Author: Mark Schwartz

Transformations can be driven from all parts of an organization. What’s essential is passion, commitment, vision, and a willingness to take on challenges. Driving a substantial transformation in an established enterprise is difficult whether the change agent is in a senior role, somewhere in middle management, or a hands-on implementor: a software developer, infrastructure engineer, […]

In earlier posts in this series, I talked about the challenges and techniques of driving change from a senior position in the organizational chart (Driving Change from the Top Down: Wielding Organizational Powerand Top-Down Transformation: Shu-Ha-Ri to Go Beyond Command-and-Control) and from a middle management position (Transforming Up and Down: Leading Change from the Middleand […]

Welcome to the second installment of our series “Ahead in the Cloud,” where we interview leaders of IT transformation about what drives them and how they think about their roles. This installment features Peter Loeffler, VP of Innovation and Industry Affairs at Siemens Switzerland Ltd. If you want to hear more about how Siemens is […]

(image www.bluecoat.com) In an earlier blog post, I discussed the importance of building a culture of security rather than thinking of security as just the job of the CISO’s team. In this post, I’d like to discuss some ideas on how to build such a culture, drawing on my experiences at USCIS. As CIO, I […]

  In an earlier post, I described how a transformational leader who is not at the top of the organizational hierarchy can still begin the process of driving change. I left off my description at a critical moment. The change agent has implemented changes within his or her scope of authority, carved out a sandbox […]

opensource.com In several earlier blog posts, I discussed techniques for leading a digital transformation from the top of an organization. In the first of these posts, I discussed how to take organizational power—the power that comes from sitting high in the organizational chart—and, in an ironic twist, use it to lead the organization from a […]

It is no longer sufficient to leave security to a team of specialists who watch over the enterprise’s risk posture and control it through a set of constraining policies. It is not enough to guard the boundaries of the enterprise’s network with firewalls, or to simply implement sets of controls specified in a compliance framework. […]

In an earlier post, I talked about how risk decisions are often compromised by the status quo bias. In this post, I would like to present an alternative way to think about risk—a way that fits well with today’s business practices. To be precise, I want to try to demonstrate that risk in a business […]

    If your enterprise is undertaking a transformation, then you will need to help your employees develop new skills. That makes sense—your employees are probably very good at doing whatever you have done in the past, and transformation, by definition, is something new. You could bring in new employees who already have the new […]

In a previous blog post, I talked about how to drive top-down change in an enterprise, and how to take advantage of command-and-control authority even in an Agile setting. In this post, I’ll talk about a particular technique that draws on authority. It is the change management approach called “Shu-ha-ri,” a concept drawn from the […]