A Cultural, Procedural, and Organizational Shift to Zero Trust
mission and leadership strategy through many layers of the organization as addressed in this paper.
While ZT is primarily associated with technology, its successful implementation heavily relies on often-overlooked elements: the people and processes that are equally crucial for a thriving ZT framework delivery. A significant ZT“ paradigm shift” success will largely depend on individuals, teams, and organizations encountering new information that fundamentally changes their perspectives and approaches to technology delivery and management.
2 LEADERSHIP AND ORGANIZATION CULTURAL SHIFT
The organization leadership forms the vision for people to believe and follow. From that the organization strategy fills in the attributes and details of performing the delivery. This includes Executive Level Championing, Awareness and Training, and Encourage Organization Methods.
2.1 EXECUTIVE LEVEL CHAMPIONING
Leadership is the first step for successful ZT implementation as with any technology. Championing a ZT approach presents unique leadership challenges that can be headed off first before impacting the technical delivery to include cultural resistance to change from legacy system development and integration. Implementing ZT architecture can be challenging for organizations with legacy systems, as these systems are so different in design and implementation. Technical challenges are often so significant that championing the ZT paradigm shift requires a great deal of energy and planning unseen before.
As with any expenditure of funds, continued leadership buy-in, acceptance, and championing must be daily efforts while leaning into a continuing leadership driven approach. Strategy and vision are the second most important factors that result in successful implantation and adopting a ZT architecture successfully, including understanding the core principles, business impact, organizational alignment, risk assessment, budget planning, vendor selection, change management process, and communication strategies. Other examples are provided below:
• Lead by Example: Managers and leaders should understand core ZT concepts and how they will enhance the organizations’ ability for better security, then demonstrate that message efficiency in their own work.
• Communicate the Benefits: Clearly articulate how ZT leads to improved cybersecurity, reduced threats, and increased data protections.
• Foster a Culture of Open Communication: Encourage employees to share continuous improvements activities and suggestions for improvement.
• Recognize and Reward Organizational Efforts: Acknowledge and celebrate successfully ZT implementation, open communication, and ZT support.
Journal of Innovation 97