October 2024 Articles - Suits the C-Suite | SGV & Co. | EY

14 October 2024

Carlo Kristle G. Dimarucut

Bridging the cybersecurity and business strategy gap

IN BRIEF: Today’s cyber risks go beyond technical vulnerabilities, where a breach can disrupt supply chains, damage brand reputation, and lead to significant financial losses. To mitigate cyber risks and protect business interests, cybersecurity must be integrated into the highest levels of decision-making, aligning security measures with the business’s overall objectives to enhance both security and performance.By embedding cybersecurity into the organization’s DNA, C-suite leaders can protect their assets, enhance innovation, and strengthen customer trust.PULL QUOTE: “To effectively safeguard intellectual property, business continuity, and customer trust, companies must bridge the gap between cybersecurity and business objectives for maximum protection. In the digital era, cybersecurity is no longer just a technical concern—it is a strategic imperative. As organizations embrace new technologies to drive growth, the urgency for robust cybersecurity has escalated. However, many businesses still see cybersecurity as a separate function rather than a critical component of their overarching strategy. This disconnect can be costly, as cyber incidents have far-reaching consequences that threaten every facet of the enterprise. For C-suite executives, integrating cybersecurity into the core business strategy is essential. Cyber threats are increasingly sophisticated, targeting intellectual property, business continuity, and customer trust. To effectively safeguard these assets, companies must bridge the gap between cybersecurity and business objectives, aligning them for maximum protection.Cybersecurity: more than an IT issueTraditionally, cybersecurity was relegated to IT departments as a defensive measure against data breaches, malware, and other threats. However, today’s cyber risks go beyond technical vulnerabilities. A breach can disrupt supply chains, damage brand reputation, and lead to significant financial losses. The average cost of a data breach in 2023 reached $4.45 million, underscoring the financial impact of cyber incidents.High-profile ransomware attacks on global companies demonstrate that cyber threats are not just IT issues—they are business risks that demand executive attention. For businesses to thrive, cybersecurity must be viewed as a strategic priority that permeates all levels of the organization.The cost of misalignment The misalignment between cybersecurity and business strategy stems from how risk is perceived at the executive level. While financial, market, and operational risks are often discussed in boardrooms, cybersecurity remains the domain of technical experts. As a result, cybersecurity measures frequently lag behind business initiatives like mergers, acquisitions, or digital transformation projects, leaving companies vulnerable.This reactive approach can lead to crisis management scenarios rather than proactive risk mitigation. For example, adopting cloud solutions without fully assessing security implications exposes sensitive data to potential attacks. When cybersecurity is treated as an afterthought, companies are forced to respond to breaches rather than preventing them, resulting in increased costs and lost opportunities.To mitigate cyber risks and protect business interests, cybersecurity must be integrated into the highest levels of decision-making. The goal is not just to prevent breaches but to align security measures with the business’s overall objectives, enhancing both security and performance.Embedding cybersecurity in digital transformationDigital transformation initiatives aim to enhance customer experience, optimize operations, and streamline processes. However, these efforts can introduce new vulnerabilities if security is not embedded from the outset. For example, integrating internet of things (IoT) technologies or migrating data to the cloud can open up new attack vectors.Cybersecurity should not be seen as a barrier to innovation but as an enabler. By incorporating security considerations into digital transformation, businesses can mitigate risks while maximizing the benefits of new technologies.Cybersecurity as a value propositionIn industries such as financial services, healthcare, and e-commerce, where data breaches can have severe consequences, demonstrating robust cybersecurity practices can differentiate a business in the market. Customers are increasingly aware of how their data is handled, and a strong cybersecurity framework can foster trust and loyalty and create a competitive advantage.By communicating the company’s commitment to data security, executives can build trust and position their brand as a leader in privacy protection.Integrating cybersecurity into risk managementCybersecurity is not just a technical challenge; it is a critical component of enterprise risk management. A cyber incident can affect a company’s finances, operations, and reputation, making it essential to integrate security into the broader risk framework.C-suite leaders and board members should regularly review cybersecurity performance metrics, monitor emerging threats, and ensure that security investments align with the company’s risk profile. This proactive approach enables companies to anticipate and address cyber risks before they escalate, protecting both the business and its stakeholders.Effective cybersecurity requires collaboration across all business functions. From HR to finance and operations, each department plays a role in maintaining security. For example, HR can drive a security-first culture through regular training, while finance can ensure that security investments align with business goals.The C-suite must foster cross-functional collaboration to create a unified approach to cybersecurity. Breaking down silos ensures that security considerations are embedded into every aspect of the business, enhancing resilience and maximizing ROI.The role of leadership in cybersecurity integrationSuccessful integration of cybersecurity into business strategy requires strong leadership from the top. Executives must champion cybersecurity as a core business priority, actively participating in shaping security strategies and ensuring alignment with business objectives.This begins with a shift in mindset: understanding that cybersecurity is not just about preventing breaches but enabling secure, long-term business growth. Regular communication between cybersecurity teams and the board ensures that the organization remains agile and prepared for emerging threats.In an era of escalating cyber risks, companies that fail to align cybersecurity with their business strategy do so at their own peril. By embedding cybersecurity into the organization’s DNA, C-suite leaders can protect their assets, enhance innovation, and strengthen customer trust. Those that bridge the gap between cybersecurity and business strategy will be better positioned to navigate the complexities of the digital age, turning security from a defensive measure into a strategic advantage.To thrive in the digital age, executives must integrate cybersecurity into their business strategies, emphasizing the importance of aligning security with organizational goals for a holistic, proactive approach. Carlo Kristle G. Dimarucut is a Technology Consulting Partner of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the author and do not necessarily represent the views of SGV & Co.

07 October 2024

Rossana A. Fajardo

Realizing transformation success through the human element

IN BRIEF: Companies are engaging in transformational activities at an accelerated rate, making the ability to transform successfully and continuously in response to disruption essential for an organization’s survival.Human factors were commonly identified as a primary reason for the result of transformations.To take their transformation efforts to a higher level, organizations must focus on placing humans at the heart of their strategies.PULL QUOTE: “The complex factors that determine whether a transformation succeeds or fails are deeply connected to the human element.” Transformation is important for the enduring success of any organization. However, there has recently been a noticeable shift in its frequency and pace. The EY Global Board Risk Survey revealed that 82% of board members and CEOs believe market disruptions are happening more frequently, and with greater impact. As a result, companies are engaging in transformational activities at an accelerated rate – making the ability to transform successfully and continuously in response to disruption, essential for an organization’s survival.EY and the University of Oxford’s Saïd Business School collaborated to look into more modern and effective methods for driving organizational change. The approach placed a greater emphasis on human factors, which was commonly identified as a primary reason for the failure of transformations. It was observed that not only is the rate of transformation failure excessively high, but it also imposes a human toll that organizations can no longer tolerate.The research indicates that 85% of senior leaders have participated in at least two major transformations in the past five years. Furthermore, 67% of those surveyed acknowledged that they have been part of at least one transformation that did not perform well during this period. While not surprising, it was astonishing that companies continue to accept this high rate of failure as the cost of change. By any other measure or in any other scenario, such a level of performance would be unacceptable.This research underscores that the complex factors determining whether a transformation succeeds or fails are deeply connected to the human element, a pattern that holds true across various industries and geographies. Adequate support can transform the increased stress associated with transformation into a catalyst for enhanced performance and drive progress. To optimize their chances of success, organizations must become proficient in these key areas.Cultivate essential leadership skillsIn the study, employees identified leadership as the primary factor influencing transformation outcomes, regardless of whether it was successful or not. Leaders themselves considered leadership to be the most critical element in successful transformations, but deemed it insignificant when the transformation did not meet expectations.It's essential for leaders to confront their own fears, worries, and uncertainties about the path that lies ahead. For instance, 47% of participants from highly successful transformations reported that leaders were open to ideas from junior staff members, compared to 29% from less successful transformations.Inspire through a shared and compelling visionThe vision is the cornerstone of any transformation. Leaders should extend their search for an inspiring vision beyond their personal scope, their organization, and even their industry. They should cast a broad net to employ future-oriented planning to uncover bold new possibilities, shaping a vision that garners widespread support and resonates emotionally with everyone involved. Close to half (47%) of participants from highly successful transformations acknowledged that the vision was clear and persuasive, in contrast to just 26% from transformations that did not perform well.For the vision to take hold, leaders must effectively convey the reasons behind the need for transformation, rather than merely dictating the actions required. Nearly half (48%) of employees from successful transformations reported that leaders successfully communicated the reasons for organizational change, as opposed to 25% from unsuccessful transformations.Foster a culture that encourages inputIn the qualitative analysis of the research, employees involved in unsuccessful transformations expressed feelings of being ignored, unsupported, and stressed both during and after the process. Subsequent discussions found leaders surprised at these findings and their lack of awareness regarding the significant emotional impact an unsuccessful transformation has on employees.Leaders must channel the appropriate emotions to keep employees committed and driven, while also offering sufficient emotional support to stave off worry and exhaustion. According to the predictive model used in the study, increasing emotional support raised the average probability of a successful transformation by 17%. By being attuned to the emotional state of employees throughout the transformation, leaders can detect early signs of trouble and implement changes to steer the transformation back on course.Empower through clear responsibilitiesThere will be unexpected developments, and intermittent pauses in any transformation journey. Leaders must strike a balance between providing structure and discipline while allowing space for creativity and innovation. Over half (52%) of participants from successful transformations reported that employees had well-defined roles and responsibilities, and 49% indicated that decision-making powers were distributed clearly and suitably throughout the organization.Leaders should promote a culture of trial and error by shifting from a mindset of avoiding failure at all costs to one that embraces rapid learning from failures. Minor setbacks can pave the way for significant achievements, while a fear of failure often results in lost opportunities. Forty-six percent of respondents from successful transformations said they established a process that fosters innovative experimentation without the risk of such experimentation adversely affecting careers or compensation.Leverage technology and skills to drive actionTechnology is not the end goal, but it is instrumental in bringing the vision to fruition. Selecting the appropriate technology is essential to achieving the vision and streamlining the transformation process. Leaders identified the effective deployment of technology as the second most important factor for a successful transformation and its ineffective use as the second leading cause of poor performance. Nearly half (48%) of those from successful transformations reported that their organizations had made the right technological investments to support their transformation goals, as opposed to 33% from less successful transformations. It's vital to consider the emotional reactions that come with the introduction of new technology. Employees from underperforming transformations are 25% more likely to associate transformation with concerns about job stability (49% compared to 39%). Others might view technology as a substitute for human interaction, which is crucial for the emotional health of employees and the smooth functioning of the organization.Leaders should focus on demonstrating progress rather than striving for perfection. By combining recruitment, upskilling or reskilling, partnerships, and outsourcing, leaders can foster the appropriate digital mindset and skills to actualize the potential benefits of technology. Forty-nine percent of participants from successful transformations indicated that their organizations possessed the necessary digital skills and mindset for the transformation, compared to 35% from less successful transformations.Collaborate to connect and createIn contrast to traditional corporate cultures that favored a directive, top-down hierarchy with employees carrying out a vision dictated by their leaders, the current continuous state of transformation demands mutual reliance and teamwork. Leaders must cultivate a culture that promotes connectedness and inventiveness, creating an environment where employees feel secure to explore new methodologies — both digital and agile — that foster innovation, engagement, and rewarding work experiences. Forty-four percent of those from successful transformations reported that their organization's culture supported the adoption of new work practices, as opposed to 28% from less successful transformations. For new work practices to thrive, leaders and employees must work together to recalibrate the dynamics of delegation, ownership, and empowerment. Forty-two percent of participants from successful transformations noted that a new organizational culture was intentionally defined and put into practice as part of the transformation initiative.Harness the human element to achieve transformation successLeaders are aware that their organizations must undergo change, yet the challenge of transformation can leave many feeling inundated. In a time characterized by relentless change, complacency is not a viable option. By tapping into the collective strength of their employees and by applying best practices in relation to each of the factors mentioned, leaders can steer their organizations towards a successful transformation. To take their transformation efforts to a higher level, organizations must focus on placing humans at the heart of their strategies. Rossana A. Fajardo is the Consulting Leader of SGV & Co.This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinion expressed above are those of the author and do not necessarily represent the views of SGV & Co.

October 2024

Bridging the cybersecurity and business strategy gap

Realizing transformation success through the human element

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