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The greater the employee ownership and vested interest in a program's success, the greater the probability of its success. This emanates from a leader's choosing to endorse and actively support an information security program and show consistency of effort and focus to attain tis objectives (Madnick, 1978).
A third critical success factors is the providing of periodic feedback as to the progress of the information security program. The ability to actively monitor an information security program's progress using analytics and metrics of performance will significantly increase the likelihood of continued support (Straub, Welke, 1998). As is the case with many change management initiatives, the use of analytics and metrics also provide feedback to the employees and leadership of an organization, reinforcing adoption to the information security program over time (Guttman, Herzog, 2005).
Conclusion
The basis of effective change management is predicated on giving employees the ability to attain autonomy of their jobs, along with providing a foundation of also gaining mastery...
These three factors of autonomy, mastery and purpose are very powerful catalyst of organizational change (Leavy, 2012). Leaders who can design information security programs to attain these objectives will drastically improve the likelihood of success.
References
D'Arcy, J., Hovav, a., & Galletta, D. (2009). User awareness of security countermeasures and its impact on information systems misuse: A deterrence approach. Information Systems Research, 20(1), 79-98,155,157.
Guttman, J.D., & Herzog, a.L. (2005). Rigorous automated network security management. International Journal of Information Security, 4(1-2), 29-29.
Leavy, B. (2012). Michael Beer - higher ambition leadership. Strategy & Leadership, 40(3), 5-11.
Madnick, S.E. (1978). Management policies and procedures needed for effective computer security. Sloan Management Review, 20(1), 61-61.
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