This is really the time-horizon over which the new CISO must start assessing their new position. Once again, many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation.
Part 2 — Who is accountable?
Many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation. But the role of the CISO is particularly sensitive in many aspects and has its own dynamics. It is often poorly understood by management and still seen by some as a necessary evil, or as an imposition by auditors or regulators.
Part 1 — Who is control?
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at? What can be expected, and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored? Those are the themes we will be exploring in this new series around the specific role of the CISO.
The Person, the Role and the Culture of the Firm
We’ve all seen films where Artificial Intelligence replaces humans on-mass – and much debate swirls around just how much of this could ever be a reality.
Meet Erica – perhaps the world’s most advanced, human-like robot yet. She demonstrates that we may not be too far away from silver-screen-like AI workers.
Digital transformation may sound easy, but it’s not. Especially when, there are so many different understandings of this buzzword around the world.
Of course, it’s a journey which will change with the technologies you adopt and bring into the people, processes, and culture associated with your company. Before understanding this buzzword, it is important to know what a Digital Transformation is not.
Many organisations misunderstand digital transformation.
#AI #Recruitment #TalentAcquisition #TalentManagement
Artificial Intelligence has been a topic of conversation for decades. You do not have to go too far back to see cinema that hinted at it in the 1940’s to films that pushed us out of our comfort zone for AI, like “Star Wars” and “Blade Runner”. As we think about AI from a sci-fi point of view, it is fun, innovative and entertaining. The same should be said for bringing AI to the masses in a more meaningful way, like around engagement and interaction with talent and within teams.
The big changes happening around us provide opportunity for a better way of clarifying responsibility.
One of the first letters to an editor I wrote was in 1990 or 1991 and it was to Paul Bawcutt who was the editor of a risk management journal called "Foresight". It was on the subject of whether risk managers should have direct responsibility for managing risk or not. There were different views around at the time and there still are today. A quarter of a century has passed and the debate over the roles of risk functions and others involved in managing risk still rages on.
In August 2017, India’s highest judicial office, The Supreme Court, upheld the right to privacy as a fundamental right of the country’s citizens. In an era, where data is easily disseminated through a wide array of physical and digital channels, we often end up losing control of the very resource that we created and one that defines us in myriad ways.