ten digital trust challenges

8/18/2019 Ten Digital Trust Challenges

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Ten digital trust challenges

Norbert Schwieters Global Leader, Consumer and Industrial Products & Services,PwC Germany Dec 04, 201

!e live in an era w"ere tec"nolo#y is c"an#in# our lives at a rate t"at every $art o% society

is #ra$$lin# to ee$ u$ wit"' (ec"nolo#y creates enormous o$$ortunities and new riss

alie' )any $eo$le are worryin# about t"eir $rivacy* com$anies are seein# t"eir business

models come under attac %rom new di#ital entrants and t"eir cor$orate be"aviour

ma#ni%ied in real time t"rou#" social media* and #overnments are %acin# diminis"ed control

as new %orms o% communication em$ower t"eir citi+ens to mention only a %ew c"an

It-s not .ust t"e c"allen#e o% ee$in# u$ to s$eed wit" tec"nolo#ical develo$ments' It-s

w"et"er and "ow t"e current desi#n o% our $rivate and $ublic institutions needs to ada$t to

co$e wit" t"ese c"an#es and to restore t"e trust o% society di#ital trust' In /une, to mar

t"e 00t" anniversary o% t"e )a#na Carta, we looed at "ow institutions or#anised and

$ur$ose%ul interactions o% $eo$le based on contract, law or culture must create and

http://www.pwc.com/gx/en/contacts/n/norbert-schwieters.htmlhttp://www.pwc.com/gx/en/contacts/n/norbert-schwieters.html


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maintain trust t"rou#" le#itimacy, e%%ectiveness and trans$arency, and "ow #lobal

me#atrends lie tec"nolo#y are drivin# t"e need %or a desi#n trans%ormation and a bold

new c"arter %or our di#ital world'

3ere we tae a loo at 10 di#ital trust issues t"at in our view institutions must #row newca$abilities to address' ("ese issues centre around t"e et"ics and control o% data access

and use, interaction t"rou#" t"e Internet, di#ital ris resilience and value creation in t"e

di#ital a#e' ("e emer#ent and interconnected nature o% t"ese issues and t"e re#ulatory

res$onse to t"em "i#"li#"t t"e c"allen#es or#anisations %ace' 3ow and "ow uicly 5

will t"ey "ave to ada$t t"eir desi#n to create trust a#ainst t"is bacdro$ o% di#ital

trans%ormation6 !e consider a %ew uestions below in t"e conte7t o% t"e t"ree $illars o% a

trustwort"y institution'

Legitimacy

• 3ow can or#anisations better ali#n wit" t"eir stae"olders interests6

• !"ic" stae"olders will be a%%ected and "ow s"ould t"ey be involved6

• S"ould or#anisations %ollow t"e letter o% t"e law or be #uided by et"ics5based

$rinci$les6

Effectiveness

• S"ould or#anisations %ollow t"e letter o% t"e law or be #uided by et"ics5based

$rinci$les6

• !it" t"e immediacy o% social media, "ow can real5time accountability be

ac"ieved6

• !ill new $ublic institutions "ave to be created in order to ensure di#ital trust6

Transparency

• !it" so many di#ital $rocesses o$eratin# at a level we can-t see or understand,

w"at level o% trans$arency is needed6

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• 3ow will institutions need to monitor and re$ort on di#ital trust, bot" internally and

e7ternally6

• Is auditin# reuired and "ow s"ould it be done6

In t"is brave new world, or#anisations must %undamentally ret"in "ow t"ey create value'

("e e7$losion o% di#ital data and t"e new and innovative ways it-s bein# levera#ed "ave

"u#e im$lications %or t"e economic value c"ain' In a world o% near +ero mar#inal cost o%

$roduction and risin# relative value o% intellectual $ro$erty, classical cost5based business

models and t"e im$lications %or income #eneration and distribution, in s"ort social wel%are,

need to be re5e7amined'

Data ethics and control

(1) Data privacy and usage – getting the balance right

(o w"at e7tent s"ould data be #at"ered, analysed and used6 ("e di#ital revolution "as

#iven com$anies t"e tec"nolo#ies to collect enormous amounts o% data about consumers

and em$loyees' It-s also $rovided t"e analytical ca$abilities to create new nowled#e and


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insi#"ts, a%%ectin# "ow t"is data is used' ("e $ublic "as been slow to realise .ust "ow muc"

$ersonal in%ormation com$anies are collectin# and usin#, but as t"ey become more

in%ormed, mana#in# and $rotectin# $rivacy and data use will become an im$ortant

barometer o% "ow muc" com$anies are trusted by t"eir wider stae"olders'

Is it su%%icient to le#itimise data access and analysis t"rou#" t"e le#al terms and conditions

o% a customer a$$lication %or #oods or services, %or e7am$le6 !"at level o% trans$arency

s"ould t"e customer be entitled to6 !it" $ersonal in%ormation now an economic

commodity in its own ri#"t and $otentially t"e solution to some o% society8s #reatest

scour#es lie disease, "ow can we ac"ieve an acce$table balance between individual

$rivacy ri#"ts and t"e wider interests o% society6 ("e et"ical use o% data is anot"er issue

t"at needs to be addressed and somet"in# t"at re#ulators are increasin#ly callin# to

uestion' 9nd w"at measures are needed to educate t"e $ublic on riss and bene%its o%

tec"nolo#y and actions t"at individuals can tae to mana#e t"eir tec"nolo#y %oot$rint6 9s

t"e $rivacy debate is re%ramed by di#ital disru$tion, or#anisations must loo at w"ic"

direction and to w"at e7tent t"ey evolve t"eir in%ormation #overnance strate#ies and

ca$abilities, and ensure t"at t"e mec"anisms c"osen to balance com$etin# interests are

ones t"at #enerate trust and con%idence amon#st t"eir stae"olders and in t"e #eneral

$ublic'

For more information, please contact

David :ur# ; /oint Global Leader, Cyber security and Privacy, PwC 1 ?0@ A15

10B? ; mail

Peter Cullen ; Privacy Innovation Strate#ist, PwC


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(!) The ne" ethics of people data

("e use o% $eo$le analytics is allowin# or#anisations to attract, develo$ and retain ey

talent t"rou#" t"e use o% 3 data' ("is is turnin# talent mana#ement into a muc" more

scienti%ic, %act5based %unction t"an in t"e $ast, and more closely lined to business strate#y

and $er%ormance' :ut w"ile tec"nolo#y "as com$letely altered t"e o$eratin# environment,

rules o% be"avior are still $layin# catc"5u$' !it" so muc" data about em$loyee

$er%ormance and actions available to or#anisations, w"at #overnance #uidelines and

$rocesses are needed to ensure et"ical monitorin# and data use6 9re radically new

$olicies needed to mana#e trust issues around mana#erial use o% in%ormation, ensurin#

and en%orcin# le#itimacy, com$liance and trans$arency6

(ae wearable tec"nolo#y %or e7am$le, w"ic" can e7$onentially increase t"e amount o%

in%ormation available about em$loyees' 3ow muc" o% t"is in%ormation is necessary or

acce$table6 Fr consider "ow di%%icult it is nowadays %or em$loyees to ee$ t"eir $ersonal

lives se$arate %rom t"eir worin# e7istence= em$loyers are usin# $ersonal in%ormation

s"ared via social networs to mae c"aracter decisions w"en "irin# and to evaluate t"e


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(#) $redictions and profiling of people – "hat are thelimits%


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(&) 'lgorithmic regulation – seeing through the blacbo

)ore and more o% our daily lives are now #overned by automated rules al#orit"ms to

ac"ieve $articular outcomes t"at are constantly ad.usted as new in%ormation comes in'

("in o% sat navs- or credit card a$$rovals or websites t"at su##est w"at content you mi#"tlie to consume' In t"e di#ital world, code is t"e new law' :ut unlie traditional laws, t"ere

isn-t t"e same de#ree o% le#itimacy let alone trans$arency' 3ow can we trust somet"in#

w"en we don-t understand "ow it wors6 ("e enormous $ower o% al#orit"ms brin#s wit" it

a need %or trans$arency and accountability 5 and t"e level o% scrutiny t"at or#anisations

w"o wield suc" $ower will come under %rom t"eir stae"olders is only #oin# to increase'


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!it"out trans$arency, "ow %or e7am$le can we be sure t"at decisions are based on causal

relations"i$s as o$$osed to correlation6 Fr consider t"e blocc"ain $ublic led#er

tec"nolo#y w"ic" underlies cry$tocurrencies lie bitcoin= t"e tec"nolo#y creates data t"at

by t"e nature o% its ori#in can be trusted, but is trust based only on e%%ectiveness enou#"6Fr tae t"e s"arin# economy' Its new business models enable better use o% e7istin#

ca$acity but "ave also %uelled debates, in $articular t"e clas" between le#al re#ulations

t"at bind e7istin# service $roviders versus t"e al#orit"mic re#ulations based %or instance

on %eedbac loo$s used in t"ese new di#ital service o%%erin#s' 3ow can trust and

re$utation, so vital to s"arin# economy, be maintained w"en some users are wary about

"ow some o% t"ese rules are de%ined and im$lemented6 (rans$arency is also im$ortant

%rom t"e view$oint o% #overnance, ris and com$liance= to w"at e7tent can we trust

mac"ines to control mac"ines6 S"ould we re#ulate al#orit"ms wit" al#orit"ms, or "ave

"umans doin# t"e .ob and do t"ey "ave t"e ri#"t tec"nical sills in su%%icient numbers and

s$eed to re#ulate e%%ectively6 ("is is $articularly relevant #iven %or instance t"e ra$id

develo$ment o% %las" tradin# in t"e %inancial marets'


Paul :lase ; Global and


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(*) +uilding safeguards around artificial intelligence

("e increasin# use o% data and al#orit"ms to automate $rocesses and drive decision5

main# in business "as led to #reater e%%iciency and accuracy across a ran#e o% business

%unctions and sectors' 9nd wit" t"e creation o% al#orit"ms t"at can learn and mae

$redictions %rom data, inde$endent o% any "uman in$ut, mac"ines are becomin# smarter'

:ut "ow can we ensure t"at our al#orit"ms don-t #o ro#ue- and tae over6 (o w"at e7tent

do we need to understand t"ese al#orit"ms and ultimately 5 "ave controls- or

emer#ency- buttons to wrest control bac %rom mac"ines6

("e arti%icial intelli#ence 9I debate s"ows no si#n o% levellin# o%%, wit" widely di%%erin#

views on w"en com$uters will "ave intelli#ent be"aviour t"at-s euivalent to t"at o%

"umans, or t"e e7tent to w"ic" 9I is an e7istential t"reat to t"e very %uture o% t"e "uman

race' :ut one t"in# is clear= t"e et"ical and trust im$lications o% 9I must be e7$lored' Fne

crucial as$ect will involve better inte#ration o% "uman and mac"ine collaborations in t"e

wor$lace, to oversee and ma7imise t"e e%%iciency and e%%ectiveness o% al#orit"mic

$rocesses' Governance %ramewors will also need to be assessed to ensure a robust

system o% c"ecs and balances' !"ile many societies are increasin#ly com%ortable wit"


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t"e #rowin# role o% mac"ines as an essential tool to im$rove everyday li%e, suc" measures

will be vital in buildin# a #reater de#ree o% trust'


Paul :lase ; Global and


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(/) 0yber security and citien privacy

Cyber security is only #oin# to #row in im$ortance as we s"i%t more core societal %unctions

online and we connect more o% our $"ysical li%e to t"e Internet' Fn a micro level t"e ris

could come %rom "acers tain# control o% our connected cars, to #ive .ust one recent


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e7am$le' Fn t"e macro level t"ere-s t"e s$ectre o% #lobal cyber war%are tar#etin# crucial

ener#y or security in%rastructure, commercial assets or mass trans$ort %or e7am$le wit"

businesses cau#"t in t"e cross%ire o% risin# #eo$olitical tensions' !it" t"e lac o%

international conventions around t"is ty$e o% war%are, w"at "a$$ens i% you de$loy a cyberwea$on6

9s cyber security t"reats increase it-s liely, i% "istory is any indicator, t"at #overnments will

see to access, monitor and control even more o% our $ersonal data' ("e same will no

doubt be true o% com$anies as t"ey loo to $rotect t"eir vast databases o% consumer and

em$loyee in%ormation alon# wit" t"eir systems and di#ital o$erations %rom "acers bent on

cor$orate es$iona#e or even sabota#e' S"ould encry$tion o% in%ormation be $ro"ibited in

certain cases6 Fr s"ould t"ere be limits to w"at data can be accessed6 !"at measures

are needed to $rotect institutions a#ainst leas, losses and mani$ulation o% data t"at tae

into account concerns about $rivacy and et"ics6 !"at do #overnments and com$anies

need to do in order to re#ain t"e trust o% an increasin#ly sce$tical $ublic t"at-s demandin#

more control over t"eir data6


David :ur# ; /oint Global Leader, Cyber security and Privacy, PwC 1 ?0@ A15

10B? ; mail



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Digital resilience

(2) 3esilience in the face of digital disruptions

Fur reliance on tec"nolo#y to enable day5to5day activities "as syroceted= we c"ec into

%li#"ts online, access "otel rooms wit" our mobiles, do online banin#' !e don-t really t"in

about until somet"in# #oes wron#' In t"e $ast, com$anies could be %or#iven %or

occasional system interru$tions' Hot anymore' !it" so muc" o% our lives de$endent on

tec"nolo#y, interru$tions can be disru$tive and e7$ensive' :usinesses across sectors "ave

been s"aen by t"e im$act o% several "i#"5$ro%ile I( outa#es and #litc"es, erodin# di#ital

trust' ("e ability to ee$ t"e li#"ts onJ is becomin# a business $riority' :ut or#anisations

are c"allen#ed by t"e s"eer com$le7ity o% t"eir I( services, wit" layers o% in%rastructure and

multi$le service and $rocess interde$endencies' ("ey-re also under $ressure to deliver

wit" ever #reater s$eed and lower cost 5 and to s$end more time and resources on #rowt"

and innovation ' 9nd t"ey %ace t"e increasin# %reuency and so$"istication o% cyber attacs'

http://www.pwc.com/gx/en/services/audit-assurance/risk-assurance/it-risk-assurance/it-risk-resilience.htmlhttps://www.pwc.com/gx/en/services/advisory/2015-global-digital-iq-survey/key-findings.htmlhttps://www.pwc.com/gx/en/services/advisory/2015-global-digital-iq-survey/key-findings.htmlhttp://www.pwc.com/gx/en/services/audit-assurance/risk-assurance/it-risk-assurance/it-risk-resilience.htmlhttps://www.pwc.com/gx/en/services/advisory/2015-global-digital-iq-survey/key-findings.htmlhttps://www.pwc.com/gx/en/services/advisory/2015-global-digital-iq-survey/key-findings.html


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3ow can com$anies #ain a "olistic view o% t"e I( landsca$e and all its riss, and desi#n

t"e ri#"t #overnance and ris mana#ement $rocesses to better mana#e t"em6

Pre$aredness %or t"reats and disru$tions is one as$ect o% di#ital resilience' :ut t"e s$eed

and e%%ectiveness o% res$onse to a crisis, and t"e ability to mana#e t"e recovery $rocessare .ust as vital' Consider t"e $ower o% social media, w"ere an overni#"t tweet in 9ustralia,

%or e7am$le, could cause a $roduct crisis in :ra+il' 3ow can com$anies ensure t"ey can

react o$timally to events even as t"ey-re un%oldin#6 ("eir ability to do so will #reatly

in%luence t"eir level o% trust and ultimately t"eir resilience in an ever5c"an#in# world'

For more information, please contact:David :ur# ; /oint Global Leader, Cyber security and Privacy, PwC 1 ?0@ A15

10B? ; mail



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4alue creation in the digital age

(5) 3edefining o"nership in a virtual "orld

Di#italisation is trans%ormin# "ow we t"in about owners"i$ ' 9s value increasin#ly s"i%ts

%rom $"ysical to virtual it-s creatin# a lot o% #rey areas w"en it comes to $ro$erty ri#"ts or

w"ere value is created, increasin# t"e sco$e %or dis$utes and erodin# trust in t"e $rocess'

(ae t"e di#ital distribution o% wors %or e7am$le' !"ere $roviders distribute $"ysically, t"e

customer as owner is %ree to use t"e $roducts "ow and w"en t"ey lie' :ut wit" t"e s"i%t to

di#ital distribution, t"ere-s t"e $ossibility t"at customer ri#"ts could be reduced or revoed

over time' Fr tae $ersonal data' !"o owns it 5 com$anies or consumers6 )i#"t $ersonal

data vaultsJ 5 w"ic" individuals own and mana#e as a transactional currency create abusiness model %or realisin# value, as well as bolster trust and accountability in t"e way we

s"are data6 Cloud stora#e also $oses new uestions about $ro$erty ri#"ts' Kor e7am$le

w"at restrictions s"ould t"ere be on t"e ability o% cloud service $roviders to s"are

in%ormation wit" t"ird $arties6 S"ould t"e location o% t"e cloud server determine w"ic" laws

are %ollowed6

http://www.theguardian.com/media-network/media-network-blog/2012/may/01/magna-carta-digital-age-john-svioklahttp://www.pwc.co.uk/cyber-security/insights/digital-lives-we-value-our-digital-assets-at-25-billion.htmlhttp://www.pwc.co.uk/cyber-security/insights/digital-lives-we-value-our-digital-assets-at-25-billion.htmlhttp://pwc.blogs.com/economics_in_business/2013/01/will-small-data-be-the-new-big-data.htmlhttp://pwc.blogs.com/economics_in_business/2013/01/will-small-data-be-the-new-big-data.htmlhttp://www.pwc.com/us/en/issues/cloud-computing.htmlhttp://www.theguardian.com/media-network/media-network-blog/2012/may/01/magna-carta-digital-age-john-svioklahttp://www.pwc.co.uk/cyber-security/insights/digital-lives-we-value-our-digital-assets-at-25-billion.htmlhttp://www.pwc.co.uk/cyber-security/insights/digital-lives-we-value-our-digital-assets-at-25-billion.htmlhttp://pwc.blogs.com/economics_in_business/2013/01/will-small-data-be-the-new-big-data.htmlhttp://pwc.blogs.com/economics_in_business/2013/01/will-small-data-be-the-new-big-data.htmlhttp://www.pwc.com/us/en/issues/cloud-computing.html


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("e issue o% w"ere value is created also "as lar#e im$lications %or #lobal ta7 strate#ies, as

cor$orate assets become increasin#ly di#italised' 9ccusations t"at com$anies aren-t

$ayin# t"e ri#"t amount o% ta7 in t"e ri#"t $laces can uicly erode trust even i% t"ey-re

com$liant wit" national ta7 laws' !"ile$ro$osed re%orm o% international ta7 rules can "el$address t"e issue, $er"a$s t"e immediate uestion is w"et"er business sim$ly wants to be

trusted to com$ly wit" re#ulation or %or main# decisions based on $rinci$les and values'

3ow can com$anies better understand t"e wider im$act o% t"eir ta7 decisions 6 S"ould t"ey

voluntarily tae t"e lead in ta7 trans$arency6 3ow can businesses and #overnments wor

to#et"er to create worable standards %or a #lobal economy includin# di#ital business6

For more information, please contact:

)ary )on%ries ; (a7 Partner, PwC 44 020 ?212 ?A2? ; mail

Dr' /an5Peter F"rtmann ; PwC Le#al Germany ; (el= >4A 211 A152?2 ;mail

Stewart oom ; Global Leader, Cyber Security and Data Protection, PwC Le#al 44 0 20 ?21@ 4@0B ; mail

ic Stamm ; ice C"airman, Global (a7, PwC 1 B4B 4?1510@ ;mail

http://www.pwc.com/gx/en/tax/pdf/18th-ceo-survey-taxing-times.pdfhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/beps.htmlhttp://www.pwc.com/gx/en/services/sustainability/publications/total-impact-measurement-management/total.htmlhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/tax-policy-experience/tax-transparency.htmlhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/beps/the-digital-economy.htmlhttp://www.pwc.co.uk/global/forms/contactUs.en_uk.html?parentPagePath=/content/pwc/uk/en/budget/summer-budget-2015-wider-tax-debate-mary-monfries&contactLink=/content/pwc/uk/en/contacts/m/mary-c-monfries&style=pwc&territory=ukhttp://www.pwc.de/global/forms/contactUs.en_de.html?parentPagePath=/content/pwc/de/en/contacts/o/ohrtmann_jan_peter&contactLink=/content/pwc/de/en/contacts/o/ohrtmann_jan_peter&style=pwc&territory=dehttp://www.pwc.co.uk/global/forms/contactUs.en_uk.html?parentPagePath=/content/pwc/uk/en/contacts/s/stewart-room&contactLink=/content/pwc/uk/en/contacts/s/stewart-room&style=pwc&territory=ukhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/tax&contactLink=/content/pwc/gx/en/contacts/r/rick-stamm&style=pwc&territory=gxhttp://www.pwc.com/gx/en/tax/pdf/18th-ceo-survey-taxing-times.pdfhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/beps.htmlhttp://www.pwc.com/gx/en/services/sustainability/publications/total-impact-measurement-management/total.htmlhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/tax-policy-experience/tax-transparency.htmlhttp://www.pwc.com/gx/en/services/tax/tax-policy-administration/beps/the-digital-economy.htmlhttp://www.pwc.co.uk/global/forms/contactUs.en_uk.html?parentPagePath=/content/pwc/uk/en/budget/summer-budget-2015-wider-tax-debate-mary-monfries&contactLink=/content/pwc/uk/en/contacts/m/mary-c-monfries&style=pwc&territory=ukhttp://www.pwc.de/global/forms/contactUs.en_de.html?parentPagePath=/content/pwc/de/en/contacts/o/ohrtmann_jan_peter&contactLink=/content/pwc/de/en/contacts/o/ohrtmann_jan_peter&style=pwc&territory=dehttp://www.pwc.co.uk/global/forms/contactUs.en_uk.html?parentPagePath=/content/pwc/uk/en/contacts/s/stewart-room&contactLink=/content/pwc/uk/en/contacts/s/stewart-room&style=pwc&territory=ukhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/tax&contactLink=/content/pwc/gx/en/contacts/r/rick-stamm&style=pwc&territory=gx


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(16) 7anaging the dar side of "orplace automation

("ere-s no doubt t"at automation in t"e wor$lace "as increased $roductivity, im$roved

$roduct uality and reduced wor$lace accidents' It-s also creating .obs bot" directly, in

t"e $rovision o% suc" tec"nolo#ies and t"rou#" rede$loyment o% worers, and indirectly,

t"rou#" t"e non5tec" roles reuired to su$$ort and service t"is #rowin# trend, and t"e

economic stimulation t"at increased $roductivity drives' 9t t"e same time, "owever,

increased automation will continue to eliminate certain .obs ' !e-ve seen t"is in

t"emanu%acturin# and lo#istics sectors, and will ne7t see it swee$ t"rou#" w"ite collar

sectors lie accountin# and "ealt"care' I% not mana#ed e%%ectively, t"e ne#ative im$acts o%

http://www.pwc.com/gx/en/ceo-agenda/pulse/robotics.htmlhttp://www.pwc.co.uk/services/human-resource-services/insights/the-most-extraordinary-computer-of-all.htmlhttp://www.pwc.co.uk/services/human-resource-services/insights/the-most-extraordinary-computer-of-all.htmlhttp://upfront.pwc.com/technology/600-hi-robotshttp://upfront.pwc.com/technology/600-hi-robotshttp://www.pwc.com/gx/en/industrial-manufacturing/publications/assets/pwc-talent-management.pdfhttp://www.pwc.com/gx/en/ceo-agenda/pulse/robotics.htmlhttp://www.pwc.co.uk/services/human-resource-services/insights/the-most-extraordinary-computer-of-all.htmlhttp://upfront.pwc.com/technology/600-hi-robotshttp://www.pwc.com/gx/en/industrial-manufacturing/publications/assets/pwc-talent-management.pdf


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automation on em$loyment levels and dis$osable incomes could a%%ect economic #rowt",

as well as t"e very %abric o% society'

9s our di#ital society continues to evolve, business and #overnment will "ave to win bac

t"e trust o% sections o% society t"at %eel mar#inalised by a new ty$e o% di#ital divide' !ill itbe enou#" to retrain worers6 S"ould we see education as a li%e5lon# $rocess, wit" %unded

sc"oolin# %or all, so t"at worers can continually ada$t t"eir sills to t"e c"an#in# needs o%

t"e economy as tec"nolo#y advances 6 ("e ey di%%erence between t"e $revious

a#ricultural and industrial revolutions and t"e comin# arti%icial intelli#ence revolution is t"at

.obs will be dis$laced at a muc" %aster $ace t"an w"at it will tae %or "umans to resill' :ut

w"at can we learn %rom "istory about s"a$in# new laws, c"arters and movements to ada$t

to t"e social c"aos wrou#"t by innovation, as we consider an a#e w"ere wor as we "ave

nown it may no lon#er be t"e norm6

For more information, please contact:

/on 9ndrews ; /oint Global Leader, Peo$le and Fr#anisation, PwC 44 0 20

?04 A000 ; mail

/on !illiams ; /oint Global Leader, Peo$le and Fr#anisation, PwC 9ustralia ; (el= >B1 2

2BB 2402 ; mail

https://www.digitalpulse.pwc.com.au/robotics-workforce-automation-risk/https://www.digitalpulse.pwc.com.au/robotics-workforce-automation-risk/http://www.pwc.com/gx/en/issues/talent/future-of-work/journey-to-2022.htmlhttp://www.pwc.com/gx/en/issues/talent/future-of-work/journey-to-2022.htmlhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/people-organisation/publications/people-strategy&contactLink=/content/pwc/gx/en/contacts/j/jon-andrews&style=pwc&territory=gxhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/people-organisation/publications/people-strategy&contactLink=/content/pwc/gx/en/contacts/j/jon-williams&style=pwc&territory=gxhttps://www.digitalpulse.pwc.com.au/robotics-workforce-automation-risk/https://www.digitalpulse.pwc.com.au/robotics-workforce-automation-risk/http://www.pwc.com/gx/en/issues/talent/future-of-work/journey-to-2022.htmlhttp://www.pwc.com/gx/en/issues/talent/future-of-work/journey-to-2022.htmlhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/people-organisation/publications/people-strategy&contactLink=/content/pwc/gx/en/contacts/j/jon-andrews&style=pwc&territory=gxhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/services/people-organisation/publications/people-strategy&contactLink=/content/pwc/gx/en/contacts/j/jon-williams&style=pwc&territory=gx


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3owever, t"ere isn-t a one5si+e5%its5all solution across t"e #lobe' 9n institution can ac"ieve

an overall level o% di#ital trust wit" varyin# combinations o% t"e de#ree to w"ic" t"e t"ree

$illars o% le#itimacy, e%%ectiveness and trans$arency are realised' ("e $olitical, societal and

cultural bac#round o% its environment $lays a crucial role "ere'

Fr#anisations $rivate and $ublic 5 will "ave to become com%ortable dealin# wit" #rey

areas and a constantly s"i%tin# landsca$e' ("ey-ll "ave to %ind t"e ri#"t balance between

"ow t"ey #et and use data and t"e social conseuences o% t"ose actions and acce$t t"at

t"e line is always movin#' ("ey-ll "ave to build a #reat deal o% %le7ibility into data strate#ies

and models' 9nd t"ey-ll "ave to create a %oundation o% values to in%orm com$liance,

#overnance and et"ical decision5main#' !"ic" brin#s us bac to t"e need %or a desi#n

trans%ormation'

:y its very nature di#ital tec"nolo#y lie its siblin#s biotec" and nanotec" "as set out to

create a new dimension o% intelli#ence t"at undermines t"e control "umans "ad over

tec"nolo#y in t"e $ast lie never be%ore' 9$art %rom t"e need to ra$idly increase our

ca$ability to understand t"e im$act o% tec"nolo#y t"e uestion arises as to w"et"er t"e

catalo#ue o% "uman ri#"ts needs to be amended in order to restore control and %orm t"e

constitutional basis %or di#ital trust' As we’re right on our way into the ‘machine age’

this is at the core of a new Magna Carta for the Digital Age '

!"ile tec"nolo#y is trans%ormin# "ow institutions relate to t"eir stae"olders, di#ital trust is

but one as$ect o% trust' In t"e comin# mont"s we-ll loo %urt"er into "ow or#anisations can

tae concrete action on embeddin# c"an#es in t"eir desi#n to ac"ieve #reater levels o%

overall trustwort"iness' ("ese will centre around t"e measurement o% trust and o% t"e trust

im$act o% incremental c"an#es in institutional desi#n' ("is will %orm t"e basis %or in%ormed

investments into trust'

0ontact us

Norbert Schwieters

Global Leader, Consumer and Industrial Products & Services, PwC Germany

http://www.pwc.com/gx/en/issues/trust/redesigning-institutions.htmlhttp://www.pwc.com/gx/en/issues/trust/redesigning-institutions.html


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(el= >4A 211 A1 21@

mail
http://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/issues/trust/ten-digital-trust-challenges-alt1&contactLink=/content/pwc/gx/en/contacts/n/norbert-schwieters&style=pwc&territory=gxhttp://www.pwc.com/global/forms/contactUs.en_gx.html?parentPagePath=/content/pwc/gx/en/issues/trust/ten-digital-trust-challenges-alt1&contactLink=/content/pwc/gx/en/contacts/n/norbert-schwieters&style=pwc&territory=gx

ten digital trust challenges

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