This is the third in a four-part series on digital ethics strategies. Part one explored in more detail what a digital ethics strategy is and why every business needs one. Part two looked at the core benefits of having one. In this post we explore what’s actually included in a strategy so that an organisation following these posts will have the basics covered. Through doing this, organisations will be able to reap some of the benefits mentioned above while limiting risk exposure through unethical uses of technology. The basics of a digital strategy that we shall look at here include the following four key elements:
- Foundations,
- Audit of Ethics Infrastructure,
- Desired State, and
- Roadmap.
Foundations
These are the core elements that underpin the whole strategy and can be found in strategic documents at the organisational level. These include:
- Vision and values,
- Business goals, and
- Mission statement.
Audit of Ethics Infrastructure
To develop the strategy, an organisation needs to gather data to accurately assess its current ethical standing. This involves gathering proof about its present ethics, which may differ from its desired or perceived state. The goal is to determine if revising its ethical practices can help achieve business objectives.
An audit for a digital ethics strategy should therefore cover the organisational structure, an overview of technology usage and transactions, and services provided both internally and externally. It should also include governance, ownership of vision and values implementation, and the appointment of C-suite level champions.
A realistic assessment of the organisation’s technology and culture is essential. This may be achieved through qualitative methods (such as surveys and interviews) and quantitative methods (e.g. technology audits and policy reviews).
The Audit section should highlight challenges, gaps, and blockers that need to be addressed to reach the desired ethical standards and business goals. The following provides some indicative questions that an audit should cover.
Customer Values Audit
- What are the culture and values of the users/customers of the organisation?
- How do users/customers perceive the organisation?
Internal Culture and Values Audit
- What are the culture and values on the ground of the organisation?
- What processes are used throughout the organisation, and who is responsible for each process?
Governance
- Is there a clear, human-centric governance process in place for new technology developed or purchased?
- How are automated systems employed in governance (e.g. PII-checkers, bias checkers)?
Digital Literacy Audit
- How literate are employees when it comes to the risks of technology?
- Are employees engaging in best practice when it comes to managing technology?
Asset Audit
- What software and hardware are used in the organisation? Are these adjusted to be accessible by default?
- Who is the identified owner or responsible person for each asset (software and hardware)?
The Audit section should assess the above data and identify the root cause of any problems. This analysis will reveal how effective ethics can drive productivity and offer a competitive edge.
Such reviews allow organisations to link organisational goals and ethics provision. While ethics audits may not be your area of expertise or interest, they are fundamental to determine whether ethics can be a strategic tool for identifying performance gaps. Start broad and then go deeper with your audits, as you repeat them.
Desired State
Building on the Foundations and the Audit, a Desired State provides a realistic vision for the organisation regarding its technology and surrounding culture. Essentially, it is a “to be” statement as to how each of the elements covered in the Audit will reflect the organisation’s values and vision in the future.
Roadmap
The roadmap is a document that outlines how to move from the current state (as seen in the Audit) to the desired future state, typically over 1-3 years. The roadmap should be specific, measurable, achievable, realistic and time-bound, linking directly to KPIs and OKRs for those in charge. The roadmap will detail actions or projects, along with ballpark costs and expected return on investment.
The impact of effective digital ethics strategies
When carried out well, digital ethics strategies help organisations to have better products and services, brand differentiation, accelerated digital innovation and more. They help integrate organisational values with the technology and culture of that organisation, and move ethics and compliance beyond a mere box-ticking exercise.
Sopra Steria has worked with clients to develop digital ethics strategies that carry through their corporate values into their technology and culture. If you would like to know more, then please contact Kevin Macnish kevin.macnish@soprasteria.com.