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This may sound as an overstatement but privacy impact assessments (PIAs) are likely to become the most vital item in the privacy professionals’ toolkit. Welcome to privacy management for the 21st century!
PIAs are a good operational control to protect the privacy of confidential data.
Important: PIAs are not limited to information technology.
Some legislation, e.g. HIPAA / HITECH differentiates between privacy and security. You should too. The HIPAA Privacy Rule applies to any type of personal information covered by HIPAA. The Security Rule only applies to data in electronic format.
That's why I referred to PIAs as an operational control.
Relocation of filing cabinets or boxes of records may affect privacy impact for example.
Does everything require a PIA? No. Some environments use another type of assessment (PTA*) as the official determination for whether a system has privacy implications, and if additional privacy compliance documentation is required. *Privacy Threshold Analysis.
The PTA is built into departmental processes for technology investments and security. PTAs should expire and be reviewed and re-certified every few years or when there is a major change to the system.
An information system is a defined set of resources that may consist of personnel, equipment, funds, and information technology.
See NIST publication SP800-18, Guide for Developing Security Plans for Federal Information Systems for guidance on creating a system security plan.
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According to a survey published this month by Right Management, 83% of employees said they are actively seeking a new position for 2014. Gallup’s State of the American Workplace study earlier this year found that 70% of workers are not engaged or actively disengaged and emotionally disconnected from their workplaces, and thus less likely to be productive. Gallup’s research also finds that engagement is strongly connected to business outcomes essential to an organization’s financial success.
Here are three workplace trends that are likely to keep employees engaged and retained in 2014:
Corporate leaders are also employees. If they are disengaged, their people are likely to be as well. Leaders and Managers are not immune to the disillusionment of the past decade. Some percentage of the 83% of employees actively seeking a new position are leaders. When the market finally opens up, expect movement at all levels.
Bottom line: pay attention to honing your leadership style in 2014. If not, your employees may find other opportunities to get their voices heard.
It is logical for companies to examine their own methods of conducting business from an inward facing perspective, as it may reveal certain aspects that are impeding their abilities to perform efficiently. That said, analytics conducted on consumer data could be even more useful in pinpointing the areas organizations should address to grow their businesses.
IT professionals have to understand business so they can be useful. Transformation won't happen in a siloed environment. Get out of your cubicle and into your customers' heads and hearts.
Now that a baseline of quality at most establishments has been set, value is derived less from consistency and dependability and more from other factors like convenience and local appeal. Customers want local, so national chains are trying to adapt.
The 20th Century is over. Large chain stores don't have to ruin the local economy. Consumers are less likely to resist if they get both the benefit of scale, along with amplification of local flavors.
“Many branding specialists are talking about stories but are not telling any. You have to know what a story is and what it is not. A story has some basic features such as a series of causal events and something unexpected happening. Stories have characters doing things.”
What's your story? Does it make your audience feel something? Does it make them care?
“Survey says!” Alternately Family Feud or Family Fortunes, depending on your geography, the famous quiz show surveyed 100 people on a variety of questions and then challenged families to identify the top responses.
See how many of the top answers you can guess before looking at the list at the bottom of the article.
Women make up half of the workforce but hold just 16.9% of major board seats. Here are companies that have zero women at the top.
With GM's move today, the question seems more appropriate now than ever. WHY NOT?
Just a day after the U.S. Treasury Department sold the last of its interest in General Motors (GM), CEO Dan Akerson, surprised many, announing his retirement. The board chose Mary Barra as the 1st woman to run the company.
This seems like a time where anything can and will happen. Be prepared.
A leader is charged with hopping into a kind of mental DeLorean DMC-12, setting the dial for a decade down the road, and hitting the gas until they reach that magic 88 mph. But once that leader gets back from the future, it's time to work on that vision with the rest of the team -- to refine, reshape, and most importantly, reauthor that vision.
Leaders are responsible to create a vision for the future of the company.
To be effective, leaders must engage the people affected to make them feel connected to the change.
This is where many leaders fail. The plan is nothing without buy-in from the governed.
Organizations change one person at a time.
Obviously, the great thing about electric cars is that you can plug them into an outlet to charge, rather than stop by a gas station and drop a bunch of money on gasoline.
The transition to electric cars raises some interesting legal questions.
The first reaction may be to scoff. I’d hate to be that guy in the lockup. “Hey, buddy, what are you in for? I was arrested for stealing electricity. I got away with less than 10 cents.” This crime is pretty embarrassing by today’s criminal standards.
Realistically, though police do not have the ability to judge how long a vehicle is plugged into the vast majority of unguarded electrical outlets. If we shift the cost of refueling our cars over to schools the schools would quickly feel the pinch.
It’s better to ask these questions now rather than somewhere down the road when it’s a multimillion-dollar question. There are a lot of cars on the roads here in California.
Digital transformation today is pervasive across organizational functions. There is no area within a company where digital had not made its impact felt. Nevertheless, most organizations have largely focused on the 'shiner' parts of digital transformation
Boards, Executives and Employees feel they are being forced to change. Complacency established by prior success causes resistance. Why should I change? What’s in it for me?
Organizations try to manage projects that change bits and pieces that customers see.
There isn’t enough questioning of the underlying assumptions - strategy. Is the old destination still valid?
Capgemini attempts to help clients rip off the shiny wrapper and look deeper.
Lead change. Your customers are changing and leaving you behind. They don’t care about your traditions. They care about receiving value for their dwindling supply of cash.
Newly anointed Federal Communications Commission Chairman Tom Wheeler said this week that it would be OK for Internet service providers to charge Netflix and other companies for a faster lane to consumers.
It looks like we are going to see a sea change on FCC governance of the Internet.
Having assured delivery, with the option of a fast lane would allow providers to decide on service levels based on market forces and corporate goals.
Service levels for assured delivery would have to be competitive with current speeds.
Perhaps giving consumers more options on Internet speeds will get ISPs off the mark on replacing the slow service levels in the US. Right now, we’re #8.
What does becoming a social business actually entail? A practitioner in the trenches shares his top strategies and techniques for driving engagement with social tools.
Social Business adoption is a business transformation, not a project.Granted there are similarities, but social business transformation is bigger.
Here's another resource on the subjet
PMI definition of a Project: http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx
"A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.
The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects.
And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need".
As insurers invest considerable resources in large-scale, technology-enabled transformation programs, OCM helps them avoid common risks and pitfalls such as sub-par adoption of new technologies and lack of organizational alignment around new...
If management believes that corporate IT is separate from the business-side of an organization, it is likely more of your projects will fail.
If corporate IT staffers aren’t knowledgeable about the business they work in, it is also likely that more projects will fail. Technology is only as effective as the people who use it.
Data drives decisions in modern organizations. Bad data results in bad decisions.
OCM isn’t what many think it is. Do shareholders a favor and educate yourself.
Executed correctly, and with inclusiveness its core, your customers will become media-savvy brand ambassadors amplifying your purposeful stories in creative ways that build your reputation, brand loyalty and sales.
Reach out to listen and include customers in marketing. Try to exclude them and they may start their own marketing campaign.
Much has been written about the failure of many privacy policies in the way they have been implemented. Most, it seems, have been written by lawyers and seem only to exist for either the mandatory requirement to have a policy or to throw everything in the policy in the event plaintiff lawyers start calling—“you can point to page 3, paragraph 3(c)I … that explains everything.”
Organizational change leadership applied to information privacy programs.
Communicate with consumers, not just their lawyers.
All five financial regulatory agencies have approved a ban on big banks' proprietary trading, named for its chief proponent, former Federal Reserve chair Paul Volcker.
A short look at the new rule.
In a world where it’s never been harder to get people’s attention, too many brands have nothing in their DNA and in their messages that brings a smile to the faces of consumers. They exist. But there is no Long Idea.
“Advertising is the cost of being boring”
SAN FRANCISCO — Privacy advocates had some unsolicited advice for the major technology companies demanding that the U.S. government stop collecting information on private citizens: Practice what you preach.
Who says corporations don’t have a sense of humor?
...is louder than the din of traffic outside your window during rush hour. Surprise and differentiation have far more impact than noise does.
Be that small bell in the darkness.
Corporate culture often doesn’t get the attention executives suggest it deserves. Only 53% of businesspeople say culture is an important part of the leadership agenda at their company. Even fewer people (35%) say their companies do an effective job of managing culture.
It's not enough to point and say, "there's our new destination." Lead change by example. Get out of the wagon and walk with your people to the new Promised Land.
The Corruption Perceptions Index 2013, which was released yesterday, ranks countries and territories based on how corrupt their public sector is perceived to be.
The US tied Uruguay, ranked number 19 out of 177.
See the report at:
Apparently no one knew what "social enterprise" meant -- not even the guys who coined the term.
How not to provide vision.
Data from thousands of Wall Street earnings conference calls suggests that many companies hide bad performance news by calling only on positive analysts
Corporations may be using a form of sentiment analysis to influence the message or tone of earnings calls.
Seems like a great idea from the corporate viewpoint. Investors, however, may have a different take.
If the SEC hears about this, they may form a committee to study the study. Then, watch out!
The majority of workers say they constantly have to attend to business matters when they're away from the office, and they do so from any location, at any hour.
The idea that we "go to work" is a nostalgic, quaint notion. Many of us are always working. That means that ideas, behaviors and tools had better change too.
Even more reason to manage worker outputs rather than hours worked.
We need to start with the perception that organizational culture is about people’s behavior, the values that drive them, and the meaning they derive from their actions and the actions of others. Cultures can be changed by changing values and drives, and therefore changing people’s behaviors. But ‘managing’ culture is next to impossible, because culture is the slowest aspect of an organization to change.
There is no magic bullet. Change is constant. Change is accelerating. There are many points of view. Stopping with Booz or Stowe Boyd is a mistake.
The article presents and interesting point of view on culture change. I agree that change is not something a company manages.
There is no magic bullet. Change is constant. Change is accelerating. There are many points of view. Stopping with Booz or Stowe Boyd is a mistake.
Expecting to manage that is a fools’ errand. It implies that change is a project. Culture change is part of a strategy that gives the company flexibility to change with the times.
As people, we only finish changing when we die. That may be even be a false assumption, depending on your religion or philosophy.
Leadership is the key ingredient in Change.
Leadership and management are parallel activities. They were never meant to be exclusive. Read Kotter’s books and articles on change leadership. Stowe may also gain some insights there. http://www.kotterinternational.com/books-and-resources
Management enters the equation as the company recognizes that the activities generating profit and care for existing customers must be maintained during culture change.
You may also gain some insights from IBM, a company that sees change as part of doing business. See this video http://www.youtube.com/watch?v=2ol9zYw4Chg. Download the study report http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1030541?cntxt=a1000453
If reading studies isn’t your thing, see the preview of the book Making the World Work Better http://www-03.ibm.com/ibm/history/ibm100/us/en/book/ or buy it here http://www.amazon.com/Making-World-Work-Better-Century/dp/0132755106.
If your attention span is shorter, try this list of references, compiled by Prosci http://www.change-management.com/references.htm
1. Helping employees embrace change. This article provides a chart illustrating the correlation of effective change management to total value recovered based on a study with 40 projects.
- LaClair, J. and Rao, R. Helping Employees Embrace Change, McKinsey Quarterly, 2002, Number 4. http://www.mckinseyquarterly.com/Helping_employees_embrace_change_1225
2. Why CEOs get fired. This article presents the findings from interviews with 286 organizations who fired their CEO, listing the top-five reasons for this action. The number one reason was mismanaging change.
- Murphy, M. Why CEOs get fired, Leadership Excellence, September, 2005. (research by LeadershipIQ) http://www.leadershipiq.com/news_mismanagement.html
3. Best Practices in Change Management report. This report provides charts showing the correlation between change management and 1) meeting project objectives and 2) staying on schedule and 3) staying on budget; based on study results with nearly 100 project teams.
- Best Practices in Change Management, Prosci, 2009. http://www.change-management.com/best-practices-report.htm
4. Creating organizational transformations. This study presents the findings from interviews with 3,199 executives involved in major transformations, and summarizes the key lessons learned to achieve successful change. Of the top-five lessons learned, four relate directly to effective change management.
- Creating organizational transitions, McKinsey Global Survey Results, McKinsey Quarterly, July 2008. http://www.mckinseyquarterly.com/links/31143
5. Success Rates for Different Types of Organizational Change. A literature review of studies on the success rates of various types of organizational change including Strategy Deployment, Restructuring and Downsizing, Technology Change and Mergers and Acquisitions. Shows that a majority of change efforts do not meet their objectives.
- Smith, M. Success Rates for Different Types of Organizational Change, ISPI January 2002 http://www.ispi.org/pdf/smith.pdf