Cyber’s Three Organizing Principles

Cyber's three organizing principles for most people are the common value disciplines used in operations of the enterprise. In fact, "cyber most often - but not always - reflects the value drivers of the organization for which it is being directed.

This research identifies the three common value disciplines of cyber and explores their uses for organizing and leading cyber operations. The three organizing principles of cyber include:

Product leadership. Cyber is organized as a product-led set of disciplines doling out tested and integrated cyber capabilities in the form of officially sanctioned products from which IT operations, digital operations, cyber operations and business operations order.

Service leadership. Cyber is a services-led effort focusing on customer service level metrics and officially sanctioned service delivery capabilities.

Customer leadership. Cyber is customer-oriented focusing on highly customized combinations of products, services and people.

Although cyber operations for most organizations are dominated by one of these three organizing principles - and most often reflect the business value disciplines of the organization - many people actually find themselves in situations where the other two are also in play to a lesser or greater extent.

Let's find out more about the three.

Cyber Product leadership

In product-led organizations technologies play the important role in defining and delivering cyber capabilities. Cyber operations at these organizations are in a state of constant change planning for early market adoption of emerging cyber technologies ad integrating these into the value processes of the organization. However, product leadership by itself is not sufficient by itself to deliver value and most people in product-led organizations balance the technology focus of product leadership with either service level metrics or customization. In many situations, one of the other two cyber organizing principles dominates while both are subservient to product leadership.

Cyber Service leadership

In service-led organizations service levels play the important role of defining and delivering cyber capabilities. As an example, this is the de-facto principle at work in organizations where ITIL is used to define goodness for the uses of digital. Cyber operations at these organizations are in a state of constant striving - using internal, outsourced and off-shored capabilities - to achieve service delivery levels. However, service leadership by itself is not sufficient in the face of deep - and sometimes not so deep - people-technology interactions to resolve to achieve and meet service levels. Most people in service-led organizations find some balance is achieved using products/technologies or customization, or some combination.

Cyber Custom(er) leadership

In these organizations, custom(er) requirements dictate the definition and delivery of cyber capabilities. Cyber operations at these organizations are in a never-ending state of customization striving to achieve cyber objectives. Examples of this abound in organizations retrofitting open-source technologies to meet specific use cases. However, customization by itself cannot deliver complete value for cyber and most custom(er)-led organizations balance customization with /technologies, service levels or some combination. In most situations, one of the other cyber organizing principles dominates while both serve custom(er) leadership.

Which of the three value disciplines defines cyber leadership and operations in your organization?

In the coming year - after Cyber Source Data launches - we will publish more research findings related to on organizational cyber value drivers and their impacts on cyber effectiveness of organizations.

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