Via Forbes (November 30, 2017) – Across the U.S. industrial landscape, corporate instant messaging, whether via mobile devices or PCs, is becoming an important supplement to emailing for enterprise-wide communications. In part, because of the expanding roles in corporate hierarchies of Millennials—who, after all, came of age with the advent of instant messaging—and, in part, due to the substantial productivity-enhancing nature of these types of communication protocols, instant messaging systems could, in time, actually rival the use of email for internal corporate communications. They even hold the promise—if structured to incorporate the latest generation of electronic security programs, which are constantly improving—to provide for even more robust protection from the risks of internal intrusions than emailing.
C-Suite executives and Boards of Directors are now ever mindful of cyber-security risks, and are on a tear to get educated…
To read the full article, visit the link below.
‘Millennials Push For Corporate Instant Messaging Will Enhance Cybersecurity‘ by GCA Game Changer Harry Broadman
Harry also has recently written about North Korea’s Supreme Leader Kim Jong Un and the United States’ current political and economic landscape, which can you view here.
For the last 16 months, Harry has been contributing to publications such as Forbes, Newsweek-Internationa, and Gulf News.
About Harry Broadman
Harry Broadman is an expert practitioner in international finance, investment and trade, business growth, risk-mitigation, innovation strategy, and corporate governance. One of the earliest serial entrepreneurs, he’s re-invented himself more than a handful of times not only in an interdisciplinary fashion, but also across greatly differentiated senior roles in the private sector, interspersed with stints as a high-level policy maker. Broadman has emerged as a genuine thought-leader on the unforeseen dynamics that have changed the underlying structure and character of world markets—long before the term “globalization” was commonplace.
These insights shaped his career focus on structuring cross-border transactions, especially in high-growth emerging markets, the parts of the world toward which Harry has always had a strong predisposition. Illustrative of this, he’s worked on-the-ground with businesses large and small in more than 75 such countries across 5 continents. With an innate sense of how business functions, Harry’s professional journey has been propelled by an intense personal inquisitiveness about the elements that shape how successful firms grow rapidly, excel at remaining more competitive than rivals, reduce exposure to risks, and constantly innovate.
Harry’s accomplishments have been marked by successively creative approaches to identifying and seizing ‘first mover’ market advantage; structuring robust transactions for new product market entry, geographic expansion and agile supply chains; executing novel, multidimensional risk-mitigation strategies; incorporating productivity-enhancing changes in technology into operations; and enterprise restructuring to achieve superior management of net assets to enhance investment returns.
He is a seasoned decision-maker, especially in fast paced, high pressured, risky business and policy environments, and a tactful, creative negotiator of multi-party investment and trade transactions, particularly with foreign enterprises and governments. He has been a driving force advising, helping to create or establishing afresh highly successful enterprises positioned at the leading edge of their markets, and the builder and leader of globally dispersed, large, multi-cultural teams of professionals.
Broadman brings to C-suites and boardrooms a unique combination of fundamentally insightful and pragmatic views about how commercial, financial and policy changes that drive international markets impact workers at the factory floor upwards to the executive management team—and the reverse. He has the rare ability to frame the most salient business issues from a perspective rather than simply a ‘rear-view mirror’ vantage point and do so through a prism that recognizes the ‘non-linearities’ of changes in business environments.