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Through the centuries, human civilizations have undergone periodic leaps in technology. From steam to electricity to computing, societies have made radical shifts as new ways of doing things have transformed how we work. We are now in what’s been deemed the Fourth Industrial Revolution, an era of digital transformation that will forever change the way we work, and the way organizations operate. Embracing automation and AI opens opportunities to meet existing and new business goals through greater agility, resilience and responsiveness. Employees will still be an essential part of the equation; however, ensuring they remain content and productive will mean creating an environment where AI and automation are seen not as threat but rather, as trusted and useful tools. Becoming an enterprise powered by AI calls for cultural change as well as investment in technology.  

AI and Automation at Work

The impact of AI and automation can be demonstrated by studying the transformation of a very manual business to one that is deploying AI. Consider the following scenario and see how AI and automation are impacting both business operations and customer experiences. Imagine a delivery business in a mid-sized city that handles all the e-commerce orders for several large retail customers. In the early days of online shopping, the delivery company would have been mostly dependent on manual processes. They would plan drivers’ routes and calculate the number of drops per day manually. Drivers would be given a print-out of their route, itinerary and the drops they would be making. Though the customers know what day their delivery will arrive, they don’t know when during that day; they might spend hours waiting. If the driver faces an unexpected delay, that could throw off a whole day’s workload. However, business operations don’t have to (and will not) stay this way. A delivery business powered by data and AI can analyze the best routes and change them if traffic or weather conditions become problematic, thus ensuring delivery timelines. It can also notify both the driver and the customer in real time, keeping everyone informed of changing routes and delivery time expectations. With automated AI in place, customers then can request a delivery change at a moment’s notice, saving the driver time, keeping the parcel safe and avoiding a costly failed delivery. This has the added benefit of helping strengthen the customer’s relationship with the retailer and the retailer’s relationship with the delivery firm, and creates potential a new business opportunity – where flexible delivery times and change options can attract premiums.  

Carefully Tailored Transformation

Typically, organizations develop their business operating models based on processes that dictate the start and endpoints of every activity. Instead, a model that pulls in insights based on data will allow for people, resources, infrastructure and analytics to be used to better affect the model. Gut-instinct and intuition have always played a part in making decisions. Adding data and analytics into the mix means those are based on organizational intelligence. As organizations are able to gather more and more data to predict scenarios and inform decisions, the insights and decisions are likely to be more accurate and reliable. Sales figures, customer feedback, machine performance, product returns and more can all be analyzed and fed into a cycle of improvement. Though many manual operations are ripe for complete automation, many more will be suitable for partial automation, where elements of manual processes are augmented with the application of AI and human intervention. That can leave people with more time to devote to activities that add significantly more value to the business and that can’t be so readily automated.  

A Changing Culture

Far beyond simply churning through a to-do list of functions, a data-driven and AI-powered enterprise will contain many more ways to add value to the business. In a typical finance office of the past, for instance, you would have found a team of people sifting through piles of paper invoices that needed to be entered into a ledger, processed and eventually paid. This repetitive task is the perfect candidate for automation. As for the people who no longer need to process paperwork, they could be diverted to work on credit control tasks, for example – helping safeguard the organization’s cash flow. The attention needs to shift to outcomes instead of tasks and outputs. Determine where people’s efforts and intelligence are most likely to add more value and focus there. At the same time, understand that some people may be anxious in the face of so much job-related change. This will be an important consideration for building a more open and positive culture. As some roles might go away, new roles will emerge from these changes. Make it a priority to talk to them about how roles, jobs and the organization are changing. It may have become a cliché to say that people are the greatest assets of a business, but it’s true, and they must not be overlooked as AI begins to play a bigger part. As technology continues to shift and transform how we work, what remains the same is the importance of human workers – both in facilitating the change and in helping to achieve business goals. Adding AI and automation can seem intimidating to the people who fear the loss of their jobs, so the introduction of new technology must walk in lockstep with change management that supports a company culture that values its staff.

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Creating A Digital Transformation Plan

Three essential steps to kickstart Digital Transformation

In recent months, several companies have mentioned to me that their CEO is committed to digital, but they’re having challenges at middle management levels, where it’s harder to gain commitment. This can be easier if there is a clear plan shared with all. You can, as many do, call this your digital roadmap, it describes where the business is now and where they’re going.

There are several models available, for example, Dave Chaffey recommends the Carnegie Mellon Capability Maturity Model (CMM) in his post ‘Using capability maturity models to review effectiveness and set targets for Digital Transformation’. Interestingly, he describes the early internet age which is less than twenty years ago, when many companies had claimed their domain name yet the website was ‘under construction’. At that time many CEOs I was working with could not see why they needed a website when they had fantastic brochures, sales teams on the road, and great PR contacts!

Today, if a business doesn’t have a good quality, branded website, you assume something is wrong. It’s suspicious, not quaint. Your online presence is part of your authenticity, it is inconceivable to imagine a Fortune 500 or FTSE100 company without at least one website. In the same vein, in five years’ time, we may consider companies without a digital strategy, or an integrated marketing strategy to be in the same time warp.

Step 1. Gain evidence before you get started with digital transformation

Before starting on a new journey, it’s essential to gain some evidence. It’s unlikely you’d plan a holiday without first checking weather reports, currency details, travel times, and hotel reviews. Yet in business, we frequently start on a project without evidence.

To ensure your digital transformation journey works, start with an audit to identify the ‘where are you now?’ question. This gives you benchmark information that can be used at a later stage. Within this I typically would review:

What are your digital strengths and weaknesses? Use the TOWs matrix to make this more useful.

What are your key competitors, or similar organizations doing?

What’s around the corner? This information is often not available online as it’s often ‘work in progress’. I recently attended the Academy of Marketing conference to explore what’s new in marketing education, it was really useful and revealed the latest marketing thinking in research and education. Look at relevant events where you can meet other businesses in a similar situation.

Trying to work out where to get started? We recommend the ‘digital strategy success factors’ module in our Digital Transformation Learning Path to kick-start your planning. This strategic training module contains examples and templates designed to support you in building your digital transformation strategy. By the end of the module you’ll be able to:

Summarize six pillars of success that should be included in your digital marketing strategy.

Explain how digital plans relate to other plans

Compare three complementary frameworks for structuring a digital strategy.

Lay out a one-page summary of your digital strategy.

Find out more about this module plus our whole suite of digital transformation resources including planning templates, case studies, reports, and our popular Digital Transformation Playbook.

Core Module

Digital strategy success factors

Part of the Digital marketing strategy and planning Toolkit

Learn how to define a structure and scope for your omnichannel marketing strategy

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Your customers’ omnichannel experiences

When auditing your digital marketing strategy, don’t forget to ask yourself, what do your customers want? Customers often find the path to the new product offer way before organizations do. Taking holidays as an example, consumers can spend hours, days and weeks to identify their ideal holiday (how long did it take you to plan your holiday this year?).

Yet, how many destinations, hotels, and attractions still produce masses of brochures? TripAdvisor conducts in-depth research each year and its latest report noted that

“When researching places to stay on TripAdvisor, 80 percent of respondents read at least six to 12 reviews before making their decision, and they’re most interested in recent reviews that will give them the freshest feedback.

More than half of respondents (53%) will not book a hotel that does not have reviews.”

Yet at the same time, many hotels and restaurants ignore the reviews and worst still, some argue with the customer! If you’re in the hospitality sector, and if you ignore reviews online and your bookings are down, there is a reason. Is it time to ditch the brochures and focus on the reviews?

Keeping track of a constantly evolving marketing strategy can be tough if you’re not tracking your omnichannel marketing channels and platforms in a consistent way. That’s why digital transformation is so important for businesses of all shapes and sizes to manage their customers’ experiences of their companies.

Our RACE Framework helps digital transformation leaders plan, manage, and optimize their marketing strategies across the customer lifecycle of reach, act, convert, and engage.

Step 2. Create clear objectives about where the business is going

Once the audit stage is completed, it’s useful to understand what does your organization want to achieve? Are there specific objectives? Is there a future milestone that’s driving practice within the business? Or has your business started to notice that it’s being left behind?

To move to the next step, use a model or roadmap. I’d recommend the 5S marketing goals as a tool to develop business objectives. This is because many objectives focus on the numbers, which is essential, but it leaves out other factors. The 5Ss which was originally designed as a website review tool (and still works for this purpose) is an easy-to-use ‘objective generator’.  It’s worth working on the objectives with a team so you get some early buy-in.

Looking to take the next step to digital transformation? Our dedicated marketing strategy solutions support Business Professional Members and their teams manage the key aspects of digital transformation for their businesses.

Advanced Module

Set vision for digital transformation

Part of the Managing digital marketing transformation Toolkit

Learn how to explain the future opportunities of digital marketing to your colleagues or your clients in a compelling way

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Examples of transformation timescales

Even so, it’s important to understand that the process doesn’t happen overnight, it can take some time. Dell is a good example of a company that’s constantly adapted to customer and market needs, from 1996 when chúng tôi launched, generating $1 million in sales per day just six months after the site went live, to 1999 when they blazed a trail and took technical support online, when others said it couldn’t be done. Dell shares its story and we’ve included it previously as a great example of how a company has managed its transformation.

In an article from Cap Gemini, they highlighted Starbucks who adapted their business to embrace digital, after a series of disappointing results. From free WiFi to adding mobile payments, they have created a difference in today’s ever-crowded coffee shop market.

In the past the idea of a start-up gaining more web visitors than the best known political paper was unthinkable. Yet the Huffington Post has a higher web rank both in the US and globally.

What’s needed for digital transformation to work?

The UK government and indeed the US government is embarking on programs of digital transformation. This seems to be driven by customer need (I want to pay bills online, so send me an email with a link) and cost-saving, reducing the amount of paper issued, documents printed and postage every year.

The UK government’s vision is ‘Digital by Default’. I’ve used this transformation dashboard on several training courses as it sums up the vision succinctly. There is a supporting paragraph for anyone needing more detail and one of the reasons it will work is that they’ve started to classify where each department is on its roadmap.

As would be expected within major institutions such as government services, the steps to digital transformation start with discovery, what are the users’ needs, and will it work? Stage two is alpha where the objective is to build a working prototype to be used by stakeholders to gain a greater understanding of a service.

What’s interesting is that this stage is time-bound to take no more than eight weeks. I wonder if that always happens? Stage three is beta, where the service is tested and improved until it reaches stage four, live.

Our ‘define digital value proposition’ module, in the Digital Transformation Learning Path, is packed with strategic marketing tools and templates for Business Professional Members to review the strength of their digital value proposition and benchmark digital value propositions and brand propositions.

Core Module

Define Digital Value Proposition​

Part of the Digital marketing strategy and planning Toolkit

Learn how to craft a powerful Digital Value Proposition (DVP) and how this differs from a brand proposition

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Digital transformation roadmap

In the USA, President Obama launched his digital strategy with the question “I want us to ask ourselves every day, how are we using technology to make a real difference in people’s lives?” This evolved into their vision “Information and services anywhere, anytime, on any device”.

Unfortunately, this transformation dashboard is no longer published, but in 2023, the Government digital service shared this useful 7 Lenses Maturity matrix which we recommend for reviewing the capacity of a business to transform and to identify what the barriers are. It combines both vision and implementation, as a sort of roadmap.

Step 3. Defining the process to launch the digital transformation strategy

In all these examples, there are three common factors which you need to adopt to get started with your digital transformation. This is the first step in your digital roadmap.

A clear vision

A digital team

A clear vision

In the past companies had ‘mission statements’ that were so long, they were printed onto the back of business cards as an aide-memoire! Today your vision has to be clear, memorable, and succinct.

A digital team

Teams are formed to transfer knowledge, provide support and enable existing staff and departments to adopt digital. Teams may be formed as a working party within your organization and supplemented with digital training.

Law, Culture, And Economics Of Fashion

The law, culture, and economics of fashion are interrelated and dynamic fields that shape the fashion industry and impact consumers, producers, and other stakeholders. The law governs the protection of intellectual property rights, such as trademarks and copyrights, in fashion design and branding. Culture influences the styles, trends, and social norms surrounding fashion, while economics drives the production, distribution, and consumption of fashion goods and services. Understanding the interplay of these factors is essential for anyone involved in the fashion industry or interested in its evolution and impact on society.

The Law, Culture, And Economics of Fashion

The law, culture, and economics of fashion are important factors that shape the fashion industry and impact a wide range of stakeholders, including consumers, producers, and businesses.

Law of Fashion Culture of Fashion Economics of Fashion

The economics of fashion refers to the study of the production, distribution, and consumption of fashion goods and services. It encompasses the analysis of market dynamics, consumer behavior, and supply chain management, as well as the economic impact of fashion on the global economy. The economics of fashion involves understanding the factors that drive demand for fashion goods, such as income, taste, and cultural trends, as well as the production and distribution processes that bring these goods to market.

It also examines the role of fashion as a form of consumption and its impact on the economy, including the contributions of the fashion industry to employment, trade, and economic growth. Additionally, the economics of fashion covers the study of globalization and its impact on the fashion industry, including the growth of international trade, the movement of production to low-cost countries, and the increased competition in the global market. In conclusion, the economics of fashion is a complex and dynamic field that plays a critical role in shaping the fashion industry and its impact on society.

Interconnectivity Between Law, Culture, And the Economy of Fashion

The interconnectivity between the law, culture, and economics of fashion reflects the complex and interrelated nature of these three factors and their impact on the fashion industry. These interconnections between law, culture, and economics create a dynamic and ever-evolving landscape that influences the fashion industry, its practices, and its impact on society. The interconnectivity between the law, culture, and economics of fashion also affects the ethical and environmental practices of the fashion industry, including labor rights, sustainability, and the use of environmentally friendly materials.

The law of fashion shapes and regulates the fashion industry, including the protection of intellectual property, consumer protection, and trade practices.

Culture has a significant impact on consumer preferences, fashion trends, and cultural attitudes towards fashion. This drives demand for fashion goods.

Culture has a significant impact on consumer preferences, fashion trends, and cultural attitudes towards fashion. This drives demand for fashion goods.

The law of fashion can impact the profitability and sustainability of fashion companies, for example, by affecting the protection of their designs and trademarks.

Culture also impacts the design and marketing strategies of fashion companies as they strive to appeal to the cultural tastes and preferences of consumers.

The economics of fashion looks at the costs and benefits of fashion production, including the use of labor, materials, and technology, as well as the role of globalization in the industry.

Additionally, the interconnectivity between the law, culture, and economics of fashion also highlights the importance of collaboration and coordination among various stakeholders in the fashion industry, including designers, manufacturers, retailers, consumers, and policymakers.

In conclusion, the law, culture, and economics of fashion are interrelated and have a significant impact on the fashion industry, its practices, and its impact on society. An understanding of their interconnectivity is crucial for shaping a more sustainable and responsible fashion industry.


In conclusion, the law, culture, and economics of fashion are intertwined and play a critical role in shaping the fashion industry. The law regulates the industry and protects intellectual property and consumer rights, while culture drives consumer preferences and trends. Economics analyses the production, distribution, and consumption of goods and services and their impact on the global economy. The interconnectivity between these three elements highlights the importance of collaboration and coordination in the fashion industry and the need for ethical and sustainable practices. Understanding the interconnectedness of the law, culture, and economics of fashion is crucial for shaping a responsible and sustainable fashion industry.

Tips For Creating A Strong, Seo

Nestivity is an innovative tool that enhances a brand, business or individual’s Twitter conversations. Rather than having one-off, short-lived exchanges of information, Nestivity enables users to actually engage their audience in ongoing, meaningful conversations. Discussions on Nestivity are threaded and archived, so they’re not only easy to follow, but they show up via search as well—a bonus for businesses looking for ways to get the most SEO-juice out of their social media efforts.

This week, Nestivity is moving out of Beta into its 1.0 release, and will be focused even more on augmenting the customer relations experience on Twitter.

I had the opportunity to chat with Henry Min, CEO of Nestivity, about what makes a strong social community, how Nestivity helps SEO, and tips for getting people engaged in social conversations.

What can grouped Twitter conversations do for a brand?

Grouping Twitter conversations helps brands show that they’re actually listening—and responding—to their followers. For example, a customer might suggest improvements to a Beta product, and that feature gets incorporated into the next product release. Wouldn’t it be nice if that company could show that customer and all their other followers that they heard the suggestion and took action as a result? By grouping conversations together and saving them, brands can point to this exchange of ideas as social proof of their relationship with their customers.

Or, take a company like Binny’s Beverage Depot for instance. They might be seeing the same tweet from different customers over and over again: “Where’s the nearest Binny’s to me?” Rather than answering this question repeatedly, which uses up valuable human resources and company time, they could group all similar questions into a FAQ that’s searchable by any customer with a similar question.

And what about those resounding accolades your company sees on Twitter—the happy customers, the common questions, the superior customer service? You want to be able to highlight them and share them with your community. Making these exchanges highly visible and easy to find by others is one of the main benefits of a grouped Twitter conversation.

How does Tweetcast work with heavy media such as video?

It works brilliantly!

Video is a great media type to be used in a Tweetcast. A lot more can be communicated via moving sounds and images in ten seconds than say in what you can Tweet in the same timeframe.

It’s easy to integrate video from sites like YouTube and Vimeo into Nestivity communities. You just grab the link from wherever your video is hosted, and share it during a Tweetcast or as an attachment to an ongoing discussion.

How can saving and publishing twitter conversations help SEO?

Grouping tweets by discussion topic allows the conversation to become just as searchable and as rich contextually as blog post content.

Topics in the discussions, as well as all links auto-generated to thread community discussions, take you to the community owner’s discussion page. What appears in the search results is a link to the group’s conversation, rather than to an often out-of-context tweet or short exchange.

Grouping discussions around the things your customers want to know, or you suspect they will want to know, helps them find your discussions not just via your community on Twitter, but via Google as well.

What are your tips for getting the conversation flowing? 

Any great conversation has to have a purpose. Give your audience a reason to participate in your Tweetcast or ongoing dialogue. Marketing 101: have a strong theme that participants will be able to easily identify. If the theme resonates, they’ll be intrinsically interested in the content being shared.

Also, vibrant conversations usually have an effective catalyst. This could be a Q&A with the CEO, a celebrity or influential moderator, or a controversial take on an issue. Whatever your catalyst is, make sure it’s something that will entice your community to actually participate in your conversation.

Another tip is to invite your friends, family, and colleagues to join. Everyone has a go-to group that they can ask to join in, so tap into them!

Be sure to share the link to your Nestivity community on your Twitter profile, your Google+, and your Facebook page. It’s basically the same strategy that you would use on your blog. You’d post the link to your social profiles and say “Hey world, here’s my conversation, come join it.”

Something else you could do is to @mention certain individuals that you think are relevant to the discussion you’re having, so the discussion shows up on their radar.

Using hashtags is another great tip. If your community is talking about social change for instance, they might be using popular hashtags like #SocialGood and #4change—by using these yourself, you’ll tie your community discussion to the larger Twitter community.

Give me one or more examples of using Nestivity in real life?

Pollution Kills Nine Million People A Year

The majority of pollution-related deaths occurred in low-to-middle income countries. Pixabay

Pollution killed 9 million people in 2023—close in number to the population of New York City—and those deaths could have been avoided, according to a recently published report by The Lancet Commissions on pollution and health.

The researchers, a mix of medical doctors, academics, and researchers from institutions such as The World Bank, assessed data collected from 130 countries. The majority of those pollution-related deaths (92 percent) occurred in low-to-middle income countries. The reason? Those countries have yet to introduce the pollution controls common in richer nations.

“High-income and some middle-income countries have enacted legislation and issued regulations mandating clean air and clean water, established chemical safety policies, and curbed their most flagrant forms of pollution,” write the more than 40 authors. “Their air and water are now cleaner, the blood lead concentrations of their children have decreased by more than 90 percent, their rivers no longer catch fire, their worst hazardous waste sites have been remediated, and many of their cities are less polluted and more livable.”

The same cannot be said of cities such as Beijing and New Delhi, which have become synonymous with intense levels of air pollution. But they did not even make it to the list of top ten most air polluted cities, according to 2023 World Health Organization data. They were trumped instead by cities like Onitsha in Nigeria and Zabol in Iran, which are less well known but still incredibly toxic. At the same time, the report noted that pollution doesn’t stay in one place. Eleven percent of the black carbon pollution in the western USA comes from China. But in a classic case of what-goes-around-comes around, some 20 percent of China’s air pollution stems from the manufacturing of products for the United States. In other words, pollution is truly a global problem.

It’s in the air

Airborne contaminants were the leading cause of death by pollution, claiming 6.5 million lives in 2023 from a mixture of heart disease, strokes, and respiratory ailments. This includes both outdoor air pollution—toxins like the mercury spewed by coal fired plants and car emissions—and indoor air pollution caused by burning wood and dung for heat.

Even in America, the poor pay the price

Flint, which is a majority African American city and has an average household income below the national average, parallels another issue raised in the report: the links between pollution and poverty and injustice. In short, the poorer you are, the more likely you are to live in a polluted environment. This isn’t accidental—as a society, we tend to concentrate the most polluting industries in poorer communities.

In 1987, when the concept of environmental racism was first coined, researchers discovered that communities of color and low income communities were far more likely to have polluting industries (power plants and garbage dumps, for example) within their boundaries. In 2007, researchers went back and re-examined the issue, hoping that awareness of the problem would have led to corrective measures. Instead they found the reverse; the amount of pollution in these communities had increased.

Meanwhile, we’ve created some 140,000 new chemicals since the 1950s. Of those, less than half of the top 5,000 most commonly used substances have been properly tested for safety and toxicity. Many, such as DDT (which lead to the near eradication of birds) and chlorofluorocarbons (which almost destroyed Earth’s protective ozone layer) only revealed their harmful nature by nearly killing us. In short, things look pretty bleak.

The Lancet uploaded the pollution data to an interactive map viewable at chúng tôi People can upload their own pollution data to further expand the map’s information. The Lancet

But as the authors note, “Pollution is not the inevitable consequence of economic development.” We don’t have to live with polluted air, water, and soil. “Contrary to the oft-repeated claim that pollution control stifles economic growth,” write the authors, “pollution prevention has in fact been shown repeatedly to be highly cost effective.”

The passage of the Clean Air Act in the United States in the 1970s reduced air pollution of six common pollutants by 70 percent—even as the economy grew by 250 percent. Getting lead out of gasoline had the added benefit of making Americans slightly smarter, too (yes, really). We’ve shown that when we’re made aware of the problem and choose to act on it, we can reduce pollution and still make money.

But as the United States begins to shrink its Environmental Protection Agency and roll back the regulations designed to keep mercury and other potent toxins out of our air and water, we may be poised to undo the progress we’ve made. For now the world’s pollution-related fatalities are mostly centered in sub-Saharan Africa and Asia. But if we go backwards as these other nations step into 21st-century energy practices, more of those casualties could occur close to home.

Why Is A Good Cybersecurity Culture Important For Your Company

blog / Cybersecurity What is Cybersecurity Culture and Why is it Important for Companies?

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Data is increasingly considered to be the most precious asset for a company. It has the potential to create or destroy a company’s fortune. With such significance placed on data and information, it is natural that external or internal forces may attempt to undermine data security, violate its confidentiality, tamper with it, or even steal it. This, among other reasons, is why companies need to create a cybersecurity culture at all levels of the organization. What cybersecurity culture really translates to is every member of an organization embracing attitudes and beliefs that drive secure behaviors when it comes to safeguarding their companies.

Why is Cybersecurity Important?

Cybersecurity in broad terms is the protection of information and data on computers, networks, and other electronic devices. It has increasingly become important to fortify companies against cyber attacks. For one, it has become easier to breach the system. With the technological landscape shifting to cloud services, access points for attackers have increased and despite stringent cloud policies, cloud misconfigurations are said to be the leading reason for cyber security attacks. For the other, the cost of data breaches is extremely high. On average, the United States sees the most expensive data breaches in the world, costing $4.2 million per attack. As a result, it is critical for businesses to establish and invest in cybersecurity frameworks to protect their data and important information.

How to Establish a Strong Cybersecurity Culture at Work Focus on the Fundamentals 

A secure cyber blueprint’s first and primary defense is as basic as a strong password. Companies should enforce password protocols to make them strong using various characters that are difficult for intruders to figure out. Further, you can use Two-Factor authentication or Single-Sign-On.

Educate Employees on Cybersecurity

According to the 2023 Verizon Data Breach Investigations Report, the human component was involved in more than 85% of data breaches. Therefore, employee education through formal cybersecurity training would help them respond better to cyber-attacks and prevent future errors.

Share the Responsibility

To establish an excellent cybersecurity program, this responsibility must be shared by all levels of a company. The firm’s cybersecurity aim and vision must be articulated so that everyone can understand and implement it, benefiting the organization. 

Keep a Feedback Loop

Everyone in the business must feel comfortable reporting any faults made by the IT department. Setting up a conduit where workers can communicate their worries about cybersecurity or ask inquiries will be beneficial. 

Conduct Drills

Organizations should practice responding to a cyber assault through drills or scenario preparation. Everyone should know the procedures if an actual attack occurs.

Who is Responsible for Driving a Cybersecurity Culture?

Cybersecurity is a collaborative effort. From executives to CEOs, everyone is, in a sense, responsible for adhering to the organization’s cybersecurity guidelines. However, the onus of managing or ‘driving’ the cybersecurity culture has to be with a designated executive, who supervises the actions required to maintain security. That may not necessarily be the Chief Information Officer (CIO) or the Chief Information Security Officer (CISO). 

How to Develop a Cybersecurity Culture at all Three Levels Leadership Level  Group Level Individual Level

Individuals must increase their knowledge about cyber attacks to detect possible fraud and phishing emails. And everyone has to know what to do in the event of a threat. 

Given the risk involved and the worldwide history of cyber threats, a cybersecurity culture in a firm is vital. To be better prepared, learn more about cybersecurity from Emeritus’ online courses and become a part of a healthy and safe virtual environment.

By Siddhesh Shinde

Write to us at [email protected] 

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