At the New Year we find ourselves reflecting on who we are as an industry, what we’re doing and where we hope to be. Our ongoing research of security-related issues has shed light on some remarkable changes in the security industry in the last ten years, many of which are driven by technology advances and shifts in the business environment.
Since the 1980s, businesses have developed formal ways of gauging, monitoring and pursuing excellence in manufacturing and operations, including the disciplines of Six Sigma, Kaizen, Operations Excellence and Total Quality Management. Delivering excellence in products and services is a common-sense, accepted business objective. But what is “excellence” in security?
“Sport reflects both good and bad aspects of our broader society, whether economic or political issues are in play. The fan that buys a ticket may feel with or against the team, entitled or angry; often as a result of the broader societal environment,” explains Dr. Lou Marciani, Director of the National Center for Spectator Sports Safety and Security. The work at NCS4 primarily benefits its members, professional leagues and division one universities, individual teams and venues. Ultimately, NCS4 serves the fans by providing safety for the enjoyment of spectator events.
Risk appetite isn’t a term that comes up a lot in the security trade media. This is interesting, because understanding risk appetite is a crucial factor in developing acceptable security programs, communicating value, and aligning the function with the goals of the business — all of which are talked about in security circles all the time. So what is risk appetite?
Next month will mark the 100th anniversary of the sinking of the Titanic, and plans abound to memorialize or capitalize on the tragedy, including the re-release of the 1997 movie Titanic in 3D, the production of a commemorative coin, and – believe it or not – a series of Titanic memorial cruises. Some members of the security community recently chose to remember the event in a more constructive way.
In last month’s column, we argued that the next generation of security leaders will be challenged more than previous leaders to run their function as a business; they will be expected to align with the organization and build value through security. As they work toward these goals, they will also be faced with new risks, some of which have the potential to escalate at a stunning pace.
As we approach the tenth anniversary of 9/11, the pervasiveness of terrorism globally, including the United States, continues to threaten government, industry, and society worldwide. Often overlooked is the non-ideological fuel feeding this threat; namely, terror financing. Unlike terror incidents, the characteristics of terror financing are often silent or subdued. Purposefully, terror financiers do not try to attract attention to their activities.
Outside of the classrooms and general sessions, the ASIS 2011 exhibit floor will be abuzz with activity around some of the most innovative security products and services the industry has to offer. The challenge for many will be in navigating the more than 700 exhibits across 230,000+ square feet to find the best solutions.
Since the Security Executive Council launched six years ago, it and its research arm, the Security Leadership Research Institute (SLRI), have studied the shifting shape of the security profession and its drivers. Through in-depth, ongoing research, development of the Collective Knowledge™ process, and trend tracking, we have learned much about the changes that have affected security, as well as the personal and external factors that help determine leadership success.
IP video surveillance systems are now in 50 percent of large enterprises in the US as defined by systems with more than 32 cameras. And analog is far and away the king with more than 80 percent of the less than 16 camera installations.
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