Nowadays, any organization with full infrastructure of ICT network and systems practicing 'data sharing' using the B2B and B2C platforms, painstakingly since early 2000 are now expanding their business.
However, when we talk about 'data transparency', the challenge is safeguarding 'sensitive data' (such as trade-secrets) and at the same time, not to intervene with the flow of information.
But today, should such secrets are not properly safeguarded, the sensitive data can suddenly become obsolete tomorrow due to "information explosion" on the net. Today, one organization introduced the latest technology, (no-hush-hush) - the next day, you'll see that the 'so-called new technology' ended up with similar but more improvised technology at the cheaper price - surprisingly from another country that thousands of miles away.
To avoid leaking problems, the plumbers are usually ICT and Human Resource Management - but what about the losses due to leaking information. Although the two departments are the right ones to deal with personnel revealing confidential information but it is still deemed as 'fire-fighting'. True enough, it happens again and again.
Humbly, let me share my own experience when I was employed to one organization to make a 'turnaround' under consultancy capability.
Without going into too much details, all I can conclude is that I managed to convince top management and other units/departments to return to the basics (looking back into the Core Business Process profusely written in their very own Company Manual - (chuckle they will find)
1) Research and Development,
2) Design,
3) Innovation,
4) Advertising and Promotion,
5) Market Survey,
6) Marketing and Sales.
Despite the hiccups I had with the 'Executive Management' team, I have succesfully managed to 'rehighlight' the aforesaid '6 profit centre' units to ALWAYS be in the lead to entice prospects, new customers and returning customers.
The 'data sharing' practices (what to share with the customers even on the company's website) must FIRST come and being reviewed by these units as they are the ones who knows better than any other units/departments which data is deemed as confidential or otherwise.
The root cause of failure is always linked to another department or unit coming in 'too early' into the picture and doing 'someone's else job'.
Sometimes, rewarding scheme for people achieving targets and definitely punishing those who did not can be BOTH FATAL.
People will start cutting corners, stabbing one another, stepping on other "cats tails" and God knows what.
What if rewarding and punishing are being applied to Occupational Safety and Health matters, then there may be dangerous risks and hazards even leading to incidents and accidents - when workers start to cut corners either to achieve the objectives OR the fear of not achieving it.
Mind you, I'm neither implying that other departments/units are of less significance nor rewarding system should not be practiced.
I'm really talking about :
a) 'Who to do What and When' and also
b) effective monitoring must first be in place before considering to reward or to punish.
