El Diario del CISO El Diario del CISO (The CISO Journal) Edición 10 | Page 4
EL DIARIO DEL CISO
(THE CISO JOURNAL)
Thinking and Working for a
Digital Security Leader
Thoughts of LSD
New capabilities of a Digital Security Leader (#DSL, #DigitalSecLeader)
Andrés Ricardo Almanza Junco
Digital security leaders are currently facing many new challenges that are progressing faster and fill the agendas of these professionals. The increase in the pace of
business, changes and rapid transformations of organizational cultures and expectations for better productivity are some of the tensions in the organizational
agenda. These reasons, among many others, mean that the professionals who currently manage the security areas or who claim to be security must rethink their
capabilities frameworks or at least adapt their current capabilities to these challenges.
In this scenario it is good to leave the question for reflection of the #DSL
What can be the most important capacity for you how to #LSD or security professional to perform properly in a digitally different environment like the current
According to Gerald C. Kane, Anh Nguyen Phillips, Jonathan Copulsky and Garth Andrus in their article and research published in MITSloan Management Review , there
are based on their research some key elements that make Leadership in the digital context elements to be taken into account such as capabilities that every leader
Transformative Vision: Vision as a tool to anticipate, analyzes trends, and takes decisions, are key pieces in the life of a Leader in the digital context. In this same
dynamic, solving complex problems in times of Volatile, Uncertain, Complex and Ambiguous realities (VICA), will be key pieces in that vision.
Perspective of the future: Seeing the future is that every leader can clearly and clearly view this vision, a coherent strategy in accordance with that vision and an
ability to prospect or have foresight that allows him to see further. The #LSD with a transforming vision will be endowed with the possibility of working on elements
that are relevant to many possible futures will be a way of talking about a transformative vision.
Digital literacy: Every leader in a digital context must develop and strengthen this capacity, the responsibility of the #DSL in this aspect is key since they are the
ones who must understand the technologies, and trends in the digital context that can generate risks in the contexts organizational not only is seeing the risks also
see the opportunities that the new digital challenges offer for the organization and find points of balance that benefit not restrict the digital growth and
organizational value. Another key component of digital literacy and the responsibility of #DSL is to be able to deliver information for decision making in increasingly
uncertain environments. In this same measure, capacities such as communication and relationships are key to be able to transmit all these messages to all the parties
involved and have a connection with the #DSL.
Adaptability: Change, is the most natural constant in digital environments and all #DSL must be focused on having a change-oriented mentality as part of their
capabilities in these digital contexts that organizations face. Adaptation to change starts from the mentality which must be open and ready to grow when learning
and to be able to guide new processes. The adaptability therefore helps #LSD to flow and change quickly responding to the environment, markets and conditions that
may arise in an unforeseen manner and this is reflected in the organization that can also flow reliably in digital environments such as the current ones. Likewise, the
adaptability allows the #DSL; to expand and deepen its capacity to learn and to be updating its knowledge base through the multiple sources of processes and
information that allows it to be permanently learning.
In this same measure as part of the set of capabilities that all #DSL must develop in the new digital reality is also important to consider the recommendations
of Julian Birkinshaw, James Manktelow, Vittorio D'Amato, Elena Tosca and Francesca Macchi makes some important considerations important to the time to talk about
the managementthat can be put into consideration within the component of key areas to be taken into account by the current #DSL. They are between them:
Management of internal and external context: The context has to do with what surrounds the organization, in terms of the external to the organization is thinking
about how to understand the environment in which the organization operates, learn to work on the concepts of competitive market advantages, as well as the
development of the interested parties that can be the customers and consumers.
To support this context we leave these reflection questions for our readers, as an exercise that you can use for this point
What is meant by understanding the operating environment of the company you
What is the competitive advantage of your organization that is important to
What are the stakeholders that are a key part of the external context of your
On the side of the internal context, it is related to the key elements in how the organization flows in topics such as the management of its processes in an integral
manner, how it is communicated, how its changes are managed in general terms as the organizational culture unfolds. A #DSL must have these elements in its radar
and with a key knowledge to be able to know how its initiatives, proposals and strategies are integrated in the best way in the organization and not to run into