Organizational Culture

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Read WSJ article attached and discuss in detail:

1. A summary of the article and the situation dynamics in the article (okay to paraphrase or quote but use italics if you do)

2. Analysis of the situation from the industrial age to the information age and the cultural differences

3. Any advice you have for the leader or followers given the text frameworks? Is there anything that should have been done differently/why?

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How Companies Can Bridge the Culture Gap When Hiring ExMilitary Cybersecurity Professionals By Adam Janofsky and Kim S. Nash Updated July 5, 2018 6:17 p.m. ET 0 COMMENTS Companies seeking cybersecurity personnel often hire people with military backgrounds, raising challenging questions about how to best bridge differences in organizational culture, specialists in the field say. Corporations such as Wells Fargo & Co. and PricewaterhouseCoopers LLP have established training programs and networks to help veterans translate their military skills into corporate cybersecurity jobs. Timothy Stoner, a partner in cybersecurity services at PwC who leads veterans’ programs at the company, said some of the differences can be striking. “Having a deadline to deliver a PowerPoint is not the same as donning body armor and locking and loading a weapon,” said Mr. Stoner, a 30-year veteran of the U.S. Army. Other cultural differences include hierarchy and the underlying mission. In the military, teams spend much of their time together and leaders know personal details of their subordinates that typically would not be discussed in corporate environments, said Mr. Stoner. Additionally, veterans are used to being missiondriven instead of profit-driven. Companies that successfully address these cultural differences have a lot to gain. Veterans are in high demand for cybersecurity positions, which call for leadership and technical skills, said Gregory Touhill, president of technology provider Cyxtera Federal Group and former U.S. chief information security officer in the Obama administration. “The business world can’t get enough of folks coming from the military who have supervision and leadership skills and can hit the ground running,” said Mr. Touhill, a retired brigadier general who served 30 years in the U.S. Air Force. Former military personnel make excellent cybersecurity professionals because they’ve been immersed in security of all kinds, said Mr. Stoner. “[Veterans] have been working, living, breathing, sleeping and eating in environments and countries that require 24-by-7 information security, operational security and physical security,” he said. Many tasks and responsibilities in public and private-sector cybersecurity are similar, said Mark Morrison, senior vice president and chief security officer at Options Clearing Corp., a Chicago-based equities derivatives clearing organization. There can be some differences, Mr. Morrison said. For example, military cybersecurity workers spend significant time studying and defending against statesponsored attackers, while the private sector regularly deals with cybercriminals. The biggest issue, though, is the cultural gap. Mr. Stoner and a team of colleagues from various branches of the military run a program at PwC to help prospective and recent veteran hires understand corporate culture. They talk every day or every week about key differences, such as how members of the military interact with their commanders, he said. Corporate employees might go days or longer without seeing the boss. Mr. Touhill, who mentors veterans moving into the corporate realm, said it typically takes about six months for a veteran to master the business vocabulary and essential elements of corporate life. Many are promoted within 12 to 18 months, he said. One former Air Force officer Mr. Touhill worked with is now head of cybersecurity at a large health care provider. In addition to setting up training programs and mentoring networks, companies should put veterans in charge of the process, said Mr. Stoner. Human resources and hiring managers might be sincere about the goal of hiring veterans, but if they lack military experience they will miss important nuances in communication, he said. “That’s like you and I telling a college football player what life will be like in the pros. We did not play. We do not know,” he said. At companies in general, employees often have multiple bosses and reporting lines are blurry. “It’s a different way of managing human capital,” he said. “It feels funny.” Military leaders “own the problems” of their people, he said. That is, commanders are often informed about legal issues, marital problems and other aspects of the lives of those under them because the information can be important to accomplishing a mission, he said. At work, these topics aren’t usually openly discussed. While many companies encourage the voicing of opinions, he said, the military often doesn’t. “When we’ve served, we’ve been paid for what we do. Not what we think,” he said. -- Jeff Stone contributed to this article.
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Just what I was looking for! Super helpful.

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