The first challenges are cutting through the noise and getting to the heart of the matter. The IT sector pretend transformation is all to do with technology (usually the box of tricks they’re selling). They frequently publish blogs and articles to convince you to “transform your business by moving to the cloud”. Most mainstream IT advice will create operational efficiencies at best, but not transform the organisation.
Our technology and devices are becoming increasingly interconnected, creating the Internet of Things (IoT), but our interaction is no longer device bound it involves a substantial amount of voice interaction, which has created what Google refers to as the 'ambient internet'.
Our partners IQPC and TEX have conducted an interview around the ambient internet and the future of technology with Google's Director of Strategy and Operations, Craig Fenton.
Our Top Tips and Takeaways from this interview:
In an era where HR is frantically struggling for a seat on the bandwagon of data-savvy, data-driven business functions. An era where HR is yet to come to terms with the data value chain; where data culture is practically non-existent; data visualization remains a dark art; and BI stands for Brain Injury ... Is HR ready for Big Data?!
WHERE DO WE BEGIN?
The investment in recent years by large organisations, including the Big Four, has resulted in advanced technology that is changing many aspects of traditional accountancy and tax advisory. They now have technology that can cut the manhours needed on complex audits, do away with the need for sample testing and conduct a more insightful analysis of trends and risks.
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.