To be the best at anything requires a firm determination from the outset. And when that determination is accompanied by the belief that you have the potential to achieve your aim
To be the best at anything requires a firm determination from the outset. And when that determination is accompanied by the belief that you have the potential to achieve your aim, you create an atmosphere that ends up colouring everything you do. It’s what experts in the field of business strategy call strategic intent (1).
Essentially, hacking has a lot in common with the pleasure of learning, with the passion for achieving a deep knowledge and understanding of how things work, while enjoying the process. It also has something in common with the joy of sharing one’s knowledge in order to see whether what you’ve learned can be put to use in a different way. That’s the spirit that we apply to the word hacking at Ackcent.
In the cybersecurity sector, in which the threats and the risks are in a state of continual change, one must learn quickly, filtering out the noise and focussing on what is really important, which is a key strategic practice. When protecting critical digital data, generating and managing knowledge in an agile and orderly way is a key factor for success.
At Ackcent, everything we do revolves around that: the passion and experience we bring to bear on our projects, our way of managing talent, our curiosity and creativity, our ability to work as a team… And we do that to stay loyal to our company’s mission, which is to enhance our clients’ security through the provision of services based on the transfer of knowledge.
And since we like to set the bar high, we have taken on the commitment of becoming the world’s best company in the generation and management of knowledge, which we place at the disposal of our clients and of society as a whole.
To put it another way, we aim to become the world’s best at hacking. That’s the commitment that colours everything we do at Ackcent. That is our strategic intent.
(1) a term that appeared for the first time in 1989 in an article by Gary Hamel and C.K Prahalad, published in the Harvard Business Review, arguing that in order to achieve success, a company must reconcile its end to its means though its strategic intent.