dna - Blog - Global Risk Community2024-03-29T11:02:08Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/dnaOrganizational DNA: The 4 Building Blocks to Effective Executionhttps://globalriskcommunity.com/profiles/blogs/organizational-dna-the-4-building-blocks-to-effective-execution2020-08-08T05:36:56.000Z2020-08-08T05:36:56.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>The most resilient and consistently successful companies have discovered that the devil is in the details of the organization. No <a href="https://flevy.com/blog/wp-content/uploads/2020/06/pic-1-Organizational-DNA-4-Building-Blocks-300x200.jpg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/06/pic-1-Organizational-DNA-4-Building-Blocks-300x200.jpg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Organizational-DNA-4-Building-Blocks-300x200.jpg?profile=RESIZE_710x" /></a>company may ever totally master the enigma of execution. But for them organizing to execute has truly become a competitive edge.</p><p>Execution only becomes effective when the company’s DNA is holistically integrated. This means weaving intelligence, decision-making capabilities, and a collective focus on common goals widely and deeply into the fabric of the organization so that each person and unit is working smartly and together.</p><p>The best <a href="https://flevy.com/browse/stream/organizational-design">Organizational Designs</a> are adaptive, self-correcting, and robust. But creating such an organization does not happen quickly. It can take several years to get the basic right.</p><p>In understanding Organizational DNA, one needs to have a full grasp of the 4 bases of Organizational DNA, as well as the 8 core elements of the Organizational DNA. While the 4 Bases are the building blocks, the 8 core elements are the blueprint for Organizational Design.</p><h3><strong>The 4 Building Blocks of Organizational DNA</strong></h3><p>Organizations must have a good operational understanding of the <a href="https://flevy.com/browse/flevypro/organizational-dna-4-building-blocks-4190">4 Building Blocks of Organizational DNA</a> to better perform effectively and efficiently. The 4 Building Blocks are Structure, Decision Rights, Motivator, and Information.</p><p>Structure is the organization of business units around customers, products, or geography. In principle, structural choices are made to support a strategy. However, in practice, often a company’s organizational structure and strategic intent do not match.</p><p>Decision Rights specify who has the authority to make which decisions. Often, these put the flex o the organization chart and define where responsibility lies.</p><p>Motivators are incentives, rewards, and systems that enable employees to perform their functions well. It shows how people respond rationally to what they see, understand, and rewarded.</p><p>Information is one critical base in the company’s DNA that underly the company’s ability to ensure clear decision rights and motivate people. Information is among the most underappreciated contributors to <a href="https://flevy.com/operational-excellence">Operational Excellence</a> and competitive advantage. Often, better information flows did more than keep costs down. It helps allocate scarce resources far more efficiently than before.</p><h3><strong>Discovering the 8 Elements of Organizational Design</strong></h3><p>It is best to understand the <a href="https://flevy.com/browse/flevypro/organizational-dna-4-building-blocks-4190">8 Elements of Organizational Design</a> as it is the blueprint for Organizational Design.</p><p><a href="https://flevy.com/browse/flevypro/organizational-dna-4-building-blocks-4190" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/06/pic-2-Organization-DNA-4-Building-Blocks.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Organization-DNA-4-Building-Blocks.png?profile=RESIZE_710x" /></a></p><p>Let us take a look at the first 2 rungs. The first 2 rungs focus on Authority, governance of behavior, and how a company governs behavior.</p><p><strong>Rung 1: Authority and governance of behavior</strong></p><p>In terms of formality, in the formal part, how decisions are made are elements that a company can precisely articulate. This can be expressed through governance forums, decision rights, decision processes, and decision analytics.</p><p>In the informal part, how people instinctively act or take action is the informal part. This can refer to values and standards, expectations, and unwritten rules, and behaviors.</p><p><strong>Rung 2: The way a company governs behavior.</strong></p><p>The formal part is the Motivators on how people are compelled to perform. These can be represented by monetary rewards, career models, and talent processes.</p><p>The informal part is commitment. It is how people are inspired to contribute. It is represented by shared visions and objectives, individual goals and aspirations, and sources of pride.</p><p>The first 2 rungs are essential in ensuring that the Organizational Design has a balance of both authority and behavior.</p><p>The 3rd and 4th rungs focus on flows of knowledge and insight, as well as structure and networking. These 2 rungs are essentially important in ensuring that appropriate structure and network is in place to support flows of information and insights.</p><p>Interested in gaining more understanding of the <a href="https://flevy.com/browse/flevypro/organizational-dna-4-building-blocks-4190">4 building blocks to Organizational DNA</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/organizational-dna-4-building-blocks-4190">editable PowerPoint about <strong>Organizational DNA: 4 Building Blocks</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>When Organizational Behavioral Issues Start Affecting Organizationshttps://globalriskcommunity.com/profiles/blogs/when-organizational-behavioral-issues-start-affecting2020-08-01T08:40:17.000Z2020-08-01T08:40:17.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Most organizations are unhealthy. Only organizations that are recognized to be Resilient, Just-in-Time, and Military can be described<a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-Behavioral-Issues-300x210.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x" /></a> and relatively free from dysfunction. Yet, only 27% of the responses gathered from the Org DNA Profiler showed a healthy profile.</p><p>The Org DNA Profiler is a short online self-assessment tool launched on December 9, 2003. It was used to measure an organization’s relative strength in 4 key areas, on the basis of individual employees’ responses to 19 questions. From a total of 4,007 completed assessments collected, there were 6 Organizational Behavioral issues that were prompted. These issues can still be turned around by undertaking the appropriate step.</p><h3><strong>The 6 Key Issues on Organizational Behavior</strong></h3><p><a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">Organizational Behavioral Issues</a> are observations on the prevalence of dysfunctions among business organizations.</p><p><a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Organizational-Behavior-Issues.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Organizational-Behavior-Issues.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Most organizations are unhealthy</strong>. More than 60% of the organizations are either Passive-Aggressive, Fits-and-Starts, Outgrown, or Overmanaged.</li></ol><ol start="2"><li><strong><a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">Organizational DNA</a> changes as companies grow</strong>. Small companies report more Resilient and Just-in-Time behaviors. They become more centralized and demonstrate Military traits as they grow. Once annual revenues cross the $101B threshold, decentralization occurs. However, often this is undertaken badly.</li></ol><ol start="3"><li><strong>Attitude determines attitude</strong>. There are sharp differences between senior management and lower-level personnel. A disconnect exists between the organizations that senior executives believe they have established and the organizations they are actually running.</li></ol><ol start="4"><li><strong>Non-executives feel micromanaged</strong>. Junior managers feel a lack of maneuvering room compared to senior managers who view their self-professed involvement in operating decisions as good.</li></ol><ol start="5"><li><strong>Decision rights are unclear</strong>. More than 50% of the respondents believe that the accountability for decisions and actions in their organizations was vague.</li></ol><ol start="6"><li><strong>Execution is the exception, not the rule</strong>. Less than 50% of the respondents agreed that important strategic and operational decisions are quickly translated into action in their organizations.</li></ol><p>It is expected that all organizations have behavioral issues. However, unlike humans and other organisms, organizations can change their DNA by adjusting and adapting their building blocks and resolve these issues. There are just processes that organizations must take into consideration to effectively address these behavioral issues and turn them around for the benefit and advantages of the organization.</p><h3><strong>The Need to Unlearn, Learn, and Relearn</strong></h3><p>It is advisable for an organization to continue to analyze its organization as it grows into and occasionally out of dysfunction. This can be done by using a 4-step evolutionary process.</p><p><strong>Step 1: $0 - $500 Million</strong>. The first step or Step 1 generally demonstrates characteristics depicting Resilient or Just-in-Time profiles.</p><p>Organizations at this level are effective at executing and adapting to changes in the environment. They are generally younger small companies that are attuned to and aligned with the vision and strategy of the founders. They are known to be able to adapt more nimbly to market shifts.</p><p><strong>Step 2: $500 Million - $1 Billion</strong>. The second step is an evolutionary phase where organizations are starting to experience the adverse effect of growth in terms of size. This is basically the stage where Military profile has reached its peak in revenue segment. These are the organizations that are bureaucratic, slow, and overly politicized. At this point, expanding middle management starts to second guess and interfere in lower-level decision making.</p><p>Step 3 is where organizations are becoming too large and step 4 is returning back to a Resilient profile. The 4-step evolutionary process reflects the stages of development of organizations as they start from being small to being large and complex. It is a reflection of the issues they are encountering at each step of development that they are in. Knowing where they are at this point will enable an organization to better undertake their <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a> in a most effective approach.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">Organizational Behavioral Issues</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">editable PowerPoint about <strong>Organizational Behavioral Issues</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Organizational DNA 101: A Guide to Defining Your Organization’s Behavior and Characteristicshttps://globalriskcommunity.com/profiles/blogs/organizational-dna-101-a-guide-to-defining-your-organization-s2020-07-29T09:00:00.000Z2020-07-29T09:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Execution has become the new watchword in Boardrooms. As organizations fail to effectively implement strategies, the importance of <a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-DNA-Primer-300x169.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-DNA-Primer-300x169.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Organizational-DNA-Primer-300x169.jpeg?profile=RESIZE_710x" /></a>execution has risen to the forefront. Essentially, the first step in resolving these dysfunctions is to understand how the inherent traits of an organization influence and even determine each individual’s behavior. Organizations must also understand how collective behavior affects company performance.</p><p>The idiosyncratic characteristics of an organization can be codified using the DNA. When the DNA of an organization is purely configured, unhealthy symptoms and counterproductive behaviors are demonstrated.</p><h3><strong>Understanding the DNA and the Organizational DNA Framework</strong></h3><p>DNA has been used as a family metaphor to codify the idiosyncratic characteristics of a company.</p><p>The <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">Organizational DNA Framework</a> examines all aspects of company architecture, resources, and relationships. It ensures that managers focus their efforts on reinforcing what works in the organization and modifying what does not. It helps companies identify and expose hidden strengths and entrenched weaknesses.</p><p>In identifying unhealthy symptoms and unproductive behavior, the Org DNA Profiler is used as a tool. It allows management to gain insight into what is and is not working deep inside a highly complex organization.</p><h3><strong>The <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">4 Key Areas or Building Blocks</a></strong></h3><p>The Org DNA Profiler, as an Assessment tool, was used to fix problems by identifying and isolating them. Launched in 2003, the Org DNA Profiler measures an organization’s relative strength in 4 Building Blocks on the basis of individual employees’ responses to 19 questions.</p><p><a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Organizational-DNA-Primer.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Organizational-DNA-Primer.png?profile=RESIZE_710x" /></a></p><h3><strong>What Type of Organization Do You Have?</strong></h3><p>When diagnosing and overcoming organizational impediments, there is also a need to identify the type of organization that you have. There are <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">7 broad types of organizations</a>; each organization fitting a certain type.</p><p>There is a <strong><a href="https://flevy.com/business-toolkit/business-resilience">Resilient Organization</a>.</strong> A Resilient Organization can adapt quickly to external market shifts. It can remain steadfastly focused on and aligned with a coherent business strategy. Resilient Organizations can anticipate changes routinely and addresses them proactively. They can attract motivated team players and offers a stimulating work environment, resources, and authority to solve tough problems.</p><p>However, there is also a disadvantage when it comes to Resilient Organizations. Resilient Organizations have the tendency to be overly adapted toward one direction or the other.</p><p>Another type of organization is the <strong>Just-in-Time Organization</strong>. The JIT Organization demonstrated an ability to turn on a dime when necessary, without losing sight of the big picture. They can manage to hold on to good people and performs well financially. A Just-in-Time Organization is a stimulating and challenging place to work.</p><p>While this may be a good place to work, it can also have its disadvantages. A Just-in-Time Organization is not proactive in preparing for impending changes. In fact, it has not made a leap from good to great. As such, it tends to miss opportunities by inches rather than miles. It celebrates successes that are marginal rather than unequivocal.</p><p>The third type of organization is the <strong>Military Organization</strong>. This type of organization succeeds through sheer force of will of top executives. However, it has a shallow and short-lived middle management bench.</p><p>There are 4 other types of organizations. There can be the Passive-Aggressive Organization, the Fits-and-Starts Organization, the Outgrown Organization, and the Overmanaged Organization.</p><p>The Passive-Aggressive Organization is considered the most prevalent of all types of organizations. The Outgrown and Overmanaged Organizations, on the other hand, are those that are often considered unhealthy.</p><p>The intricacies and defining characteristics of the 7 types of organizations are effective in creating specific interventions to enhance performance and execution. Knowing and understanding the types of organizations can better assist organizations in the analysis of their DNA and guide them in undertaking <a href="https://flevy.com/browse/stream/transformation">Business Transformation</a> or <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a>.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">Organizational DNA</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">editable PowerPoint about <strong>Organizational DNA</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Understanding The Importance of Organizational DNA: 10 Core Principleshttps://globalriskcommunity.com/profiles/blogs/understanding-the-importance-of-organizational-dna-10-core2020-07-27T09:00:00.000Z2020-07-27T09:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Organizations can change over the years. Change may happen because that is what the customers expect or it is because the <a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-DNA-10-Core-Principles-300x202.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-DNA-10-Core-Principles-300x202.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Organizational-DNA-10-Core-Principles-300x202.jpeg?profile=RESIZE_710x" /></a>organization gets to have even the most coveted skills. Despite the changes, there are those that stay the same—the organization’s brand, its unique culture, and its shared lexicon. These are the underlying organizational and cultural design factors that define an organization’s personality. Metaphorically, these are called <a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">Organizational DNA</a>. The Organizational DNA can indicate whether the organization is strong or weak in executing strategy.</p><p>Today, execution has come to a fore as organizations fail to effectively implement strategies. Organizations now realize that it must first resolve this dysfunction by understanding how the inherent traits of an organization influence and even determine each individual’s behavior. The idiosyncratic characteristics of an organization can be codified using the DNA. When the DNA of an organization is purely configured, unhealthy symptoms and counterproductive behaviors are demonstrated. High performing organizations have shown that there are precepts that they closely follow to ensure that their Organizational DNA is in order.</p><h3><strong>The 10 Principles of Organizational DNA</strong></h3><p>The <a href="https://flevy.com/browse/flevypro/organizational-dna-10-core-principles-4201">10 Principles of Organizational DNA</a> are the precepts upon which high-performance companies are built on.</p><p><a href="https://flevy.com/browse/flevypro/organizational-dna-10-core-principles-4201" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Organizational-DNA-10-Core-Principles.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Organizational-DNA-10-Core-Principles.png?profile=RESIZE_710x" /></a></p><p>Let us take a look at 5 of the 10 Principles of Organizational DNA.</p><ol><li><strong>Organizations always identify with 1 of 7 behavioral patterns regardless of industry and geography</strong>. Enterprise-wide behavior can either be passive-aggressive, overmanaged, outgrown, fits-and-starts, just-in-time, military-precision, or resilient. The complication here is that companies can face and conquer even the most pernicious performance problems by changing personalities. When this happens, it is crucial that the company must be ready for any problems that may arise as a result of the change in personality type. The inability to address these problems may be detrimental to the organization. Changing personality is not easy. It must be well-studied and strategically planned.</li></ol><ol start="2"><li><strong>Companies contain a mix of personalities</strong>. Business units fall under different archetypes, particularly in major acquisitions. At this stage, it is possible that a resilient organization may have a division that matches the fits-and-starts profile, characterized by smart entrepreneurial talent. However, despite that, it may lack the collective discipline necessary.</li></ol><ol start="3"><li><strong>There is a strong connection between personality type and strategy execution</strong>. In the survey conducted, 48% of the respondents fit a profile that is distinguished by weak execution. Passive-aggressive organizations may have people who pay lip service to results but they may consistently undermine some necessary efforts.</li></ol><ol start="4"><li><strong>Strong execution can be sustained</strong>. Organizations with a strong execution archetype cannot afford to be complacent. Leaders must continually seek feedback from the market, encourage and act on criticism from customers and frontline employees, and take action to address minor issues. These must be done before any problem gets bigger.</li></ol><ol start="5"><li><strong>The combination of building blocks determines the organization’s aptitude for execution</strong>. Organization DNA is made up of 4 building blocks. These are decision rights and norms, motivation and commitments, information and mindsets, and structure and networks. Complications may come in when companies decide to improve execution. At this point, building blocks must be considered and these must be considered as a whole and not individually.</li></ol><p>The other 5 core principles of Organizational DNA are essentially necessary. Even the company with the most desirable profile, the resilient organization, must continually stay at the top of the game. Hence, it is essential that organizations must adopt the most appropriate behavioral pattern and personality to be able to build high-performance organizations. <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a> must be able to integrate into the organization's <a href="https://flevy.com/browse/stream/transformation">Business Transformation</a> the 10 core principles of Organizational DNA.</p><p>Interested in gaining more understanding of these <a href="https://flevy.com/browse/flevypro/organizational-dna-10-core-principles-4201">principles of Organizational DNA?</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/organizational-dna-10-core-principles-4201">editable PowerPoint about <strong>Organizational DNA: 10 Core Principles</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Genealogy Websites Scare Me, But This is Goodhttps://globalriskcommunity.com/profiles/blogs/genealogy-websites-scare-me-but-this-is-good2018-11-25T11:53:18.000Z2018-11-25T11:53:18.000ZRobert Sicilianohttps://globalriskcommunity.com/members/RobertSiciliano<div><p>Investigators in Sacramento have arrested Joseph James DeAngelo for rape, but they only found him based on records from a genealogical website.</p><p><img src="https://activerain.com/image_store/uploads/agents/robertsiciliano/files/cyber-crime.jpg" alt="" width="300" height="300" align="right" /></p><p>The effort wasn’t easy, but this guy is now off the streets. The process started with taking a look at DNA that was collected from the crime scene, which happened many years ago. Investigators didn’t have a match. However, recently, they started comparing DNA with genetic profiles that have been collected from ancestry sties. These are companies that collect DNA from people to tell them more about their family backgrounds.</p><p>Though DeAngelo’s DNA was not found, investigators were able to match the DNA of his family members with the DNA found at the crime scene. Investigators looked closer and noticed that DeAngelo not only lived in the area where the rape occurred, but also was in the same age range as the suspect. The investigators began watching DeAngelo and picked up a piece of trash that he discarded. They tested it in the lab, and the DNA on it was a perfect match to the DNA at the crime scene.</p><p>Once investigators realized they had a match, they knew that they had to spring into action. They were able to quickly make an arrest. DeAngelo was booked into jail and charged with two murders. He is also expected to face an additional 12 homicide charges, which occurred from 1974 to 1986. Because the crimes occurred in several counties, it is likely that county prosecutors will come together as one prosecution team to put DeAngelo on trial. It is also likely that the trial would not be held in Sacramento because the majority of the crimes occurred in Southern California. There is also the question as to if the prosecution team will charge DeAngelo with rape, as the statute of limitations has expired. There is no statute of limitations for murder in the state of California.</p><p>Some prosecutors, however, are looking to the FBI to help put DeAngelo behind bars for the alleged rapes, too, including Jeff Reisig from Yolo Country, and the DA from Contra Costa County. They believe that DeAngelo is the so-called East Area Rapist, who has been connected to 12 murders, 51 rapes, and hundreds of burglaries.</p><p>There are certainly some issues with these DNA tests, but that can be for another time. For now, it’s pretty important to know that there is some good that can come out of it, especially if it means getting criminals off the street.</p><p><a style="color:#f30e0e;" href="https://safr.me/meet-robert/" target="_blank">Robert Siciliano</a> personal security and <a style="color:#f30e0e;" href="https://safr.me/blog/2018/03/16/identity-theft-advice/" target="_blank">identity theft expert</a> and speaker is the author of <a style="color:#f30e0e;" href="https://www.amazon.com/Identity-Theft-Privacy-Protection-Prevention-ebook/dp/B07FT67BMC/ref=sr_1_3?s=digital-text&ie=UTF8&qid=1535732363&sr=1-3&keywords=Robert+Siciliano&dpID=51hWnD29JtL&preST=_SY445_QL70_&dpSrc=srch" target="_blank">Identity Theft Privacy: Security Protection and Fraud Prevention: Your Guide to Protecting Yourself from Identity Theft and Computer Fraud</a>. See him knock’em dead in this <a style="color:#f30e0e;" href="https://youtu.be/2m3Ra6ROPeA" target="_blank">Security Awareness Training</a> video.</p></div>