Flanagan, Director, Digital & Cyber Risk, Deloitte Australia
ones collaborating with world-leading technology providers. Quality partnerships are integral to address complex operational and business challenges, meeting new market needs. “Getting technology stacks right and making the best use of AI and data can make the difference between catching up or keeping up, and genuinely transforming to a meet an ever expanding and demanding digital future,” Flanagan says.
790 Partners
$2.3bn Revenue in AUS dollars
10,000+ Number of employees
As it orchestrates complex opera-
business opportunities and solutions
tions involving multiple teams, Deloitte
available to them in this expanding
works with a significant number of
ecosystem to at the top of their game,
global alliances. These include secu-
which they can only do with the best
rity firms that identify blind spots for
vendors, security providers, and tech-
enterprises by bringing visibility and
nical solutions.”
control over all devices and networks, both managed and unmanaged, to help to close critical security gaps. “Organisations can no longer afford to keep IT and OT separate,” Flanagan concludes. “They must invest in the w w w.de l o i t te . com . a u
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