Module 4: Strengthen Your Organizational Change Capability by Creating Connections Across Departments

At the beginning of this Digital Transformation Guide, we listed the four elements of Digital Transformation as defined by the Harvard Business Review: technology, data, processes, and organizational change capability. 

That fourth element – organizational change capability – can be a bit harder to define than the other three. Change capability is based on qualities such as:

  • How quickly your company moves in response to changes in the landscape 
  • How well your departments work together 
  • How aware your leaders are of how data is used and managed in the organization
  • How comfortable your IT leadership is with strategic SaaS (software as a service) partnerships 

Let’s break these four indicators down a little further:

Speed of Change

Understanding how quickly your organization can move when it comes to making systemic changes is a key part of getting started. If you know your organization can be resistant to change in general or technology change specifically, you may need to build a case for change, as well as enlisting leaders across departments to be cheerleaders for change. 

Very likely, you will also need to bring in outside consultants, integration companies, and Software-as-a-Service companies who can help you navigate the complexities. These third parties are more than vendors – they are strategic partners who can help you level up your response to marketplace and world events. 

Departmental Interoperability

Learn more about how departmental interoperability helps you avoid confusion, delays, and redundancy in your company’s responses to data incidents

In an organization with departmental interoperability, teams have the communication tools, as well as the support from the C-Suite, to work together on solutions. Core business leaders don’t shy away from engaging with technology leaders, understanding that the technology that governs data is an essential brand design element – not just a tool that supports the business. 

And technology leaders don’t shy away from engaging with their counterparts in other business centers, understanding how and why certain data is collected, how it might be used, who might use it, and how to put the best technology (and technology vendor partnerships) in place to ensure the brand retains its trust factor. 

C-Suite Awareness of Data Culture

Recent reporting uses the term “Digital CEO” when talking about leaders who are leading their organizations through the complexities of a digital landscape. Now is the time for all existing C-Suite leaders to step into this emerging persona, taking the steps necessary to bring their organizations toward hyperautomation. 

Digital C-Suite leaders have an awareness of the value of data to their business, as well as the need to think consciously about how data is used. From product design and management to data storage and security to how data is used by vendors and licensees, every touchpoint in the process matters. For companies with complex business models, the ability to create secure, personalized data systems is mission critical. 

Comfort with SaaS

As your company takes incremental steps toward digital transformation, it is almost certain you will find yourself hiring consultants to provide custom software and software integration services. You will also likely hire companies to provide Software-as-a-Service, in which you license signature, customizable software to manage a segment of your workflow for you. 

Let’s look at the state of the marketplace when it comes to how digital leaders are currently using technology to manage data privacy, security, and incident response. 

Most companies now accept that third-party technology providers are best positioned to help them secure their data storage and data flow against internal and external breaches. Many companies have also accepted that some form of GRC system is required to sound the alarm when a data breach occurs. 

Surprisingly, though, a large percentage of companies abandon data breach response analysis and notifications to a manual process in which their privacy, compliance, and legal teams spend collective hours, days, or weeks assessing and determining the risk level of the event. 

When your organization has an event that requires reporting and notification, regulators may look at several breaches over time to determine the consistency of your team’s decision-making. As you can see, if you are managing hundreds (or thousands) of incidents each year, the margin for poor decision-making increases with each assessment, and your team’s efficiency decreases.

Returning for a moment to the Module 1 concept of “hyperautomation,” in which every aspect of business that can by automated should be automated, it stands to reason that companies need to go that last mile toward automated breach incident and response management to ensure they really are designing a brand for trust.

Congratulations – you’ve completed all four modules of The Digital Transformation Guide for Privacy Incident Management. Now it’s time to Level Up! The final section of this Guide reviews the material you’ve covered and provides you with a checklist to help you usher in digital transformation.