It was the best of times, it was the worst of times
People, Process and Technology are three pillars of change management. In this blog, I am going to look at the process side of change management. Although Process has a considerable overlap with other two aspects, there is still room to look at process in isolation. Borrowing from the simple yet effective model of Lewin, Process can be unfreezed, analysed and repackaged as shown in the below diagram.
Figure 1: Transforming Cube to Cone
Digital Transformation is everywhere and can become a bit of a minefield of jargon and terminology, from AI to Analytics, and IoT to Ransomware, technical terminology can be confusing and as a business transformation leader, you need to understand the potential technology can provide for your organisation.
If you find yourself in over your head confusing your RPA with your BPM, our partner IQPC have provided a glossary of technology-focused terms to help organisations understand their opportunities and the terms that are trending amongst digital transformation.
In 2018, as many people have predicted, we have seen explosive commercial growth of the Internet of Things (IoT) and wearable technologies. This has created an opportunity for cyber attackers to ply their trade and a new term – ‘Ransomwear’ – has been coined (see recent Symantec research on this). This can be understood as malware delivered through social engineering or pushed directly onto a wearable device.
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, and 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?
Through this series, we have examined how an incoming CISO can create the conditions to truly make a difference in their new job.
Of course, as we stated in the introductory article, all companies are different from one another and so are most individuals. Each will be at their particular stage in terms of security or managerial maturity.
Part 4 — What do we want?
This is the point when you really get stuck in. By now, you would have been in the new CISO job for about 2 months and it should start to feel less and less like a new job. Of course, this is not really about 100 days, and you should also start to realise it.
Part 3 — Who to trust?
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.