As a physical security professional, you need to keep up with digital transformation to give your business an edge in winning contracts. That’s why we’re sharing our People, Process, Technology business framework, so you can uncover the best practices that create synergy within your company and help you become a leader in your field.
By balancing these three pillars harmoniously, you’ll be on the right track to organisational transformation and management. This means less time with the minutiae of day-to-day administrative work, and more time on being efficient and effective.
As the pillars are interdependent, failure to address the needs of one will compromise the structure as a whole. Thus, this framework can help you decide if you should purchase or implement new technologies. For example, if the technology does not integrate well with your processes, and your people find difficulty in using it, your company will not create value from its original investment in technology. Worse, it may diminish the competitiveness of your business and cause you to lose contracts.
This article aims to help you improve your physical security company by reflecting upon the three pillars, showing you steps you can take to address the needs of your company.
Physical security cannot exist without its people, including your guards, managers, executives and other staff. The bulk of day-to-day operations fall into the hands of the employees who have to be active on the ground and those who manage them.
Therefore, you need to ensure that your people are equipped with the tools to do their work effectively. For instance, you can empower your security guards to do more than their daily rounds by making it easier and more efficient for them to fulfil mundane and repetitive tasks. In doing so, you give them more opportunities to explore adding value to the company.
To facilitate this, you can leverage technology to streamline communication channels, allowing security guards to make incident reports efficiently during their rounds.
Most physical security companies still opt for pen and paper or wand-based methods, as these traditional processes have served them adequately thus far. However, these companies are missing out on innovative and profitable opportunities enabled by technology.
Physical security entails a large amount of documentation and other repetitive work, and the efficiency at which these tasks are carried out depends on each guard’s individual skills and inclinations. By automating these menial processes, you can vastly improve on consistency and reliability. Additionally, more consistent processes help to reinforce standard operating procedures during turnovers, as technology enforces protocol to newcomers. By streamlining turnovers with a standardised process, new hires can acclimate faster.
Do note that some guards might struggle with learning how to use new technology, and be prepared to provide them with adequate training opportunities. After all, cultivating a more tech-savvy workforce that is ready to embrace current technologies will serve your company well in the long run.
The security industry needs to keep up with digital and technological transformation in order to adapt to emerging threats. Technology also offers great potential to improve your personnel’s quality of life, which will in turn enhance their performance.
Understandably, there are various factors to consider before adopting new technology such as cost, reliance on legacy systems and capabilities of personnel. To help make a decision, ask yourself if this technology can help improve processes without complexity, and ensure that your people are well equipped to utilise the software efficiently.
Even with the most powerful automation, you need to focus on your people – security guards still need to perform tasks like making their rounds, documenting visitor information, and staying in their posts. Thus, bridging the gap where people and technology interact is key to deriving the most value for your business. You can invest in training to help your people be more receptive to the value of new technologies, so as to facilitate a culture that has people, process, and technology in harmony.
With on-the-ground insight into what security professionals need to do their jobs better, we designed Security Risk Manager (SRM) – a robust, yet intuitive security guard management software that:
Leslie Tan has held numerous senior positions within product, sales, business development, marketing, and operational teams, spanning a range of industries and in various locations across Asia Pacific.
He has an in-depth understanding of all the strategic and operations functions of a business, including how to develop a group of individuals into a highly productive, unified team.
Before joining Software Risk, Leslie worked for leading global technology and consumer brands and also owned and operated several other businesses.
As COO of Software Risk, Leslie has a broad set of responsibilities—from partnering with the CEO and management team to develop and execute strategic business initiatives, overseeing the day-to-day operations of the business, ensuring compliance with corporate governance, policies and processes, as well as taking a hands-on role in driving all aspects of products/services go-to-market and their performance.
A born and bred Singaporean, with a global mindset, Leslie is a firm believer of the importance of establishing a first-hand understanding of a client’s business to understand their key concerns and objectives and then provide them with a solution to those needs.
With both an undergraduate degree and doctorate in computer science, followed by 10 years of experience as a software engineer and solutions architect, Dennis brings a unique combination of research, teaching, and software engineering expertise to the Software Risk team.
He has worked on both large and small-scale projects and products, as well as consulting to the Australian Department of Defence on intelligence analysis.
Dennis’ passion for technology and solving problems, combined with his qualifications and professional experience, enable him to quickly identify how technology can solve a problem, rather than always relying on people.
He works with his team to develop smart tools that do not rely on language or technical know-how, ensuring accessibility and ease of use.
Dennis and his team of Software Risk software engineers are skilled at assessing client requirements, researching suitable technologies, designing solutions, and developing products.
With a focus on quality, security, and privacy, Dennis’ technology team ensures rigorous testing and evaluation of the features and design before delivering them to market. This commitment provides clients with the certainty that they are investing in a robust and fit-for-purpose product.
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Software Risk’s Founder, Ian Stewart has a wealth of experience in international executive, strategic, and operational roles across commercial and government sectors. In particular, Ian has spent:
Consequently, he brings significant industry experience and unique expertise to his role as Software Risk’s Founder. Ian has an innate understanding of his clients’ commercial business drivers as well as the logistics and specific demands involved in providing security operations.
It is this experience and understanding that drives his vision of using technology to keep people safe for Security Risk Manager (SRM); providing security companies and in-house security teams with an innovative, effective, and cost-efficient solution to the management of their operational needs.