Resilience is a hot topic. In fact, a 2002 Harvard Business Review article by Diane Coutu shows that it’s been a talking point for at least two decades. It’s said that the need for businesses to be resilient is key in a time of change and uncertainty, but what exactly does this mean?

Some will point to adaptability in the face of unforeseen change, while others understand it as an ability to cope with or recover from stress. Whichever way it’s defined, resilience will always result in a confrontation with things going awry. Coutu even touches on this in her article by pointing out that resilience is, in one sense, a ‘staunch acceptance of reality’.

It’s this understanding that takes on extra significance within security. While it’s true that all successful organisations will have one eye on the horizon to remain competitive, few will act immediately on their foresight. Security service is different. It has to assume that tomorrow’s risk is today’s problem if it’s to keep people and assets safe from harm.

With that in mind, what does it mean to be a resilient security company in today’s market?

Competitive resilience

If we’re to accept that security is evolving quickly, then the resilient company is one that fully embraces disruption. Readiness to work with the latest innovations gives companies their best shot of growth even as the market changes and new threats emerge. Manned guarding, for example, is facing a period of upheaval, as the corporate world begins to take the possibility of cyber threats spilling into physical spaces more seriously. This ‘smarter’ reality is not just forcing physical security businesses to reconsider how they deliver technology solutions for clients but is also changing the way manned guarding is performed.

Intelligence is no longer being collected by patrolling officers but is instead being acted upon as it’s received. Those that resist this shift in approach will soon find themselves redundant, particularly in a world that sees clients prioritising technology as the failsafe option.

In 2019, businesses need to develop a clear strategy as well as an openness to technology. This may seem ironic given that resilience can only be tested when a strategy is called into question, but the importance of a plan that targets growth cannot be overstated in an industry that contends with very thin margins. Rarely, if ever, will a plan unfold as intended but those with a clearer idea of who they are, where they are heading and how they’ll get there will fare better in leaner times. The course may change but the targets will not.

Cultural resilience

Despite technology’s lure, security will remain a people-centric industry. In 2018, the private security sector turned over £11.9 billion, with that figure expected to rise over the next year. If the industry is to continue prospering in this way it will need more people. Strong working cultures are the best way to achieve this. Countless studies show that good ‘organisational health’ not only helps to attract and retain talent but also creates brand ambassadors. These people, who have a vested interest in the success of their organisation, will one day assume the most senior industry positions and help to push forward what’s expected from a security partner. Strong working cultures are known to help develop a more diverse workforce which, as research has shown, promotes original thinking and, as a result, increased revenue. Diversity of thought, then, can be considered another aspect of what it means to be a resilient security company.

Developing a strong working culture will also improve business practices. With firmer stakeholder buy-in, organisations can begin to build better internal processes that result in higher standards. An engaged member of staff will be more likely to follow regulatory procedure over an employee who has little time for their employer, for example. The same applies for learning and development. New members of staff will receive a higher standard of mentoring from colleagues that have greater emotional investment in the business. These ‘trainees’ will then pass on a greater standard of knowledge, as they rise through the ranks of an organisation.

Culture may seem like a nebulous concept, but the evidence suggests it offers a significant competitive advantage. It would be foolish for leaders to overlook this in such socially and politically fraught times.

This list is not exhaustive. Resilience will always mean different things to different people. What this should demonstrate, however, is that resilient businesses are found in proactive leadership rather than simply a bullish attitude in the face of adversity.

Darren Read, Managing Director, Amulet

www.amulet.co.uk

See also our Risk Management archive category for further articles on resilience, in particular:

Increasing the resilience of society by Dr. Jonathan Newman, Department of Global Studies, Sussex University

The quality of resilience planning for crises

The post What is a ‘resilient’ security company? appeared first on City Security Magazine.

To take full advantage of today’s market, security service companies must develop a strategic understanding of security, underpinned by a data strategy.

The security sector is growing – nobody can argue that. With estimates pushing the $290 billion mark by 2025, it is difficult to argue that opportunities do not exist.

With frontline security guarding/services estimated at more than two-thirds of that figure, the question that security business owners should be reflecting on is: how do I position myself to take advantage of that market, that growth, in short, that opportunity?

Getting beyond the Hours per Week (HPW) focus

The reality is that today much of the market is being served by business focused on supplying guards to fill a schedule. There is an opportunity for businesses to get beyond HPW – hours per week. Security shifting in the direction whereby guards are deployed in advanced security markets and are performing more higher-value-added security measures. Not only having guards show up as a schedule requires, but also bringing with them measurable data.

Security service companies are not solely to blame for this restricted view of their potential. Clients contribute to the issue as well. Consider where “lowest technically acceptable bid” (LTAB) reign, often under the guidance of strict purchasing rules. It is very obvious that this encourages doing as little as possible as opposed to exploring potential. In markets where qualified staff are hard to source, this pressure is exponential when security officers are being viewed as a commodity, with price being the key factor distinguishing providers.

This becomes a problem that spirals out of control and spills over into other areas, such as not developing talent, retaining qualified officers.

A strategic understanding of security

Solutions can be found in getting clients to understand that there is a need to have a strategic understanding of security. Forward-thinking companies understand that security has to bring value to their organisation. For instance, Microsoft has its Global Security Strategy and Diplomacy Team focused on driving strategic change to advance security and resilience in a way that addresses challenges such as risk management, incident response, emergency communications and information sharing.

The transition from the bad of today to the potential of tomorrow happens when businesses truly grasp the understanding that they are offering a “peace of mind” service to their clients. In other words: if something happens we are there and we can respond, escalate and manage a situation.

Return on Data (ROD) with a data strategy

For an interesting down-the-road view of the future of security services, consider the idea of return on data (ROD). The data in question is the information that security teams can generate and act upon to provide for secure environments.

Security companies need to develop a data strategy if they wish to run intelligently. This is evidenced by the Microsoft Accenture survey which revealed that 83% of the top investments that security leaders are looking to make within the next 3-5 years are on big data and analytics.

What are the benefits they are looking to gain?

A recent survey by Brivo revealed that among the top-2 benefits are ways to improve policies and procedures at 62%, investigate suspicious behaviour at 37% and seeking compliance support at 27%. The challenge in this area remains companies using decentralised security platforms (which limit efficiency and scalability).

The benefits of digital transformation

Delivering more is the goal. The idea of using technology that drives an impact (not just tech for tech’s sake) is key. This entails using technology that solves everyday issues, i.e. that gets the right staff to a client’s site and runs operations smoothly while being fully equipped to drive value to the client organisation (and in turn drive your client retention numbers!).

Consider the pain-point of the lack of understanding of current solutions in the market. The aforementioned Microsoft Accenture report revealed that more than half of the respondents believe that there is both clear ROI and non-financial benefits to the digital transformation. Digitisation and automation can improve operational efficiency up to 30-50% (contingent on rollout and organisation size).

In a study that TrackTik did in 2016, it was concluded that 93% of end-user clients want their service providers to provide concrete statistics relating to completion of Service Level Agreements (SLAs). This will support retention and will also support differentiation and the professionalisation of your security services.

There is some low hanging fruit in the quest for digital transformation as a clear way to improve efficiencies.

Current security business models will probably become obsolete within the next couple of years. This means that adopting technology and varying service models is a matter of survival at this point, with 35% of C-level executives indicating that it is important and urgent in security.

We see industry leaders growing – whether that be by acquisition or by organic growth or a mixture of both. The certainty is that those poised for long-term success are doing so by embracing technology and the opportunities presented by digitisation. They are able to offer the peace of mind that their clients are asking for.

Mark Folmer, CPP, MSyl

Vice President Security Industry,

TrackTik

The post Strategy for Security Service Companies appeared first on City Security Magazine.

In recent years the heightened threat of terrorist attack has become the accepted norm. But is it possible for businesses to operate efficiently whilst ensuring the security of employees, customers and assets without taking a fortress-like approach to physical security? Whilst the safest and most proactive approach to mitigating risk is to be commended, it may not always be the best option for working practices, customer experience or the built environment.

Weighing up the threat – do I have a need?

It is important to understand the nature of threat first by analysing the benefits of a security solution and confirming if the cost is at least equal to the cost of the protected assets, while also considering the additional costs that might be incurred from an incident.

The loss of life is, without a doubt, the most pertinent concern, but the potential risks and costs can also range from loss of business during the investigation, replacement costs, loss of reputation, potential injury/stress, and overall downtime. We often find that once a client understands the cost associated with an incident, they have a better appreciation of the value of protection and cost becomes a secondary concern.

Tailoring a corporate security strategy – choose your provider wisely

The bad news is terrorist attacks are here to stay, so we must consider the introduction of countermeasures as anything but temporary, which can sometimes be seen as imposing on a company’s sleek reception. The good news is there are ways to mitigate risk without asking clients to travail several barbed wire fences; it simply requires a consultative approach to security and may even improve staff efficiency and customer experience. One can start by understanding employee practices and the desired customer experience, then draw upon the experience of a physical security provider to deliver on a specification that mitigates risk and blends harmoniously with an organisation. Look for a manufacturer who offers a broad range of physical security products, from blast resistant doors to ballistic walling and glazing, as well as asset protection and electronic threat detection. By drawing on this vast range, a specifier has a solution that suits a client’s risk profile and operations, rather than their manufacturer’s stock profile.

The provision of security against terrorist threat is often a grudge purchase and customers often request a specific product or technology, typically something obtrusive that creates a fortress-like perimeter that can often seem foreboding to staff and clients. However, the solution they receive is often very different if a consultative approach is taken and the specifier draws upon experience and a vast product range to deliver something that is harmonious with its environment and minimises disruption during ingress and egress.

Take a building foyer, for example

The common belief is that protection against terrorist activity requires additional layers of security, possibly obscuring what was once a light, open, free-flowing space for employees and visitors with blast resistant walling. But by taking the time to understand the client needs, we can implement a range of less obtrusive measures like access control, airlocks or ballistic resistant glazing that blends with its surroundings. Just as a manufacturer looks to colour match steelwork to a corporate identity, they should tailor a project to the client to minimise disruption to an organisation during installation.

Counter Terror measures come in all forms, for all environments, and often require bespoke elements to be designed and installed for seamless integration if they are to blend with their surroundings, possibly even enhancing a company’s identity. As a rule, no standard is fit for all applications. Many physical security (and electronic solutions) can exist and work successfully, but a successful strategy for one environment doesn’t necessarily translate exactly to another. So the key is to choose your solutions provider wisely – selecting a collaborative physical security provider ensures clients get the protection they need, not the fortress they think they want.

Anton Pieterse

Managing Director, Safetell

www.safetell.co.uk

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