Category Archives: Implementation

Cybersecurity Checklist for 2024, Transition to ISO 27001:2022

August 16, 2024Adoption, Alignment, Best Practices, Certifications, Compliance, Controls, Cybersecurity, Framework, Governance Risk & Compliance, GRC, How To, Implementation, Information Security, Information Security Management, ISO/IEC 27001, Methodology, Security, Security Operationsadmin

2024 Cybersecurity Guide: Adapting to ISO 27001:2022

In the ever-evolving world of cybersecurity, staying ahead of emerging threats and ensuring compliance with international standards is paramount. With the release of ISO 27001:2022, organizations are now tasked with transitioning to the updated standard to maintain their Information Security Management Systems (ISMS). This transition is not just about updating policies and procedures; it involves a thorough review and alignment of security practices with the new requirements. Below is a comprehensive cybersecurity checklist to guide your organization through the transition to ISO 27001:2022, ensuring you remain compliant and resilient in 2024.

A. Understand the Key Changes in ISO 27001:2022

Action: Familiarize yourself with the updates in ISO 27001:2022, particularly the changes in Annex A controls, which now align with ISO 27002:2022.
Key Changes Include:
- Reduction of control categories from 14 to 4: Organizational, People, Physical, and Technological controls.
- Introduction of new controls, such as threat intelligence, information security for cloud services, and data masking.
- Enhanced focus on risk management and more granular requirements for control objectives.

B. Update Your Risk Assessment Process

Action: Revisit your risk assessment process to ensure it aligns with the updated standard’s focus on risk management.
Steps to Take:
- Identify new threats and vulnerabilities introduced by changes in technology, regulations, and business operations.
- Ensure that risk assessments are performed regularly and that results are documented and communicated to relevant stakeholders.
- Update your risk treatment plan to address newly identified risks and ensure that controls are implemented accordingly.

C. Review and Update Information Security Policies

Action: Conduct a thorough review of all information security policies to ensure they reflect the new requirements of ISO 27001:2022.
Focus Areas:
- Incorporate the new controls introduced in ISO 27001:2022 into your policies.
- Ensure that policies address the use of cloud services, remote work, and mobile devices, which have become increasingly prevalent.
- Align policies with the organization’s risk appetite and ensure they are communicated effectively across the organization.

D. Enhance Security Awareness and Training Programs

Action: Update your security awareness and training programs to reflect the new standard’s emphasis on people controls.
Training Should Cover:
- The importance of information security and each employee’s role in maintaining it.
- New and emerging threats, including phishing, social engineering, and ransomware.
- Best practices for secure communication, data handling, and remote work.

E. Strengthen Technical Controls and Cybersecurity Measures

Action: Assess and enhance your technical controls to ensure they meet the requirements of ISO 27001:2022.
Key Technical Controls:
- Threat Intelligence: Implement systems to gather, analyze, and respond to threat intelligence, enabling proactive defense against cyber threats.
- Data Masking and Encryption: Ensure that sensitive data is masked and encrypted, both in transit and at rest, to protect against unauthorized access.
- Cloud Security: Review and strengthen the security measures for cloud services, ensuring compliance with the new standard’s requirements.

F. Conduct a Gap Analysis and Internal Audit

Action: Perform a gap analysis to identify areas where your current ISMS falls short of the ISO 27001:2022 requirements.
Steps to Follow:
- Compare your existing controls and processes against the new standard.
- Document any gaps and create an action plan to address them.
- Conduct an internal audit to verify that the updated ISMS meets the new standard and is ready for external certification.

G. Update Incident Response and Business Continuity Plans

Action: Review and update your incident response and business continuity plans to ensure they align with the new requirements.
Key Considerations:
- Ensure that the plans address new and emerging threats, including advanced persistent threats (APTs) and supply chain attacks.
- Test the effectiveness of your incident response plan through regular drills and simulations.
- Update recovery time objectives (RTOs) and recovery point objectives (RPOs) to reflect the organization’s current risk environment.

H. Engage Leadership and Stakeholders

Action: Ensure that leadership is actively involved in the transition process and understands the implications of the new standard.
Steps to Take:
- Present the benefits and challenges of transitioning to ISO 27001:2022 to senior management.
- Secure necessary resources and support for the transition, including budget allocation and personnel.
- Regularly update stakeholders on the progress of the transition and address any concerns.

I. Prepare for External Certification

Action: Engage with a certified external auditor to schedule your ISO 27001:2022 certification audit.
Preparation Tips:
- Ensure that all documentation is up-to-date and reflects the new standard’s requirements.
- Conduct a pre-audit review to identify any remaining issues or areas for improvement.
- Ensure that all employees are prepared for the audit and understand their roles in maintaining compliance.

J. Monitor, Review, and Improve

Action: Establish a continuous monitoring and improvement process to maintain compliance with ISO 27001:2022.
Key Activities:
- Regularly review the effectiveness of your controls and update them as needed.
- Stay informed about new threats, vulnerabilities, and best practices in cybersecurity.
- Foster a culture of continuous improvement, ensuring that the organization remains resilient in the face of evolving risks.

Conclusion

Transitioning to ISO 27001:2022 is a critical step in ensuring that your organization’s cybersecurity posture remains strong and compliant with international standards. By following this comprehensive checklist, you can navigate the complexities of the transition process, address emerging threats, and maintain a robust Information Security Management System that meets the demands of 2024 and beyond. Stay proactive, engage leadership, and commit to continuous improvement to achieve lasting success in your cybersecurity efforts.

Other references

ISO 27001:2022 Transition Guidance For ClientsNQAhttps://www.nqa.com › en-my › transitions › iso-27001…

A Guide to Transitioning to ISO 27001:2022IT Governance USAhttps://www.itgovernanceusa.com › blog › what-you-nee…

ISO 27001:2022 – How to update to the ISO27001 latest …Dataguard.co.ukhttps://www.dataguard.co.uk › knowledge › iso-27001

ISO/IEC 27001 Transition: What You Should KnowSGS SAhttps://www.sgs.com › en-hk › news › 2024/05 › iso-ie…

Transition to ISO IEC 27001:2022 – DNVdnv.comhttps://www.dnv.com › Management-Systems › new-iso

Ultimate Guide to ISO 27001 Compliance [Updated 2024]Sprintohttps://sprinto.com › blog › iso-27001-compliance

ISO 27001:2022 Transition GuideJohanson Group, LLPhttps://www.johansonllp.com › iso-27001-transition-guide

High Cost Hinders AI Adoption Among IT Clients

May 3, 2024Adoption, Agile, AI, AI-powered, Artificial, Artificial Intelligence, Clients, Core Business, Customer Centricity, Digital Innovation, Digital Transformation, DX, Factors, Generative AI, High Cost, Hinder, Impact, Implementation, Information Technology, Intelligence, Issues, Machine Learning, Retail, Successful, Technology Trendsai, clients, Digital transformation, DX, genai, Generative AI, High Cost, ITadmin

Artificial intelligence (AI) is revolutionizing industries, high cost hampers adoption

In the dynamic landscape of technological innovation, Artificial Intelligence (AI) stands as a beacon of promise, offering unparalleled opportunities for businesses to streamline operations, enhance productivity, and gain a competitive edge.

However, despite its transformative potential, the widespread adoption of AI among IT clients has been hindered by one significant barrier: the high cost associated with implementation.

The allure of AI is undeniable. From predictive analytics to natural language processing, AI-powered solutions offer businesses the ability to automate tasks, extract valuable insights from data, and deliver personalized experiences to customers. Yet, for many IT clients, the prospect of integrating AI into their operations is often accompanied by daunting price tags.

i. The Financial Barriers to AI Adoption

A. Initial Investment Costs

The initial investment required to integrate AI systems is substantial. For many businesses, particularly small and medium-sized enterprises (SMEs), the costs are daunting. AI implementation is not just about purchasing software; it also involves substantial expenditure on infrastructure, data acquisition, system integration, and workforce training. According to a survey by Deloitte, initial setup costs are among the top barriers to AI adoption, with many IT clients struggling to justify the high capital investment against uncertain returns.

B. Operational Costs and Scalability Issues

Once an AI system is in place, operational costs continue to pile up. These include costs associated with data storage, computing power, and ongoing maintenance. Moreover, AI models require continuous updates and improvements to stay effective, adding to the total cost of operation. For many organizations, especially those without the requisite scale, these ongoing costs can prove unsustainable over time.

C. Skill Shortages and Training Expenses

Deploying AI effectively requires a workforce skilled in data science, machine learning, and related disciplines. However, there is a significant skill gap in the market, and training existing employees or hiring new specialists involves considerable investment in both time and money.

ii. Factors Compounding the Cost Issue

o Complexity and Customization: AI systems often need to be tailored to meet the specific needs of a business. This bespoke development can add layers of additional expense, as specialized solutions typically come at a premium.

o Data Management Needs: AI systems are heavily reliant on data, which necessitates robust data management systems. Ensuring data quality and the infrastructure for its management can further elevate costs, making AI adoption a less attractive prospect for cost-sensitive clients.

o Integration and Scalability Challenges: For AI systems to deliver value, they must be integrated seamlessly with existing IT infrastructure—a process that can reveal itself to be complex and costly. Moreover, scalability issues might arise as business needs grow, necessitating additional investment.

iii. Case Studies Highlighting Adoption Challenges

Several case studies illustrate how high costs impede AI adoption.

A. A mid-sized retail company attempted to implement an AI system to optimize its supply chain. The project required considerable upfront investment in data integration and predictive modeling. While the system showed potential, the company struggled with the ongoing costs of data management and model training, eventually leading the project to a standstill.

B. A healthcare provider looking to adopt AI for patient data analysis found the cost of compliance and data security to be prohibitively high. The additional need for continuous monitoring and upgrades made the project economically unfeasible in the current financial framework.

iv. The Broader Implications

The high cost of AI adoption has significant implications for the competitive landscape. Larger corporations with deeper pockets are better positioned to benefit from AI, potentially increasing the disparity between them and smaller players who cannot afford such investments. This can lead to a widened technological gap, benefiting the few at the expense of the many and stifling innovation in sectors where AI could have had a substantial impact.

v. Potential Solutions and Future Outlook

o Open Source and Cloud-Based AI Solutions: One potential way to mitigate high costs is through the use of open-source AI software and cloud-based AI services, which can offer smaller players access to sophisticated technology without requiring large upfront investments or in-house expertise.

o AI as a Service (AIaaS): Companies can also look towards AIaaS platforms which allow businesses to use AI functionalities on a subscription basis, reducing the need for heavy initial investments and long-term commitments.

o Government and Industry-Led Initiatives: To support SMEs, governmental bodies and industry groups can offer funding, subsidies, training programs, and support to help democratize access to AI technologies.

o Partnerships between academic institutions and industry: Can facilitate the development of tailored AI solutions at a reduced cost, while simultaneously nurturing a new generation of AI talent.

vi. Conclusion

While AI technology holds transformative potential for businesses across sectors, the high cost associated with its adoption poses a formidable challenge.

For AI to reach its full potential and avoid becoming a tool only for the economically advantaged, innovative solutions to reduce costs and enhance accessibility are crucial.

By addressing these financial hurdles through innovative solutions and supportive policies, the path to AI integration can be smoothed for a wider range of businesses, potentially unleashing a new era of efficiency and innovation across industries.

Addressing these challenges will be key in ensuring that AI technologies can benefit a broader spectrum of businesses and contribute more evenly to economic growth. This requires concerted efforts from technology providers, businesses, and policymakers alike.

Yet, for now, the cost remains a pivotal sticking point, steering the discourse on AI adoption in the IT sector.

vii. Further references

LinkedIn · Joop Rijk3 reactions · 7 years agoHigh Cost And Lack Of Understanding Barriers To AI Adoption For Business And …

Plain Conceptshttps://www.plainconcepts.com › a…Why AI adoption fails in business: Keys to avoid it

Medium · Kyanon Digital Blog1 month agoAI Adoption In Business: Challenges And Opportunities | by Kyanon Digital Blog

ainavehttps://www.ainave.com › tech-bytesInfosys VP Says High Cost Hinders AI Adoption Among IT Clients

IBM Newsroomnewsroom.ibm.comData Suggests Growth in Enterprise Adoption of AI is Due to Widespread …

LinkedIn · Subrata Das10+ reactions · 4 years agoFactors inhibiting AI adoption

Frontier Enterprisehttps://www.frontier-enterprise.com › …Barriers to AI adoption remain, keeping 2 in 5 big firms at bay

UiPathhttps://www.uipath.com › blog › ov…3 common barriers to AI adoption and how to overcome them

AI Chat for scientific PDFshttps://typeset.io › questions › wha…What are the challenges and barriers to the adoption of AI by organizations?

RT Insightshttps://www.rtinsights.com › ai-ad…AI Adoption is on the Rise, But Barriers Persist

PwChttps://www.pwc.com › ai_a…PDFAI Adoption in the Business World: Current Trends and Future Predictions

CIO | The voice of IT leadershiphttps://www.cio.com › article › 9-…9 biggest hurdles to AI adoption

Exposithttps://www.exposit.com › BlogOvercoming Barriers to AI Adoption: A Roadmap …

ScienceDirect.comhttps://www.sciencedirect.com › piiRealizing the potential of AI in pharmacy practice: Barriers and …

McKinsey & Companyhttps://www.mckinsey.com › …PDFAI adoption advances, but foundational barriers remain

Leveraging SFIA for Objective Downsizing: Safeguarding Your Digital Team’s Future

April 9, 2024Agile, Benefits, Best Practices, Capabilities, Coaching, Competence, Crisis, Crisis Management, Critical, Data, Data Analytics, Digital Age, Digital Transformation, Effective, Framework, Governance Risk & Compliance, GRC, How To, Implementation, Information Technology, Job, Knowledge Area, Layoff, SFIA, Skill set, Stakeholders, Strategydigital, downsizing, future, leveraging, objective, safeguard, SFIA, teamadmin

Utilizing the Skills Framework for the Information Age to Strategically Reduce Staff: Protecting the Future of Your Digital Workforce

In an ever-evolving digital landscape, organizations are continuously faced with the challenge of aligning their workforce capabilities with the strategic objectives and technological demands of the market. This occasionally necessitates the difficult decision of downsizing.

However, when approached with a strategic framework such as the Skills Framework for the Information Age (SFIA), downsizing can be managed in a way that not only reduces the workforce but also strategically refines it, ensuring that the remaining team is more aligned with future goals.

i. Understanding SFIA

The Skills Framework for the Information Age (SFIA) provides a comprehensive model for the identification of skills and competencies required in the digital era. It categorizes skills across various levels and domains, offering a structured approach to workforce development, assessment, and strategic alignment. By mapping out competencies in detail, SFIA allows organizations to objectively assess the skills available within their teams against those required to achieve their strategic goals.

ii. SFIA: A Framework for Fair and Transparent Downsizing

SFIA offers a standardized way to assess and compare employee skill sets. By leveraging SFIA, organizations can:

o Identify critical skills: Pinpoint the skills essential for current and future digital initiatives.

o Evaluate employee capabilities: Assess employees objectively based on their SFIA profiles, ensuring data-driven decisions.

o Maintain a strong digital core: Retain top talent with the most crucial skill sets to safeguard the team’s future.

iii. Strategic Downsizing with SFIA: A Guided Approach

A. Analyzing Current and Future Skill Requirements

The first step in leveraging SFIA for downsizing involves a thorough analysis of the current skill sets within the organization against the backdrop of the future skills required to meet evolving digital strategies. This diagnostic phase is critical in identifying not just surplus roles but also areas where the organization is at risk of skill shortages.

B. Objective Assessment and Decision Making

With SFIA, the assessment of each team member’s skills and competencies becomes data-driven and objective, mitigating biases that can often cloud downsizing decisions. This framework enables managers to make informed decisions about which roles are essential for future growth and which are redundant or can be merged with others for efficiency.

C. Skill Gaps and Redeployment

Identifying skill gaps through SFIA provides insights into potential areas for redeployment within the organization. Employees whose roles have been identified as redundant might possess other skills that are underutilized or looko could be valuable in other departments. This not only minimizes job losses but also strengthens other areas of the business.

D. Future-proofing Through Upskilling

SFIA also helps organizations to future-proof their remaining workforce through targeted upskilling. By understanding the precise skills that will be needed, companies can implement training programs that are highly relevant and beneficial, ensuring that their team is not only lean but also more capable and aligned with future digital challenges.

E. Communication and Support Structures

Effective communication is crucial during downsizing. Using the insights gained from the SFIA framework, leaders can better articulate the reasons behind the restructuring decisions, focusing on the strategic realignment towards future goals. Additionally, offering support structures for both departing and remaining employees, such as career counseling or upskilling opportunities, can help in maintaining morale and trust.

iv. Benefits of Leveraging SFIA for Downsizing

A. Objective Skills Assessment:

o SFIA facilitates an objective assessment of employees’ skills and competencies, enabling organizations to identify redundancies, skill gaps, and areas of expertise within the digital team.

o By basing downsizing decisions on skills rather than job titles or seniority, organizations can ensure alignment with strategic objectives and retain critical capabilities.

B. Strategic Workforce Planning:

o SFIA supports strategic workforce planning by providing insights into the current skill landscape, future skill requirements, and potential areas for development within the digital team.

o Organizations can use this information to align workforce capabilities with evolving business needs, anticipate skill shortages, and proactively address talent gaps.

C. Efficient Resource Allocation:

o By leveraging SFIA to identify redundancies or underutilized skills, organizations can optimize resource allocation and streamline the digital team’s structure.

o This ensures that resources are allocated effectively to high-priority projects and initiatives, maximizing productivity and return on investment.

D. Retaining Critical Capabilities:

o SFIA enables organizations to identify and retain employees with critical skills and expertise essential for the success of digital initiatives.

o By offering redeployment opportunities, upskilling programs, or knowledge transfer initiatives, organizations can retain valuable talent and maintain continuity in project delivery and innovation.

E. Enhancing Employee Engagement:

o Involving employees in the skills assessment process and offering opportunities for redeployment or skills development demonstrates a commitment to employee development and engagement.

o This approach fosters a positive organizational culture, enhances morale, and mitigates the negative impact of downsizing on remaining staff.

v. Beyond Downsizing: Building a Future-Proof Digital Team

While SFIA can aid in objective downsizing, it also promotes long-term digital team development:

o Skills gap analysis: Identify skill deficiencies across the team and implement training programs to bridge those gaps.

o Targeted upskilling: Invest in upskilling initiatives aligned with SFIA to prepare your team for future digital challenges.

o Succession planning: Leverage SFIA data to develop succession plans and cultivate future digital leaders.

vi. Conclusion

Downsizing, especially within digital and tech teams, poses the risk of eroding an organization’s competitive edge if not handled with foresight and precision.

By employing the SFIA framework, businesses can approach this delicate process objectively, ensuring that decisions are made with a clear understanding of the skills and competencies that will drive future success.

This not only helps in retaining a robust digital capability amidst workforce reduction but also aligns employee growth with the evolving needs of the organization.

Ultimately, leveraging SFIA for objective downsizing serves as a strategic maneuver to safeguard your digital team’s future, ensuring the organization emerges stronger and more resilient in the face of challenges.

vii. Further references

LinkedIn · SkillsTX8 reactions · 5 months agoLeveraging SFIA for Objective Downsizing: Safeguarding Your Digital Team’s Future

LinkedIn · John Kleist III10+ reactions · 11 months agoNavigating Technology Layoffs: Why Using a SFIA Skills Inventory is the Ideal Approach

SFIAhttps://sfia-online.org › about-sfiaSFIA and skills management — English

International Labour Organizationhttps://www.ilo.org › publicPDF▶ Changing demand for skills in digital economies and societies

Digital Education Resource Archivehttps://dera.ioe.ac.uk › eprint › evid…Information and Communication Technologies: Sector Skills …

De Gruyterhttps://www.degruyter.com › pdfPreparing for New Roles in Libraries: A Voyage of Discovery

Digital Education Resource Archivehttps://dera.ioe.ac.uk › eprint › evid…Information and Communication Technologies: Sector Skills …

What new jobs will emerge for ITSM professionals due to widespread AI adoption?

March 30, 2024AI, AI-powered, Artificial, Artificial Intelligence, Benefits, Best Practices, Capabilities, Digital Age, Digital era, Digital Transformation, Emerging, Employing, Future, Generative AI, Governance, How To, Implementation, Information Technology, IT Service Management, ITSM, SFIA, Skill set, Talent, Technology Trends, What, Work Environmentai, artificial intelligence, capabilities, IT Service Management, ITSM, SFIA, talent, what newadmin

Navigating New Horizons: Emerging ITSM Job Roles in the Age of AI

As Artificial Intelligence (AI) continues its relentless march into every facet of technology, widespread adoption in the realm of IT Service Management (ITSM) is not just a possibility—it’s an inevitability.

This seismic shift promises not only to reshape existing roles but also to catalyze the creation of entirely new positions.

For ITSM professionals, this evolution presents an unparalleled opportunity to pioneer roles at the forefront of AI integration in IT services.

In this dynamic environment, several emerging job roles stand out as critical to managing and leveraging AI within ITSM frameworks.

i. From Automation Experts to AI Orchestrators

o AI Implementation Specialists: With the influx of AI tools, specialists will be needed to design, implement, and integrate these tools within existing ITSM frameworks. They will ensure seamless operation and maximize the value derived from AI.

o Data Analysts for AI-Driven Insights: Data is the fuel for AI. ITSM professionals with strong data analysis skills will be crucial to interpret the data generated by AI-powered tools, identify actionable insights, and optimize service delivery.

o ITSM Security Specialists for the AI Era: As AI becomes more prevalent, securing AI systems and data will be paramount. ITSM professionals with expertise in cybersecurity will be sought after to safeguard AI tools and prevent potential breaches.

ii. The Evolving Role of the ITSM Professional

These new roles highlight the evolving nature of the ITSM profession. While core ITSM principles remain important, the ability to collaborate with AI, leverage data for insights, and ensure security will be key differentiators.

iii. AI Adoption in ITSM: Breeding Ground for New Opportunities

iii.i Governance and Strategy

A. AI Governance and Strategy Consultants

As organizations navigate the complexities of AI adoption, there is a growing demand for consultants who can provide strategic guidance and governance frameworks tailored to the unique needs of ITSM environments. AI governance and strategy consultants help organizations develop roadmaps, define objectives, and establish governance structures to align AI initiatives with business goals and ensure long-term success.

B. Digital Transformation Consultant

Organizations adopting AI within their ITSM processes are essentially undergoing a digital transformation. Digital Transformation Consultants specialize in guiding organizations through this journey. They assess current ITSM practices, identify opportunities for AI integration, and develop strategies to leverage AI for service improvement. Their role is critical in ensuring a seamless transition to AI-powered ITSM, minimizing disruption, and maximizing the benefits of AI adoption.

C. AI-Enhanced ITSM Strategy Architect

The AI-Enhanced ITSM Strategy Architect will play a pivotal role in designing the overarching ITSM strategy, ensuring seamless integration of AI technologies. This role involves analyzing organizational needs, evaluating AI technologies, and crafting strategic plans that leverage AI to optimize IT service delivery. These architects will bridge the gap between AI possibilities and ITSM necessities, ensuring that AI initiatives align with business objectives and ITSM frameworks.

D. AI Ethics Compliance Manager

As organizations navigate the complexities of ethical AI use, the role of an AI Ethics Compliance Manager becomes increasingly significant. This professional is responsible for ensuring that AI implementations adhere to ethical guidelines, regulatory requirements, and organizational values. They will work closely with AI developers, ITSM teams, and legal departments to scrutinize AI algorithms for biases, privacy concerns, and potential ethical pitfalls, ensuring transparent and fair use of AI technologies.

E. AI Ethicists and Compliance Officers

As AI technologies become more pervasive, organizations must address ethical considerations and ensure compliance with regulatory standards. AI ethicists and compliance officers within ITSM teams are responsible for developing and enforcing ethical guidelines, data privacy policies, and regulatory compliance frameworks to mitigate risks associated with AI implementation and usage.

F. Data Trustee

AI systems rely heavily on data—to learn, make decisions, and provide insights. The Data Trustee is responsible for managing and safeguarding this data within the ITSM context. This role involves ensuring data accuracy, integrity, and privacy, as well as managing access permissions to sensitive data used by AI systems. Data Trustees play a crucial role in establishing trust in AI systems by ensuring data is handled responsibly and ethically.

iii.ii Design and Tactics

G. AI Change Management Specialists

The introduction of AI into ITSM workflows often necessitates significant organizational changes. AI change management specialists play a crucial role in facilitating smooth transitions by assessing the impact of AI initiatives, engaging stakeholders, and implementing change strategies to promote user adoption, mitigate resistance, and ensure successful AI integration.

H. AI User Experience (UX) Specialist

The integration of AI into ITSM tools will fundamentally change how users interact with IT services. An AI User Experience (UX) Specialist will be essential for designing user interfaces and experiences that are intuitive, engaging, and effective. This role involves understanding human behavior, AI capabilities, and ITSM processes to create user interactions that enhance satisfaction and productivity.

I. AI Service Designers

With AI playing a significant role in service delivery and customer support, there is a growing demand for professionals who can design AI-driven service experiences. AI service designers collaborate with cross-functional teams to conceptualize, prototype, and deploy AI-powered service solutions that enhance user satisfaction, streamline processes, and drive business outcomes.

J. AI Security Analysts

As AI systems become more integrated into ITSM environments, the need for security professionals adept at safeguarding AI technologies against cyber threats grows. AI security analysts specialize in identifying vulnerabilities, implementing robust security measures, and conducting regular audits to protect AI algorithms, data, and infrastructure from malicious attacks and breaches.

iii.iii Implementation and Operation

K. AI Implementation Specialists

With the integration of AI technologies into ITSM frameworks, there arises a need for specialists who can oversee the seamless implementation of AI-powered solutions. These professionals are responsible for understanding the organization’s unique requirements, selecting appropriate AI tools and platforms, and integrating them into existing ITSM processes while ensuring compliance and security.

L. AI Operations Analysts

As AI systems become integral to ITSM operations, the demand for analysts who can monitor, maintain, and optimize AI algorithms and models increases. AI operations analysts leverage data analytics and machine learning techniques to continuously improve AI performance, identify anomalies, and troubleshoot issues to ensure the reliability and efficiency of AI-driven ITSM processes.

M. AI Service Manager

The AI Service Manager role encompasses managing the lifecycle of AI-powered services within the ITSM framework. This includes planning, designing, delivering, and improving AI services to meet organizational objectives and user needs. They act as a bridge between ITSM teams, AI developers, and business units, ensuring that AI services align with business goals and deliver value. Their responsibilities also include monitoring the performance of AI services and gathering feedback for continual service improvement.

N. AI Operations Specialist

With AI systems becoming integral to IT service delivery, there is a burgeoning need for specialists who can manage the operational aspects of AI technology. An AI Operations Specialist will oversee the deployment, maintenance, and optimization of AI tools and solutions within the ITSM ecosystem. This role involves ensuring that AI systems are running efficiently, troubleshooting any issues, and updating systems to adapt to new requirements or to leverage new AI advancements.

O. AI Training and Development Coordinators

To maximize the benefits of AI technologies, organizations need employees who are proficient in leveraging AI tools effectively. AI training and development coordinators design and deliver training programs, workshops, and resources to upskill ITSM professionals and empower them to harness the full potential of AI-driven capabilities in their roles.

iv. A Thriving Future for ITSM Professionals

The future of ITSM is bright. By embracing AI and developing the necessary skillsets, ITSM professionals can thrive in this new era. The human-AI partnership will lead to a more efficient, intelligent, and future-proof approach to IT service management.

v. Conclusion

The advent of AI in ITSM opens up a myriad of opportunities for ITSM professionals willing to adapt and evolve.

The emergence of these new roles underscores the importance of AI in the future of IT service management and highlights the need for a skilled workforce that can harness the power of AI to drive service excellence.

As the landscape continues to change, continuous learning and adaptability will be key for ITSM professionals aiming to thrive in this new era.

ITSM professionals who embrace these emerging job roles and acquire the necessary skills will be well-positioned to thrive in an AI-driven future.

vi. Further references

LinkedIn · Borahan Salih ÖZDOĞAN10 months agoEmbracing New Horizons: The Future of Jobs in the Age of AI

LinkedIn · Resume Mansion1 month agoNavigating the age of AI: Emerging job roles for the future

information-age.comhttps://www.information-age.com › …How to build a career in artificial intelligence – Information Age

edXhttps://campus.edx.org › ed…PDFNAVIGATING THE WORKPLACE IN THE AGE OF AI

Red Hathttps://www.redhat.com › blog › w…What to expect in the next era of artificial intelligence in banking

Monster for Employers | Monster.comhttps://hiring.monster.com › blogCharting the Future: Emerging Job Roles in the Age of AI and Chatbots

CIO Divehttps://www.ciodive.com › news3 CIO considerations for the generative AI onslaught

Ranktrackerhttps://www.ranktracker.com › blogThe Future of ITSM with AI Technology …

CIO | The voice of IT leadershiphttps://www.cio.com › article › wh…Where is the AI?

IBM Newsroomhttps://newsroom.ibm.com › 2023…EY and IBM Launch Artificial Intelligence Solution Designed to Help Increase …

InformationWeekhttps://www.informationweek.com › …IT Leaders Share Why They Made the Switch to No-Code ITSM

CIO | The voice of IT leadershiphttps://www.cio.com › article › mo…11 most in-demand gen AI jobs companies are hiring for

Black Hathttps://www.blackhat.com › webcastWebinar: Perspectives on AI, Hype and Security

How Does the Implementation of ISO 22301 and ISO 22316 Affect Your Organization?

March 4, 2024How To, Impact, Implementation, Implications, ISO Standard, ISO/IEC 22301, ISO/IEC 22316, Organizationaffect, howto, Implementation, ISO/IEC 22301, organizationadmin

Navigating Resilience: The Impact of ISO 22301 and ISO 22316 on Your Organization

In an era where businesses are increasingly subjected to a wide array of external pressures—from natural disasters to cyber-attacks—the implementation of standards like ISO 22301 and ISO 22316 has become paramount.

These standards, focusing on business continuity management systems (BCMS) and organizational resilience, respectively, offer a comprehensive framework to enhance an organization’s ability to anticipate, withstand, recover from, and adapt to adverse conditions.

However, the adoption of these standards also brings about significant changes within an organization.

ISO 22301: Business Continuity Management (BCM): This standard provides a framework for establishing a business continuity management (BCM) system. It outlines the steps to identify potential threats, assess their impact, and develop plans to ensure critical operations continue during disruptions.

ISO 22316: Organizational Resilience: This standard focuses on building an organization’s overall resilience, encompassing not just disruptions but also broader challenges and opportunities. It emphasizes the importance of understanding your organization’s context, identifying its core values, and fostering a culture of adaptation and continuous learning.

Both standards are designed not just to mitigate the impact of adverse events but to position organizations to thrive in the aftermath.

i. Implementing ISO 22301: A Focus on Business Continuity

ISO 22301 specifies requirements for setting up and managing an effective Business Continuity Management System (BCMS), which enables organizations to respond effectively to disruptions. Its implementation can profoundly affect various aspects of an organization:

A. Enhanced Risk Management

By identifying potential threats and establishing plans to address them, organizations can mitigate risks more effectively. This proactive approach not only safeguards assets and reduces the likelihood of disruptions but also instills confidence among stakeholders.

B. Streamlined Processes

ISO 22301 encourages organizations to understand critical business processes and the impact of disruptions, leading to refined and more efficient procedures. This often results in the elimination of redundancies and an overall increase in operational efficiency.

C. Regulatory Compliance

For many organizations, implementing ISO 22301 can aid in achieving compliance with legal, regulatory, and contractual obligations related to business continuity and disaster recovery.

D. Improved Reputation and Stakeholder Confidence

By demonstrating a commitment to business continuity, organizations can enhance their reputation and build trust with customers, investors, and other stakeholders.

ii. Embracing ISO 22316: Strengthening Organizational Resilience

While ISO 22301 focuses on planning and implementing a BCMS, ISO 22316 provides guidance on the principles and attributes of organizational resilience. Its adoption fosters a culture of resilience that permeates every level of the organization.

A. Holistic Approach to Resilience

ISO 22316 encourages organizations to take a holistic view of resilience, integrating it into strategic planning and decision-making processes. This approach acknowledges the interconnected nature of various organizational functions in maintaining resilience.

B. Agility and Adaptive Capacity

Through the implementation of ISO 22316, organizations develop the ability to adapt to changing circumstances quickly. This agility is crucial for not only surviving disruptions but also capitalizing on opportunities that arise during periods of change.

C. Enhanced Communication and Collaboration

ISO 22316 emphasizes the importance of effective communication and collaboration both within the organization and with external partners. This fosters a coordinated response to crises and enhances the collective resilience of the broader ecosystem in which the organization operates.

D. Cultural Transformation

Adopting the principles of ISO 22316 can lead to a significant shift in organizational culture, where resilience becomes a core value. This cultural transformation involves empowering employees, fostering innovation, and creating an environment conducive to continuous learning and improvement.

iii. Benefits of ISO 22301

o Enhanced preparedness: By identifying and planning for potential disruptions, organizations can minimize downtime and financial losses.

o Improved response and recovery: Streamlined procedures and clear communication protocols ensure a swift and effective response to disruptions.

o Increased stakeholder confidence: Demonstrating a commitment to continuity fosters trust and confidence among clients, investors, and employees.

iv. Benefits of ISO 22316

o Increased adaptability: Organizations become more agile and responsive to changing circumstances, enabling them to seize new opportunities.

o Improved decision-making: A holistic understanding of risks and opportunities allows for more informed and strategic decision-making.

o Enhanced stakeholder engagement: By fostering a collaborative approach to resilience, organizations can leverage the collective knowledge and expertise of all stakeholders.

v. The Combined Impact

Together, ISO 22301 and ISO 22316 offer a robust framework for building a resilient organization capable of navigating today’s volatile business environment. The implementation of these standards impacts an organization in several key ways:

Strategic Alignment: Ensures that resilience and business continuity strategies are aligned with the organization’s overall objectives.
Operational Resilience: Strengthens the organization’s capacity to operate under adverse conditions, protecting key assets and stakeholders.
Increased Stakeholder Confidence: Compliance with ISO 22301 and ISO 22316 can significantly elevate the confidence of stakeholders, including customers, investors, and employees. Demonstrating a commitment to maintaining operations during disruptions, and an ability to recover swiftly, reassures stakeholders of the organization’s stability and reliability. This can be particularly important in sectors where trust is paramount, such as finance, healthcare, and critical infrastructure.
Competitive Advantage: Positions the organization favorably in the market as a reliable and resilient entity, potentially opening up new business opportunities.
Reduced Financial Risk: Disruptions can have a significant financial impact on an organization, from lost revenue to increased operational costs, and potentially, legal liabilities. By implementing ISO 22301 and ISO 22316, organizations can mitigate these financial risks. Effective business continuity planning and organizational resilience can reduce the duration and severity of disruptions, protecting the organization’s bottom line.
Continual Improvement: Both ISO 22301 and ISO 22316 emphasize the principle of continual improvement, encouraging organizations to regularly assess and enhance their resilience and continuity practices. This iterative process ensures that the organization’s strategies evolve in line with emerging threats and changing business requirements, maintaining its resilience stance over time.

vi. Conclusion

The implementation of ISO 22301 and ISO 22316 affords organizations a structured approach to developing resilience and continuity capabilities that are vital in today’s fast-paced and uncertain business environment. The benefits of these standards are manifold, touching on operational effectiveness, stakeholder trust, competitive positioning, financial stability, and continual growth. Ultimately, for organizations committed to overcoming disruptions and thriving in the face of adversity, ISO 22301 and ISO 22316 offer a blueprint for achieving these objectives.

Beyond mere compliance, the adoption of these standards signifies a strategic investment in the future—empowering organizations to not just survive but thrive amidst adversity.

As such, businesses that embrace these standards can expect not only enhanced resilience but also a revitalized organizational culture that values adaptability, collaboration, and continuous improvement.