The Business Of Security Has Shifted From Protecting .
The business ofsecurity has shiftedfrom protectingcompanies fromrisks, to being thenew source ofcompetitiveadvantage .The Business ofResilienceCorporate security for the21st centuryRachel BriggsCharlie Edwards
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The Business ofResilienceCorporate security forthe 21st centuryRachel BriggsCharlie Edwards
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ContentsAcknowledgements7About the authors9Notes on the research methodology11Executive summary121.Introduction192.The changing global security context263.Corporate governance: the new organising principlefor corporate security32Good relations: delivering corporate security throughcommunity partnership385.Offshoring: a new role for corporate security476.The art of managing up, down and across547.Managing up588.Managing down659.Managing across7110.Skills for corporate security7811.Conclusion964.Notes101
AcknowledgementsFirst, we would like to thank our partners, without whose supportthis research would not have been possible. They are BP, BritishAirways, Control Risks, E.On, G4S Global Risks Ltd, HSBC, KrollSecurity International, Prudential, QinetiQ and Shell.In particular, we would like to thank Karl Barclay, Alastair Barron,James Cheshire, Graham Clarke, Peter Enzer, William Fell, RichardFenning, Ken Heap, Nigel Jones, Ron Lindsay, Ian McCredie, ChrisSmith, John Smith and John Sullivan.Many thanks to those who agreed to be interviewed, attended orspoke at seminars, or met with us in India, South Africa and the USA.They are too many to name, but special thanks to Frances Allen,Sanjiv Bhalla, Professor Edward Borodzicz, Barnaby Briggs, DavidBurrill, David Crow, Les Dauth, Mike Davis, Philippa Foster Back,Peter French, Chris Gentle, Nikki Heath, Chris Holtom, Dan Hooton,Nimisha Iyer, Hamish Macdonald, John Maltby, Francois Marais,Nick Proctor, Don Randall, Sanjay Razdan, David Reece, Tim Reilly,Mark Sanna and Linda Sharpe.Finally, thanks to the whole Demos team which has offered all sortsof support along the way, but especially to Natasha Barrass, TomBentley, Paddy Dewhurst, Sam Hinton-Smith and Tracy Sartin.Rachel BriggsCharlie EdwardsJune 2006Demos7
About the authorsRachel Briggs is head of international strategy at Demos and runsDemos’s Global Security Programme. Her research focuses on thechanging domestic and global security environments and how theyimpact on personal, organisational and national security. It stressesthe importance of governments, the private sector and citizensworking together to tackle security threats and build resilient organisations and communities. Her current research projects are oncounter-terrorism, counter-radicalisation, corporate security, securitysector reform, security governance and development, and culturaldiplomacy.She is the author of several reports: The Kidnapping Business(2001), Keeping Your People Safe (2002), Travel Advice: Gettinginformation to those who need it (2002), The Unlikely CounterTerrorists (ed) (2002), Doing Business in a Dangerous World: Corporatepersonnel security in emerging markets (2003), Healthy Travel: Effectivecommunication to improve travel health outcomes (2003), 16 Days: Therole of the Olympic Truce in the toolkit for peace (2004) and JoiningForces: From national security to networked security (2005).Charlie Edwards is a researcher on the Global SecurityProgramme. His current work focuses on corporate security, the roleof the private sector and non-state actors in security sector reform,and human security issues. Charlie works directly with senior policeofficers through Centrex, the Central Police Training and DevelopDemos9
The Business of Resiliencement Authority, and has run training courses with the UKDepartment for International Development and the Organisation forEconomic Co-operation and Development (OECD).Previously Charlie worked for a political consultancy and in theUK Parliament where he focused on defence and security policy. Hebegan his career working at NATO. Charlie is a research associate atthe Centre for Defence Studies and has an MA in War Studies fromKing’s College London. He is the co-author of A Force for Change:Policing 2020 (Demos, 2006).10Demos
Notes on the researchmethodologyWe used a number of research methods during the course of thisproject. These included: a literature review and background researchthree research seminars in Londonfieldwork in India, South Africa and the USA, meetingwith heads of corporate security and their teams, peoplewith responsibility for security within business units,other business representatives, security companies,industry bodies and non-governmental organisations(NGOs)in-depth interviews in London with the heads of securityfrom ten major multinational companiesa survey of 50 security managers conducted on the phoneand over the internetinformal discussions and conversations.This report focuses on multinational companies. There arecommonalities between the security challenges facing largecompanies and small and medium-sized enterprises (SMEs), butthere are also many differences. Therefore, while some of our analysisand conclusions may be relevant for SMEs this has not been testedduring the course of our research. This is an area that requires muchmore attention, but is beyond the scope of this project.Demos11
Executive summaryDoing business is getting more and more complex. Globalisationhas changed the structure and pace of corporate life; the saturation oftraditional markets is taking companies to more risky places; the shifttowards a knowledge economy is eroding the importance of ‘place’ inthe business world; new business practices such as offshoringchallenge companies to manage at a distance; and new forms ofaccountability, such as corporate governance and corporate socialresponsibility, put added pressure on companies to match their wordswith deeds, wherever they are operating. One response has been theshift from functional to matrix structures, where companiesorganise themselves into teams with diverse skills and expertise tosolve specific business problems, power is devolved to the local level,and effective management relies on being able to work across theorganisation through trusted networks rather than the officialchannels.At the same time, security risks have become more complex, too.Many of the threats, such as terrorism, organised crime andinformation security, are asymmetric and networked, making themmore difficult to manage. There is also greater appreciation of theinterdependence between a company’s risk portfolio and the way itdoes business: certain types of behaviour can enhance or underminean organisation’s ‘licence to operate’, and in some cases this cangenerate risks that would not otherwise exist. As a result, security has12Demos
Executive summarya higher profile in the corporate world today than it did five years ago.Companies are looking for new ways to manage these risks and theportfolio of the security department has widened to include sharedresponsibility for things such as reputation, corporate governance andregulation, corporate social responsibility and information assurance.As the function comes of age, the corporate security communityhas been trying to understand how to align security with thebusiness, so that doing business and doing security go hand in hand.We have spent 12 months observing multinational companies andhave found a handful that appear to be doing this successfully. Thisreport sets out what we have learned about their strategies to allowothers to replicate their policies and practices.These companies understand that the challenge for corporatesecurity is no different from that for any other function – they mustkeep pace with their company’s changing business environmentand ensure that how they work, what they do and how they behavereflect these realities.They exhibit six important characteristics:12They understand that security is achieved through theeveryday actions of employees right across the company.It is not something that the corporate security departmentcan do to or for the company on its behalf and itsfunctional success is therefore dependent on its ability toconvince others to work differently. This places emphasison communication and requires security departments tovalue the views of non-security professionals just as muchas those of the experts.They recognise the limitations of command and controlapproaches to change management. Behaviour is alteredonly by convincing, persuading, influencing andexplaining why a new way of working is in each person’sinterest. This requires departments to work throughtrusted social networks, which places greater emphasis onpeople, management and social skills than securityDemos13
The Business of Resilience344514experience. The power of the corporate security functionis now directly proportionate to the quality of itsrelationships, not the depth of its content knowledge.They understand that their role is to help the company totake risks rather than eliminate them, and to havecontingencies in place to minimise damage when thingsgo wrong. Risk-taking is essential to successful businessand corporate security departments must not behave assecurity purists whose work detracts from, rather thancontributes towards, the company’s goals.They embrace and contribute towards their company’skey business concerns, and as a result are expanding thesecurity portfolio significantly. Corporate securitydepartments now have responsibilities in areas such ascorporate governance, information assurance, businesscontinuity, reputation management and crisismanagement, which is causing many to question therelevance of the term ‘security’ to describe what they do.The term resilience now more accurately reflects therange of their responsibilities.They draw a clear distinction between the strategic andoperational aspects of security management, and havecreated group corporate security departments to lead onstrategy, leaving operational work to be carried out bybusiness units. They all have a clear philosophy to guidetheir approach to security, which provides direction fornon-security professionals, makes it easier tocommunicate across the company, sell itself to the board,and be credible alongside other functions.Finally, and most important symbolically, the corporatesecurity departments that are leading the way haveabandoned old assumptions about where their powerand legitimacy come from. Their position does not reston that which makes them different – their contentknowledge – but on business acumen, people skills,Demos
Executive summarymanagement ability and communication expertise. Inother words, they have to compete on the same terms asevery other function in the company. This is leading manyorganisations to place greater emphasis on these skillsthan on a security background and some have peopleworking on security who don’t have any securityexperience at all.This report highlights a number of practices – some current, othersaspirational – which constitute a manifesto for twenty-first-centurycorporate security.Philosophy for securityCorporate security departments must: ‘let go’ – they cannot deliver security to the rest of theorganisation and must be committed to the idea ofcommitment-based security; they understand that theirauthority and legitimacy come from openness andtransparency rather than secrecy, and work hard to dispelthe ‘security myth’not practise the ‘dark art of security’ – they should notoverreact to ‘security moments’ or use them cynically asopportunities to fight for more resources or authority, norseek to play others’ lack of knowledge to their ownadvantagebe driven by business priorities – from new organisingprinciples, such as corporate governance, to new businesspractices, such as offshoringnot look for Rolls-Royce solutions – absolute security isnot possible anywhere, and is certainly not desirable in acorporate setting where the economic imperative is keyplace a premium on good relationships both within thecompany and between the company and its stakeholders;fortress security can lose a company friends as well asharm the bottom lineDemos15
The Business of Resilience understand the importance of communication – theymust work hard to sell their services, gain visibility acrossthe company, influence key decision-makers and challengemisperceptions, where necessary.Group security departmentDepartments must: expand their work far beyond the traditional securityportfolio to include issues such as business continuity,reputation, risk management and corporateresponsibility; this creates added pressure to manageacross, emphasising the importance of networks andchange management skillshave as short a reporting line to the board as possibleact as a key point of coordination for corporate security(in the widest sense) across the companyembrace changes to the internal and externalenvironmentsunderstand that there is still more work to be done inaligning security with the business through, for example,strategic plans, metrics that measure the work of thedepartment against the strategic priorities of the business,and more formal links with other parts of the business(for example appraisal processes).Head of securityHeads of security must: 16be effective leaders – they should be credible playersalongside peers at the top of their companies and havedemocratic and open styles of leadership within their ownteamsoccupy senior positions within their companieshave regular contact with their boards and seniorDemos
Executive summary management teams and invest significant time in raisingawareness of security among the board memberswork at a strategic rather than a tactical level; bepresentation-led rather than content-ledview their security experience as being far less importantthan their business, management and communicationsexperience.Security teamSecurity teams must: value diversity – gender, age, ethnicity, leadership stylesand core competenciesplace a premium on business skillsunderstand the importance of investing far more time andresources on the mechanisms for change – personneldevelopment, fast-track schemes for securityprofessionals, rotation and developing qualifications.Organisational structureCorporate security departments must be committed to business integration, and will achieve this through a number of means, such as: sitting on key committees and working groups that linkthem into other areas of the business or give theminfluence at a senior levelbeing committed to alignment with the projectmanagement and coordination processdeveloping a variety of reporting structures, with anunderstanding of the importance of ‘structural layering’delegating as much responsibility as possible for securityfrom group level to the business unitvaluing the regional layer, but acknowledging that it isdifficult to get right; developing innovative responses,such as ‘cluster security’ modelsDemos17
The Business of Resilience having small central budgets, with the bulk of budgetsdecentralised to the business units.Achieving alignment between security and the business requires thefunction not only to widen its remit to cover more risks, butfundamentally to change the way it works and relates to the rest of thebusiness. Those companies that manage this transition successfullywill not just be better equipped to deal with the threats fromterrorism, organised crime or employee theft. The types of changeswe advocate will create significant resilience or adaptive capacity rightat the heart of the business. In an increasingly complex and fastmoving world the successful companies will be those who canmanage change effectively on an ongoing basis. Aligning security withthe business, therefore, does not merely make companies safer – it isone of the most important sources of competitive advantage in thetwenty-first century.18Demos
1. IntroductionUncertainty and doubt push the boundaries of management aswe know it. The raison d’être for organizations and their leadershas long been to increase control and predictability. Dealingwith uncertainty involves growing comfortable with ambiguityand trying to build robustness into choices. Indeed, the flightfrom uncertainty and ambiguity is so motivated, and the desireto reduce what is fundamentally unknowable to probab
the business world; new business practices such as offshoring challenge companies to manage at a distance; and new forms of accountability, such as corporate governance and corporate social responsibility, put added pressure on companies to match their words with deeds, wherever they are operating. One response has been the shift from functional to matrix structures, where companies organise .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
Silat is a combative art of self-defense and survival rooted from Matay archipelago. It was traced at thé early of Langkasuka Kingdom (2nd century CE) till thé reign of Melaka (Malaysia) Sultanate era (13th century). Silat has now evolved to become part of social culture and tradition with thé appearance of a fine physical and spiritual .
On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Glossary of Social Security Terms (Vietnamese) Term. Thuật ngữ. Giải thích. Application for a Social Security Card. Đơn xin cấp Thẻ Social Security. Mẫu đơn quý vị cần điền để xin số Social Security hoặc thẻ thay thế. Baptismal Certificate. Giấy chứng nhận rửa tội
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
