88% organisations are undergoing digital transformation BUT just 25% understand what it really means. Many companies mistake digital transformation as synonymous with AI, IoT, Blockchain, Deep Learning, Virtual Reality or any other new age technology. As predictions abound that machines will run the world in the future, it’s no surprise then that the most crucial element, people, is often subsumed to give technology a larger-than-life image.
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.
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.
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
Our workplaces have gone through some seismic changes over the past few years and the pace of change doesn’t look like it’s slowing down anytime soon. From the invention of email sometime in the 1960s or 70s (depending on what story you believe) to instant messaging, social media, and now, artificial intelligence. We’ve come a long way since the Mad-Men-esque days of typewriters and switchboard operators.
The introduction of artificial intelligence (AI) technologies into the world of HR and recruitment is not just an idea anymore, it is a reality. Neural networks, machine learning and natural language processing are all being introduced into different areas of HR.
These developments contribute to the function’s increased accessibility to data-driven insights and analytics, enabling better-informed people decisions.
Skills shortages across Europe have been making headlines for the past few years, but since the result of the Brexit referendum, the issue has really been thrust into the spotlight.
#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.
It’s common to hear that organizations value talent. In fact, it is common sense to relate talent to success. Hence, organisations seem to be interested in recruiting and hiring talent for growth purposes and tend to promote talent management as part of their business strategy. So far so good, right?
Well, what if I told you that talent is not always that easy to manage and even more shocking is that not every organisation is really interested in talent as such, like they might think. I know, this sounds strange and out of place, but talking about talent is not that simple.
#OregonTrailGeneration #CompanyCulture #People #Talent #ServantLeadership