I was recently doing a bit of networking, talking about how we're using digital exemplar projects as a key enabler to drive our wider digital business transformation. For those who read my blogs, you’ll know I can’t resist a good analogy and the analogy I always use for this is that the exemplars are like icebreaking vessels; big, highly visible, strong and powerful.
Cybersecurity has risen as a key issue on the radar of virtually all organisations. As a recent AT Kearney report suggests, cyber-attacks have been topping executives’ lists of business risks for three straight years. In fact, the overwhelming majority of organisations have experienced some form of cyber-attack at some point over the past few years.
Over the last few years you can’t have failed to notice a number of factors coming together in a potent mix, creating the opportunity for “digital transformation”:
- availability of data,
- the power and availability of technology,
- mobile and cloud computing,
- peoples’ raised service expectations,
- a shift to more agile ways of working.
I’ve observed that this disruption is also driving an absolute requirement for a change in the way leaders lead. Some approaches are simply no longer an option.
In 1837, Hans Christian Andersen wrote the short story called ‘The emperor’s new clothes’ a tale about two weavers who create a beautiful new suit of clothes that they say are invisible to those who are unfit for their positions, stupid, or incompetent – while in reality, they make no clothes at all, making everyone believe the clothes are simply invisible to them. When the emperor parades before the people in his new suit of clothes, no one dares to say that they do not see any clothes on him for fear that they will be seen as stupid.
For a long time I would ignore such questions as I wrongly concluded that they only applied to those who lacked some form of self-discipline but in reality, our ability to ‘manage’ what, for many, is a digital deluge is a challenge we all face whether young or old.
Today’s business environment embodies the phrase “survival of the fittest.” As in, if your organisation isn’t as productive and efficient as it can be, you’ll be left behind.
Introducing new technology in today’s digital world can help you remain competitive.
That’s not all though, the effectiveness of your solution depends on how you choose to implement it. If your employees don’t use the new tool, you won’t realise any of its benefits.
Fret not, with careful preparation, effective support, and defined end-goals, you can make your technology roll-out a success.
Well, this statement is true for Disney, Nestle, Apple, Amazon and other leaders as they focused mostly on the customer/user experience.
Digital Transformation is in almost every c-level magazine, blog and whitepaper, and executives do not want someone coming in and disrupting their business.
If you want to reap the rewards of the digital revolution, a smooth, easy and positive user experience is vital.
The same title often hides a large diversity of roles, positioned differently across their respective organisations. It often reflects the maturity of each firm towards the appreciation of the threats it faces, the need for business protection, and its appetite for controls.
For large groups, in particular where business units or geographies manage their own bottom line and have a significant degree of autonomy in real terms, it can result in a large population of security practitioners across the group with very diverse approaches, objectives and priorities.
Remember the early 90s, when the mobile phones were not there. The only way to communicate to an out of office employee was landline phone or personal message via a colleague. Today there is no distinction between professional and personal lives as we are always connected.
Many years ago, as a young brewery sales manager, I was talking to the new transport manager who'd recently taken over from someone who’d “been there years.” Now that he was settled in he was starting to have a look at things and one of the things he wondered about was the seemingly erratic delivery route planning; On a Monday the dray lorries would go out to customers on the very extremities of the delivery area and the next day they were all within a stone’s throw of the brewery. Wednesday they were moderately far away, the following day round the doors again and on a Friday right out at