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Your board is searching for trusted sources about cybersecurity? They struggle to navigate the complexity of cybersecurity? We at CxO believe leaders must adopt a security-first mindset.

The cyber threat landscape in 2025 will be shaped by increasingly sophisticated attacks, with ransomware, social engineering and AI-powered cybercrime remaining top concerns, according to the World Economic Forum’s latest Global Cybersecurity Outlook.

Data breaches continued at historic levels in 2024, with 3,158 data compromises tracked by the Identity Theft Resource Center – on par with the previous record-breaking year. However, victim notices surged 211% to 1.3 billion, but this was largely due to five mega-breaches, each triggering over 100 million notices.

The World Economic Forum’s Global Cybersecurity Outlook 2025, written in collaboration with Accenture, examines the cybersecurity trends that will affect economies and societies in the year to come. The report explores major findings and puts a spotlight on the complexity of the cybersecurity landscape, which is intensified by geopolitical tensions, emerging technologies, supply chain interdependencies and cybercrime sophistication.

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We at the editorial staff of CxO Magazine consider this report as a ‘must read’ for boards.

Launched in 1990, BREEAM is the world’s first and foremost sustainability standard and rating system for the built environment. On a global level, there are over 540,000 buildings with certified BREEAM assessment ratings and more than two million registered for assessment.

The 2015 RICS report ‘Going for Green’ found that BREEAM has an 80% market share across Europe for sustainable building certification.
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Moreover, the 2014 report by international law firm DLA Piper ‘Towards a greener future’, also highlights the leading position of BREEAM within the sector. Of the five principal standards investigated BREEAM was the preferred certification, with 60% of respondents ranking it 1st. In the same survey, 83% of sustainability professionals placed.

Explore the BREEAM database with more than 2.904.000 buildings worldwide

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Not all the ideals that companies often commit to are equally useful. Some are too vague, others are too disconnected from people’s daily lives, and others are simply too different from the reality of how people currently behave to take hold. This observation led me to wonder if there are some essential values—values that absolutely must be in place if you’re going to build a high-performance organization. Source: Fast Company

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Understanding the company’s big-picture strategy is vital for every employee, but many struggle to grasp it. Simply communicating your strategy isn’t enough—employees need to know the context and reasoning behind it. Here’s how to help them understand the strategy so they can execute it.   Explain the roads not taken. Don’t just explain what the strategy is—explain what it isn’t. Share alternative routes you considered and why they were ultimately decided against. Highlighting these choices, and creating transparency around strategic decision making, helps your employees understand the reasoning behind the strategy you’ve arrived at.   Link strategy to purpose. When presenting new strategic decisions, always tie them back to your organization’s purpose, mission, and goals. This helps people see the bigger picture without needing all the intricate details.    Involve employees in strategy development. Engage employees in the strategy process through feedback, workshops, and initiatives. This inclusion fosters a shared understanding of the context in which the strategy is developed. Use technology like AI-powered surveys to encourage participation and gather insights.

This tip is adapted from “3 Ways to Clearly Communicate Your Company’s Strategy,” by Constantinos C. Markides and Andrew MacLennan Source: Harvard Business Review

Servitization in het Nederlands wordt meestal vertaald als “servitisatie” of “servitisering.” Het verwijst naar de transformatie van een bedrijf van een productgerichte naar een dienstgerichte benadering. Dit houdt in dat bedrijven niet alleen fysieke producten verkopen, maar ook aanvullende diensten aanbieden die de waarde van hun producten vergroten. Het doel is om een duurzamere klantrelatie op te bouwen door middel van servicegerichte bedrijfsmodellen.

Voorbeelden van servitization zijn:

• Een fabrikant van industriële machines die naast de verkoop van machines ook onderhouds- en reparatiediensten aanbiedt.
• Een softwarebedrijf dat naast het leveren van softwarelicenties ook consultancy- en trainingsdiensten biedt.
• Een autobedrijf dat niet alleen auto’s verkoopt, maar ook lease- en onderhoudscontracten aanbiedt.

Het idee is dat door het aanbieden van diensten, bedrijven hun klanten beter kunnen bedienen en tegelijkertijd nieuwe inkomstenstromen kunnen genereren.

Dit is een getuigenis vanuit Nederland. Servitization vanuit de praktijk bekeken.

Low participation in meetings can harm your team’s productivity by reducing collaboration, hampering decision-making, and eroding unity. How can you encourage more fruitful engagement?  

Start by clarifying expectations. Outline the supportive behaviors you want to see in your meetings. For example, you could say, “As a team, we support each other, we tackle challenges together, and we communicate constructively.” 

Model these behaviors yourself, and be sure to celebrate when your team members do the same. For example, you might say, “I would like to recognize something. Alex, the way you just acknowledged Jordan’s contribution embodies the supportive culture we want to have on our team—one where every team member’s input is recognized and appreciated. Alex, thank you for demonstrating this and setting a positive example for us all.”

It’s also helpful to offer team members different ways to contribute—for example, allow for written input before, during, or after meetings. And consider rotating the meeting facilitation among all team members to give everyone a chance to lead. Giving those who are typically less vocal a structured role can help empower them to speak.

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Generational Differences in the Workplace: Boomers, Gen X, Gen Y, and Gen Z Explained.

As a supervisor or HR manager, it’s important to understand the dynamics of a multigenerational workforce. This includes what drives both your elder and younger employees and how you might best motivate them all. Consider the traits, experiences and preferences that factor into motivating baby boomers vs. Millennials vs. Gen Z vs. Gen X, Gen Y and beyond.

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Only 11% of the Belgian employees is still engaged, and 72% is not engaged anymore. That sounds pretty dramatic (Percentages based on Gallup data aggregated from 2020, 2021 and 2022).

Employee engagement is the involvement and enthusiasm of employees in both their work and workplace. Highly engaged teams outperform the rest in business outcomes critical to the success of your organization.

Gallup Report

In 2024, employers and employees are heading for a relationship reset. This shift partly stems from changes in where and how people work. In 2019, 60% of remote-capable employees spent their week working fully on-site, whereas that figure has fallen to just 20% in 2023.

But that’s not the complete story. Nearly five in 10 U.S. employees work fully on-site in jobs that can’t be hybrid or remote. And Gallup’s research indicates that how employees are managed has about four times as much influence on employee engagement and wellbeing as their work location.

Essentially, it’s the relationships workers have — with their coworkers, managers, leaders and organization — that are significantly evolving. Many organizations are radically retooling the ways they do business, leaving many employees, including managers, stressed and disconnected.

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Source: Gallup

Some consumer companies have simultaneously increased sales, cut costs, and reduced carbon emissions. Their secret? Paying closer attention to the design of their products and packaging.

As consumers become more demanding and less predictable, consumer companies “have to be super focused—almost surgical—in the decisions they make about the product portfolio and individual product attributes.” In other words, says McKinsey partner Dave Fedewa, companies need to think harder about product design. In doing so, they can make greater progress toward not only their sales and profit goals but also their sustainability targets.

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Source: McKinsey