{"id":39280,"date":"2021-01-25T17:00:39","date_gmt":"2021-01-25T17:00:39","guid":{"rendered":"https:\/\/www.microsoft.com\/security\/blog\/?p=92635"},"modified":"2021-01-25T17:00:39","modified_gmt":"2021-01-25T17:00:39","slug":"identity-governance-the-power-of-why-not","status":"publish","type":"post","link":"https:\/\/www.threatshub.org\/blog\/identity-governance-the-power-of-why-not\/","title":{"rendered":"Identity governance: The power of \u201cWhy not?\u201d"},"content":{"rendered":"

Innovation requires the courage to take risks and the leadership skills to show others that risks are worth taking. <\/span><\/i>That\u2019s<\/span><\/i> why I love working with people like Joe <\/span><\/i>Dadzie<\/span><\/i>, a partner group program manager in identity governance. Joe has a long history of championing disruptive technology breakthroughs and delivering for our customers. <\/span><\/i>He\u2019s<\/span><\/i> never shied away from pushing boundaries or breaking free from \u201cthe way we\u2019ve always done things\u201d to build better solutions. By his example, he inspires fearlessness in his team and in those he mentors. Joe\u2019s achievements remind all of us in identity that when we focus on the needs of our customers, everyone wins. I hope you enjoy his remarkable story.<\/span><\/i> <\/span><\/p>\n

The power of \u201cWhy not?\u201d <\/strong><\/h3>\n

\"A<\/p>\n

The first time Joe <\/span>Dadzie<\/span> traveled outside his native Ghana, in 1991, he flew to Boston on a one-way ticket. \u201cI had no freaking clue what the <\/span>U.S. was like,\u201d he laughs. Inspired by a U.S. State Department advisor whose husband was the first Ghanaian ever to attend Dartmouth, Joe was heading to the New Hampshire-based college to study engineering. \u201cI didn\u2019t know anything about computers,\u201d he admits. \u201cAnd I had <\/span>no<\/span><\/i> idea New Hampshire would be so cold!\u201d<\/span> <\/span><\/p>\n

Thirty years later, Joe works in a warmer climate, designing governance technologies in the identity division at Microsoft. \u201cOrganizations have security and compliance requirements,\u201d he explains. \u201cThey need to reduce the risk of data loss or leakage, and if they\u2019re in regulated industries, they have to pass audits. At the same time, they need to empower their employees to work effectively, with the fewest possible constraints. My team designs tools to help them.\u201d<\/span> <\/span><\/p>\n

Every project Joe\u2019s ever worked on started the same way\u2014with some customer challenge he became fixated on solving. \u201cI\u2019m never going to be a computer science dude,\u201d the twenty-five-year software industry veteran confesses. He finds \u201csuper hard problems\u201d infinitely more fascinating than technology. \u201cUtility is more interesting to me because when I look at the groundbreaking technologies I\u2019ve worked on over the years, they rose up, and now some of them are gone.\u201d <\/span> <\/span><\/p>\n

The successive extinctions of technology paradigms in favor of the \u201chottest new thing\u201d form the mile markers of Joe\u2019s career: from floppies to CDs, from the FAT file system to NTFS, from shrink-wrapped software to cloud-based services. He not only takes change in stride, <\/span>he<\/span> pushes it, leading more than one manager to question his sanity.<\/span> <\/span><\/p>\n

\u201cWhen we proposed Windows Update, the whole notion that you could install things over the Internet didn\u2019t exist,\u201d he recalls. People worried about the optics of taking control of people\u2019s machines for automatic updates. \u201cAre you guys <\/span>crazy<\/span><\/i>? Nobody wants that!\u201d he remembers his colleagues shrieking.<\/span> <\/span><\/p>\n

\u201cWhen we did that first Windows service pack, 250 megabytes over the internet, that was revolutionary,\u201d Joe asserts. \u201cWere we going to bring the internet down? We <\/span>didn\u2019t<\/span>. And now, Windows Update is baked in for securing users around the world. It just happens.\u201d Software updates that once started with tearing the plastic off the latest release and inserting a disk happen today<\/span> <\/span>whenever someone launches a program. Twenty years after Windows Update first started patching PCs, the whole world goes \u201ccrazy\u201d every day.<\/span> <\/span><\/p>\n

The \u201ctry it\u201d <\/span><\/b>spirit<\/span><\/b> <\/span><\/h3>\n

Joe is not, in fact, crazy. <\/span>He\u2019s<\/span> simply incurably optimistic, responding to each no-one-has-done-this-before challenge with an unassuming \u201cWhy not?\u201d <\/span> <\/span><\/p>\n

He\u2019s<\/span> greeted challenges this way since an early age. \u201cWhere I grew up, nobody applied to the top high schools,\u201d Joe says. \u201cI thought it was weird. Why does the teacher say that nobody from our elementary school should apply to this high school? Why not? I think I\u2019m smart enough.\u201d Joe did apply, and he ended up at a top high school in Ghana, where he became a top student\u2014one of the few who achieved a perfect score on the national Ordinary Level <\/span>General Certificate of Education<\/span> exam.<\/span> <\/span><\/p>\n

He credits his parents with instilling in him the \u201cyou should be able to try stuff\u201d spirit that got him where he is today. \u201cBoth of them actually left Ghana to study,\u201d Joe says. \u201cThey took this leap of going to England to try something new, did okay, and came back.\u201d Following their lead, Joe applied to colleges in the United States with support from local mentors.<\/span> <\/span>The U.S. State Department advisor reassured him that scholarships would cover the tuition he <\/span>couldn\u2019t<\/span> afford. An eye surgeon and Stanford University professor who worked with his mom, a nurse, covered his SAT test and college application fees. <\/span> <\/span><\/p>\n

\u201cI got into Dartmouth and told myself to take the leap of faith,\u201d Joe recalls. \u201c<\/span>Try <\/span><\/i>this. I may not know where it goes, but <\/span>what\u2019s<\/span> the worst that could happen? I would go back to Ghana.\u201d<\/span> <\/span><\/p>\n

Maximizing opportunity<\/span><\/b> <\/span><\/h3>\n

Before matriculating at Dartmouth, Joe had never used computers. He was stunned to learn that the engineering department required all students to buy one\u2014a Mac. \u201cI was like, what the heck is this thing?\u201d he jokes. While other students arrived already knowing how to code, Joe started with basic computer science classes, his sense of obligation fueling his work ethic.<\/span> <\/span><\/p>\n

\u201cI was conscious of not wasting the opportunity that I had,\u201d Joe says. He literally did the math, calculating how much a skipped class would cost in scholarship dollars\u2014a lot of money when converted to Ghanaian currency. \u201cLook,\u201d he reasons, \u201cif you\u2019ve got into someplace through the help of others, maximize it and focus on performance.\u201d<\/span> <\/span><\/p>\n

At first, Joe had no interest in the software industry. \u201cI did a project with a physics professor that ended up being a computer project,\u201d he says. That project, listed on Joe\u2019s resume, caught the eye of a recruiter who encouraged him to attend an info session about<\/span> Microsoft\u2019s summer internship program.<\/span> Intrigued by the prospect of visiting the American West Coast, he applied. \u201cHey, I may not get it because I\u2019m not a computer science guy, but why not try it out?\u201d he told himself. He flew to Redmond, did the interview, and got an offer.<\/span> <\/span><\/p>\n

His summer project\u2014figuring out how to make the software setup process easier for customers\u2014established the tone for the rest of his career. \u201cThat internship was fun,\u201d he reminisces. \u201cI got to learn new things, didn\u2019t have to dress up for work, and got to play soccer every lunchtime.\u201d By the end of the internship, Joe was sold on a career in software. He turned down <\/span>higher-paying<\/span> offers from consulting and Wall Street firms to return to Microsoft, casual attire, and lunchtime scrimmages. <\/span> <\/span><\/p>\n

Advocating for customers<\/span><\/b> <\/span><\/h3>\n

In 2000, after working on Windows Update for several months, Joe proposed a corporate version in a paper he submitted for Bill Gates\u2019 <\/span>ThinkWeek<\/span>. <\/span>\u201cEnterprise customers were telling us that they wanted a way to manage updates themselves. I got an email about <\/span>ThinkWeek<\/span> that said anybody can submit an idea. I said, \u2018Okay, <\/span>let\u2019s<\/span> submit something.\u2019 I didn\u2019t know if anyone would read it, but I wanted to respond to customer feedback, and the <\/span>ThinkWeek<\/span> paper seemed like an opportunity to do that.\u201d <\/span> <\/span><\/p>\n

Reviewers, including Gates, liked the idea of what became the Software Update Service (SUS). Within six months, <\/span>Joe<\/span> and his small team of \u201cone other program manager and two or three developers\u201d shipped a beta. Customers responded to SUS with a request that Microsoft extend it to help them manage updates to devices for remote employees and road warriors. Thus, <\/span>Intune<\/span><\/a> <\/span>was born. Joe proudly recalls the \u201cawesome customer feedback\u201d they received when Intune shipped. \u201cThey wanted to use it!\u201d he enthuses.<\/span> <\/span><\/p>\n

A decade later, Joe returned to Ghana for his sabbatical. \u201cIt was 2011. When I talked to people, I realized that I was way too Microsoft-insular.\u201d He noticed, for example, that much of the technology others now used had no Microsoft bits in them. When he returned to work, he struggled to reconcile what customers were telling him they wanted with the strategy his leaders wanted to follow. His father\u2019s death in February 2012 forced him to reassess his priorities, and after seventeen years at Microsoft, he left.<\/span> <\/span><\/p>\n

With no clear plans on what to do next, Joe spent the next two years on a soccer field, training with his pre-teen son, and \u201clearning the non-Microsoft stack\u201d by developing an app for managing soccer teams. For about a year, he also worked on the loyalty platform for a major retailer.<\/span> <\/span><\/p>\n

Then serendipity struck again.<\/span> <\/span><\/p>\n

A new mission<\/span><\/b> <\/span><\/h3>\n

A Facebook post from a Microsoft friend that said, \u201cWhen your CEO asks you to take on a new job, you can\u2019t say no,\u201d piqued Joe\u2019s curiosity. \u201cI had been hearing people say that Satya was changing the Microsoft culture,\u201d he says. \u201cSo, I reached out.\u201d After talking with several Microsoft managers about potential roles, he decided to take another leap of faith: rejoining the company.<\/span> <\/span><\/p>\n

Although he had an offer from one of his previous teams, Joe liked the identity division\u2019s customer-centric culture and the allure of the unfamiliar. He missed the thrill of seeing a new product area come to life. \u201cAll of my previous successes had come from listening to customers, and I liked the idea of taking an unknown thing, then pulling in disparate data to figure it out, plan, and just go solve it.\u201d <\/span> <\/span><\/p>\n

When Joe joined the identity effort, he inherited a single program manager and an on-premises governance tool, <\/span>Microsoft Identity Manager (MIM<\/span><\/a>). The first thing he did was to resurrect the process that had served him so well in the past: listen to customers, spot the trend, and propose big bold solutions to address it. <\/span> <\/span><\/p>\n

\u201cI knew nothing about identity, so I was like, okay, go on a listening tour,\u201d Joe muses. \u201cWhat issues did people have with this tool that I own? All the customers were saying, \u2018It requires a bunch of consultants. The UI is complicated,\u2019 et cetera.\u201d Microsoft partners told Joe they <\/span>didn\u2019t<\/span> use any of the governance capabilities in MIM because they were too complex and not fully integrated. \u201cBut even though people complained about MIM, almost every large company had deployed it in some critical area,\u201d Joe reveals. \u201cWe concluded that making governance tools easier to use and more integrated would probably solve their problems.\u201d<\/span> <\/span><\/p>\n

An integrated approach <\/span><\/b> <\/span><\/h3>\n

When Joe embarked on his new mission, the industry had been treating <\/span>identity governance<\/span> as separate from <\/span>access management<\/span>. Joe <\/span>doesn\u2019t<\/span> feel an obligation to preserve their dictionary definitions by insisting the two functions stay separate. \u201cIf you focus on the customer problem that governance is a means to help reduce access risk in an organization,\u201d he contends, \u201cthen all the things you need in access management and governance have to form a continuum. It cannot be two separate things.<\/span> <\/span><\/p>\n

\u201cThe customer is trying to solve a problem that these tools will come <\/span>together<\/span><\/i> to solve,\u201d he insists. \u201cIt\u2019s an end-to-end problem that\u2019s not just about compliance. We also have to enable productivity.\u201d This means simplifying the process of granting people access to resources when they need them and removing access when they <\/span>don\u2019t<\/span> while ensuring that IT managers have a complete history they can easily report to regulators. <\/span> <\/span><\/p>\n

\u201cI<\/span>n the governance space<\/span>,<\/span> we are trying to help organizations answer four basic questions<\/span>,\u201d Joe says. \u201c<\/span>Who has or should have access to resources<\/span>? W<\/span>hat <\/span>can<\/span> they do with the<\/span>ir<\/span> access? Should they continue to have that access? And how do you prove that?<\/span>\u201d<\/span> <\/span><\/p>\n

Customers, whether end-users or IT managers, <\/span>shouldn\u2019t<\/span> have to \u201cworry,\u201d Joe emphasizes. The system should provide answers automatically. \u201cIf there\u2019s a regulatory need to insist that people get approval before accessing a particular resource, then we\u2019ll provide those tools,\u201d he says. \u201cWe make it easy for employees to go to the resource, request access, and get that access quickly. Then we automatically remove access when the project ends.\u201d<\/span> <\/span><\/p>\n

Embracing serendipity<\/span><\/b> <\/span><\/h3>\n

Joe\u2019s Microsoft career has been a series of challenges, choices, and serendipitous opportunities to work on pioneering projects: CD boot, unattended install, common installers, patch updates, Microsoft Intune, and now identity governance. <\/span>He\u2019s<\/span> tackled them all with the same aplomb that got him into the high school his teachers had said wasn\u2019t meant for students like him. <\/span> <\/span><\/p>\n

\u201cIf you focus on the customer problem, most of the time you get it right,\u201d he offers. \u201cAnd if things get screwed up, you can fix it and move forward. So why panic and get all riled up?\u201d<\/span> <\/span><\/p>\n

Reflecting back<\/span> on his career path, he says, \u201cSometimes it\u2019s about not being afraid of serendipitous opportunities to go learn something new and experience the good things that come out of it.\u201d <\/span> <\/span><\/p>\n

He shares his own story to encourage others to take on new challenges. \u201cMy experiences may help other people do more than they think they\u2019re capable of,\u201d he says. Recalling his first flight out of Ghana, when he was a teenager heading to college in a strange land, he asks his mentees, \u201cWhat\u2019s the worst that could happen? You may fail and <\/span>have to<\/span> start over. Or maybe you will change the world. So\u2026Why not?\u201d<\/span> <\/span><\/p>\n

To learn more about Microsoft Identity solutions, visit our website<\/a><\/span>.<\/span>\u202f Bookmark the\u202f<\/span>Security blog<\/span><\/a>\u202fto keep up with our expert coverage on security matters. Also, follow us at @AzureAD<\/a> and\u202f<\/span>@MSFTSecurity<\/span><\/a>\u202ffor the latest news and updates on cybersecurity.<\/span> <\/span><\/p>\n

READ MORE HERE<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Innovation requires the courage to take risks and the leadership skills to show others that risks are worth taking.\u00a0That\u2019s\u00a0why I love working with people like Joe\u00a0Dadzie, a partner group program manager in identity governance. Joe has a long history of championing disruptive technology breakthroughs and delivering for our customers.\u00a0He\u2019s\u00a0never shied away from pushing boundaries or…
\nThe post Identity governance: The power of \u201cWhy not?\u201d appeared first on Microsoft Security. READ MORE HERE…<\/p>\n","protected":false},"author":2,"featured_media":39281,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"colormag_page_layout":"default_layout","footnotes":""},"categories":[276],"tags":[347,6696,9060],"class_list":["post-39280","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-microsoft-secure","tag-cybersecurity","tag-identity-and-access-management","tag-identity-and-access-management-series"],"yoast_head":"\nIdentity governance: The power of \u201cWhy not?\u201d 2026 | ThreatsHub Cybersecurity News<\/title>\n<meta name=\"description\" content=\"ThreatsHub Cybersecurity News | ThreatsHub.org | Cloud Security & Cyber Threats Analysis Hub. 100% Free OSINT Threat Intelligent and Cybersecurity News.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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