In today’s dynamic world of work, the path to opportunity — for both individuals, and organizations — is changing.
70-80 percent of changes are unsuccessful because of the leaders are driven by fear of loosing the control over the process of change management and leading them to make inappropriate decisions.
Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.
Leadership teams unfortunately fail to plan for the human side of change.
No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.
Who, What, Why, When, Where?
The organization’s capacity to change:
1. Any significant transformation creates “people issues.”
2. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution.
3. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization.
4. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. – This approach is also a superb way for a company to identify its next generation of leadership. –
5. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change.
6. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback.
7. Companies often make the mistake of assessing culture either too late or not at all, because no change program goes completely according to plan.
8. Team leaders should be as honest and explicit as possible.
Why Cyber Security Marketing Can Be a Challenge?
Before we get into how exactly to develop cyber security marketing that actually works, let’s look at the challenges that often stand in the way of marketers in this industry.
New cyber security companies are popping up all the time in response to the heightened demand. This can make it hard to stand out in the crowd, and it makes it essential for you to communicate what makes your brand different.
Embracing innovation, with assistance from IT
With the weight put on marketing teams to accomplish more with less and to show constant ROI, teams are enthusiastic for innovations to upgrade their processes and to work more productively and effectively.
But these advancements are not without hazard. Much the same as the marketing teams forces with the sales team, they should likewise collaborate with IT to ensure they are not creating hazards for the company due to security risks. If you are a CMO, one of your core responsibilities is to ensure the team is not creating more security vulnerabilities for the organization.
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CATEGORY : Change management, Cyber Security, Digital Transformation, Organization development Strategy, BigData, Iot, Smart
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