Sometimes ambiguity has power — the power to capture the zeitgeist of a movement, culture, or vision without getting dragged into the weeds about what really is or isn’t included; it provides time for an idea to crystallize, become defined, or reach critical mass.
That (somewhat arcane opening paragraph) sums up where I feel we are with regard to the term "cyber." We all know that it has crept into the security and risk (S&R) lexicon over the past few years, but, by managing to avoid clear definition, it’s become all things to all men — a declaration that “information security is different now” but not quite saying how. Think about it: If the US Department of Defence and the standards body NIST aren't aligned on their definitions of cybersecurity, how can we expect CISOs and business execs to be?
I have spoken to numerous S&R leaders recently, and, although there was a fair amount of discord, the CISO of one global financial services organization best summarized the prevailing perception:
"’Cyber’ is something coming from the Internet attacking our infrastructure assets. We're not classifying internal incidents as cyber, otherwise it makes no sense for us to have another word for something that is a classical security incident. It's about the external and internal distinction."
Cartoon included by kind permission of http://www.kaltoons.com/
Consumer product strategists hold a wide variety of job titles: product manager, product development manager, services manager, or a variation of general manager, vice president, or even, sometimes, CEO or other C-level title. Despite these varying titles, many of you share a great number of job responsibilities with one another.
We recently fielded our Q4 Global Consumer Product Strategy Research Panel Online Survey to 256 consumer product strategy professionals from a wide variety of industries. Why do this? One reason was to better understand the job responsibilities that you, in your role, take on every day. But the other reason was to help you succeed: By benchmarking yourself against peers, you can identify new job responsibilities for growth, improve your effectiveness, and ultimately advance your career.
What did we find out? The bottom line is that consumer product strategy jobs are pretty tough. We found a wide range of skills are required to do the job well, since consumer product strategists are expected to:
Drive innovation. Consumer product strategists are front-and-center in driving innovation, which ideally suffuses the entire product life cycle. Being innovative is a tall task, but all of you are expected to be leaders here.
Think strategically... You've got to have a strategic view of your markets, identifying new concepts and business models and taking a long-term view of tomorrow's products.
...but execute as a business person. While thinking strategically, you generally have to execute tactically as well. You're business unit owners. At the senior-most levels, you hold the P&L for the product or portfolio of products.