<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Irena Mladenova</style></author><author><style face="normal" font="default" size="100%">Velizar Shalamanov</style></author><author><style face="normal" font="default" size="100%">Antoniya Shalamanova-Filipova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Governance Consulting Services and Tools: Transition Planning and Implementation  for Collaborative Networked Organisations  in the Cyber Domain</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">governance consulting</style></keyword><keyword><style  face="normal" font="default" size="100%">service design and provision</style></keyword><keyword><style  face="normal" font="default" size="100%">stakeholder management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year></dates><volume><style face="normal" font="default" size="100%">53</style></volume><pages><style face="normal" font="default" size="100%">131-146</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This study aimed to develop a methodology for governance model implementation and transition for a collaborative networked organisation in the cyber domain by establishing effective stakeholder management and customer satisfaction assessment program. The article summarises the findings, describing the identified services for governance consulting and presenting the developed proprietary tools in the phase of transition and stakeholder management. The relation between the theoretical model for governance model change management, required tools, and implementation as a service support the exploitation strategy of the ECHO Governance Consulting Services asset. It provides an example of designing the processes and business model for the functional service group for governance consulting and potential federation with other network assets. Special attention is paid to stakeholder management for the success of the service provision.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">131</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>47</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Velizar Shalamanov</style></author><author><style face="normal" font="default" size="100%">Silvia Matern</style></author><author><style face="normal" font="default" size="100%">Georgi Penchev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Digitalization and Cyber Resilience Model for the Bulgarian Academy of Sciences</style></title><secondary-title><style face="normal" font="default" size="100%">DIGILIENCE 2019</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">cyber resilience</style></keyword><keyword><style  face="normal" font="default" size="100%">digitalization</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">personnel management</style></keyword><keyword><style  face="normal" font="default" size="100%">portfolio management</style></keyword><keyword><style  face="normal" font="default" size="100%">service management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2-4 October</style></date></pub-dates></dates><pub-location><style face="normal" font="default" size="100%">Sofia, Bulgaria</style></pub-location><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;This paper presents a concept for digital transformation of the Bulgarian Academy of Sciences &amp;ndash; a national academic institution for both fundamental and applied research and education. It looks into four areas &amp;ndash; project management; services; funding; and people to develop, operate and protect ICT infrastructure and applications. It explores options for these four areas, suggests an approach to select the most suitable ones, and the way of their integration through effective system for governance and management in the specific environment.&lt;/p&gt;&lt;p&gt;This paper is included in the program of &lt;a href=&quot;https://digilience.org&quot;&gt;DIGILIENCE 2019&lt;/a&gt; and will be published in the post-conference volume.&lt;/p&gt;</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Smith, Paul Alan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategy Development and Implementation in a Complex Multi-National IT Organisation</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">Organisational Change</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">Strategic Objectives</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic plan</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year></dates><volume><style face="normal" font="default" size="100%">42</style></volume><pages><style face="normal" font="default" size="100%">13-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;A strategy helps position an organisation in an environment. Often plans are wrongly presumed to be strategies and complex strategies can include a reorganisation. Strategy Development in a multinational organisation that is operating in an international environment is not easy. The intrinsic complexity of developing a strategy in this environment cause unusual frictions, due to highly volatile factors such as the speed of change, slow political processes and often cumbersome acquisition processes. Doing so for the first time, as a concurrent merger of five other organisations takes place, is not simple. However when necessity requires it, one can undertake a full strategy development. Building a strong senior management team is a pre-requisite. The team can be enhanced through the strategy development process, strategy production and subsequent implementation, by locking in the senior management team to a common endeavour. If they can be brought together and work together collegiately, collectively they can deliver the strategic outcome required.&lt;/p&gt;</style></abstract><section><style face="normal" font="default" size="100%">13</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Velizar Shalamanov</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Institution Building for It Governance and Management</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">good practices</style></keyword><keyword><style  face="normal" font="default" size="100%">institution building</style></keyword><keyword><style  face="normal" font="default" size="100%">IT governance</style></keyword><keyword><style  face="normal" font="default" size="100%">IT management</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO</style></keyword><keyword><style  face="normal" font="default" size="100%">NCIA</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2017</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">38</style></volume><pages><style face="normal" font="default" size="100%">13-34</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Institution building and change management for IT organizations is challenging even for small cases. Success rates can be improved by careful collection of verified good practices. NATO experience provides examples of good practice. Learning from one of the largest efforts in NATO Reform, launched after the 2010 Lisbon Summit, i.e. the establishment of the NATO Communications and Information Agency (NCIA) is indispensable. The focus of this article is on the identification of the process and related good practices and, in some cases, recognizing mistakes to be escaped in the future. It presents an attempt to structure the experience as a methodology to support institution building and change management in similar service-based or technology-oriented organizations. The transition from five different organizations to one service-based and customer-funded agency is reviewed in the framework of the NATO Comprehensive C4ISR Approach, noted by Nations in November 2009, considered as an appropriate framework to present and understand the process of change.</style></abstract></record></records></xml>