This month's stories underscore the potential of chief privacy officers to strategically impact an organization's bottom line by helping to foster customers' trust. What is clear from both of these articles is that achieving this potential requires privacy pros to seek out and effectively execute strategies that likely are not evident in their initial job description.
In the case of Motorola, helping the company maximize its information-based business model required an expansion of responsibilities and vision to emphasize the convergence of privacy and security. Changes in the organizational chart to maximize the promise and the potential of privacy functions to an organization's growth and continued success look easy on paper, but often are the most difficult to achieve.
Simply put, privacy and security veteran John C. Reece says the "onus is on privacy and security people to find new ways to communicate and understand the bigger-picture challenges as they relate to trust."
Yet oftentimes it is easier said than done. How can privacy pros achieve their strategic potential within their organizations? Share your success stories with our readers.
J. Trevor Hughes, CIPP
Executive Director, IAPP
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