What strategies does your organization use to ensure all levels of management contribute to the strategic planning process? There are several. First and foremost, really good communication because without good communication, you don’t have collaboration.
And in cybersecurity, even though I’m the ciso, I don’t actually manifest security.
It comes down to the decisions of every single person and every business group.
So they need to be part of that solution, an active part of that solution.
So that takes communication, so it leads to collaboration.
The second thing in building onto that is an understanding of relevance.
We manage risk. We don’t eliminate it.
We manage it, which means you have to be able to make good decisions, and in order to make good decisions, you have to understand the relevance of security or risk.
So we build on that communication and collaboration.
We understand and communicate that relevance to try and find the right trade-offs.
And the third thing is we make sure everybody understands.
Security isn’t a one and done situation.
It’s not like we’re buying an appliance or a piece of software, and then we’re done.
Security is continually evolving based on the threats, based on the technology the organization is using, based on the very people and partners and vendors and suppliers that we bring in.
So it continually adapts and it has to.
So everybody has to be on the same team.
We’re all working together, and security is helping guide the way for the entire organization to be secure.
How can managers effectively lead organizational change when implementing AI technologies? So lots of changes can happen either through AI or by using ai.
We’re seeing instances in the industry right now where managers are able to manage more people more effectively because they’re using AI tools to help them through that process.
We’re seeing organizations in of themselves fundamentally changing because the introduction of ai, whether it be coding,whether it be communications, marketing,customer engagement, whatever it is, you see AI tools coming to the forefront.
Managers and leaders have to understandwhat is the right place, what is the right usage, right? And it’s not a superhero that can do everything perfectly.
There’s a lot of decision and curating around that and oversight that’s needed to make sure it’s not going off track.
So organizations have to be realigned,especially when tremendously powerful tools come into play.
For example, imagine how your organization changed when cloud technologies came about, or when the internet emerged, right?Your sales, your marketing, your supply chain,everything fundamentally changed.
It changed for the better, but there was chaos.
There was a little bit of uncertainty and doubt and risk.
But in today’s marketplace and industry, you’re not gonna find organizations that are not using the internet, that are not somehow tied or connected to clouds.
So it is an evolutionary process. The same thing with ai.
There will not be a company in a couple of years from now that isn’t using AI heavily, and that tool set isn’t shaping the way organizations are built, managed, and what they’re contributing to the greater cause. After reading the transcript above, consider an industry which you are interested in working in, currently work in, or have previously worked in, and respond to the following:
- If you were a middle manager in business operations within your selected industry, which strategic areas would you prioritize? Why are these areas most important? (Consider Matt Rosenquists points about the need for communication, collaboration, and adaptability in strategic planning.)
- In your selected industry, how can middle managers use AI tools to focus on these strategic areas and support the organizations goals?
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