Your phone is the entry point to your business. Protect it.

Mobile phones have become the new prey of choice for hackers and other nefarious individuals. Once compromised, our phones offer easy access to our personal and financial information, giving hackers the ability to sell that information on the dark web and to ransom our information.

But despite the growing threats to our smartphones, most people — even most corporate executives — still don’t take basic security precautions. According to a 2016 report on mobile security by Intertrust, the cost of mobile app hacks and breaches will reach $1.5 billion by 2021. Yet mobile device security often gets less attention than security for network systems or even our laptop computers. The same report says $34 million is spent annually on mobile app development while only $2 million is spent on app security. This reinforces the old adage that the money spent on security is never enough, until there is an incident… and then it is never enough.

There are all kinds of ways that our phones can make us vulnerable to attack. Many people use their phone for two-factor identification and password resets. We all feel safer when our bank or email provider sends us a text message with a secure verification code when we’re logging in. But hackers can take control of your phone number and transfer it to a new phone — one that they control. Then all your secure verification codes go straight to the hackers, giving them access to your online accounts.

Apps are another way that hackers can infiltrate your phone. Malicious code can be inserted into free versions of popular apps. Once you’ve downloaded the app — for example, antivirus software — the hackers will ask you to spend money to get rid of viruses it found inside your phone. If you refuse, the app can completely disable your phone until you pay up. Think of it as a Trojan horse. Once you realize what’s going on, most of the time it’s already too late.

These are just two ways that hackers can wreak havoc through your phone. What can you do to protect yourself and your mobile device? Here are 15 simple steps that will make you a harder target:

Immediately change factory passwords on your phone. Avoid using 0000, 1234, your birthday, or similar easy-to-guess codes, and avoid settings for auto-login or saving passwords. Change your voicemail password from time to time, too.

Keep your operating system up-to-date, and back up your phone regularly. Install app and system updates as soon as they are available, because these updates may be fixing a bug or security issue.

Use a dedicated email address for authentication and pin number resets. This email address should be different from your personal day-to-day email address, which may be widely known.
Be cautious about installing apps from unknown sources, especially free versions of popular apps.

Only download apps from the App Store, Google Play, or other official sources, as they constantly screen and remove suspicious apps.

Do not access sensitive information (your bank account, for example) while using unsecure public Wi-Fi.

Use a VPN (Virtual Private Network) to create a more secure channel between your smartphone and the internet.

Set your phone’s lock-screen feature to engage quickly when the phone is not in use.

Set your phone to auto-erase if too many incorrect logins are attempted (and make sure to back up your phone regularly).

Turn off your phone’s Bluetooth feature when not in use.

Enable the “Find my phone” feature so that you can quickly locate it if it’s lost or stolen.

Consider installing security software on your phone — but only approved and well-known software (which usually is not free).

Try not to keep personal information on your phone for too long. Keep your phone as “clean” as possible by moving photos and documents and photos from it to a more secure device.

Turn off your devices when not in use (do not just hibernate them), especially when traveling.

Install privacy screens for your devices. (These are tinted screen protectors that prevent bystanders from seeing what’s on your screen.)

For those of us who travel extensively overseas each year, particularly to China and other countries of economic espionage concern, we recommend using “throwaway” phones, which can be destroyed after each trip. (We are still fans of the “clamshell” phones for a disposable option.)

Nobody easily recovers from being hacked. While computers have always been vulnerable to attack, your phone has evolved into the target of choice for criminals. Protect yourself by recognizing the threats ahead of time and making the efforts to mitigate them

Think of founding principles to avoid losing focus

In 2001 the list of companies with the highest market caps was dominated by blue chips. General Electric, Microsoft, ExxonMobil, Walmart, and CitiGroup — all were businesses led by managers who were experts in efficiency and optimization and who grew their businesses by making them work better than they had previously.

Fast forward to the present, and the list looks strikingly different. Apple, Alphabet, Microsoft, Amazon, and Berkshire Hathaway now top the list, with Alibaba, Facebook, and Tencent close behind. They are for the most part young firms led by founders and their teams, bold leaders who continually prioritize new growth over efficiencies to their core businesses.

Many things have happened in the intervening years to contribute to this shift, but the signal is undeniable. The market now rewards the long-term vision and continual investment in new growth represented by these younger enterprises.

Large enterprises have been responding to these developments for some time, mainly by applying the methods of startups such as lean experimentation, design thinking, and agile development. While these tactics are necessary and useful, when used alone they serve merely as Band-Aids to the problem.

The change that enterprises need to undergo in order to regain their growth trajectories is more profound, and it must start at the very top. To generate new growth, CEOs must stop thinking of themselves as chief managers and start thinking of themselves as refounders.

Refounders are leaders who, despite not having started the company, think with the mindset of a founder. They do not focus their energies on incremental growth through endless optimization, but instead look to leverage their company’s assets to build new offerings, move into new markets, and create next-generation solutions.

Satya Nadella of Microsoft is a great example of a refounder. When Nadella took over the CEO role in 2014, he immediately began refocusing the company on growth. “If you don’t jump on the new,” he proclaimed, “you don’t survive.” Nadella challenged the company to see beyond its legacy products like Windows, invested heavily in new technologies like AI and SaaS, purchased LinkedIn to plug Microsoft services into the company’s social graph, and more. Through it all, he has emphasized the importance of long-term thinking, taking a test-and-learn approach, and obsessing over customer satisfaction, among other values. The market has rewarded Nadella’s moves and his mindset: Since he took the helm, the company’s share price has more than doubled, and in 2016, after years of stagnation, Microsoft regained its place on the top-five market cap list.

You don’t need to be Satya Nadella to be a refounder, though. We work with CEOs of large enterprises who are in the process of refounding their companies, and while coaching them on this process we’ve seen firsthand what works best for them. Based on these experiences, here are five actions that leaders can take to move from a manager mindset to a refounder one.

Shift Your Mindset

Strategists in mature businesses think in terms of total addressable markets (TAM), which allows them to size a potential business and plan accordingly; refounders think in terms of total addressable problems (TAP). They ask, How many people have a problem that this solution could address? Besides exposing existing markets, a TAP mindset uncovers potential opportunities before there’s a market for them.

For example, in the 1980s a standard TAM view of cell phones would have suggested a modest market consisting of mainly lawyers, business leaders, and doctors — after all, they were the demographic using the first generation of phones. A TAP view, by comparison — asking “Who has problems that a mobile phone could address?” — would have suggested larger potential markets, ranging from everyone trying to make ad hoc plans with friends to entire populations without landlines looking to get their first phone connections. A TAP worldview allows you to discover future markets instead of playing only in developed ones.

Don’t Seek Consensus

When it comes to decision making, big-to-bigger enterprises look to gain consensus as a way of minimizing the risk of failure; in contrast, refounders recognize that new opportunities lie outside of the realm of consensus. As Marc Andreessen, of venture capital firm Andreessen Horowitz, says, “If something is already consensus, then money will have already flooded in and the profit opportunity is gone.”

Knowing that, refounders seek, as Jeff Bezos says, to disagree and commit — acknowledge differences of opinion and move forward together anyway, recognizing they are making a bet on a conviction and may ultimately be wrong. Grounding decisions in evidence-based conviction allows them to move faster while arriving at potentially great ideas before the rest of the consensus-driven world.