“Ladies and gentlemen, welcome to this year’s ASIS International Seminar and Exhibits. I feel greatly honored to be here today for this great event, an event that seeks to improve the operational and management effectiveness of today’s corporate security directors. Therefore, your presence makes this event meaningful since you are all representatives of your great institutions worldwide. My name is ______________ and I will be speaking about the various security operational, and other challenges with which organizations are confronted in protecting assets and possible solutions.
We have to admit that the rate at which the world is advancing in all aspects of life, social, economic, and technological, is a significant challenge to businesses and the security directors. However, of such challenges, the operational issues of the biggest concern include budgetary issues, specifically, the maximizations of returns on invested funds, the promotion of employee awareness, and security staffing effectiveness. Corporate institutions around the world have to deal with the immense budgetary demands that arise from the need to keep their businesses secure because of the threats to their infrastructure and other resources, including the employees. For this reason, most institutions have been struggling to find financiers to their security projects (Walker, 2013). It means, therefore, that the greatest motivation to such investments has always been to reap maximally. However, the challenge remains concerning the manner in which corporate security directors should approach to issue of returns on investment. A possible solution to this problem would be for such corporate security directors to collaborate with global research institutions to realize the ways in which they would leverage their funds to deal with the challenges of security while still realizing the universal objective of all businesses, which is to remain profitable and sustainable.
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As mentioned, corporate security directors also face the challenge of promoting employee awareness of the risks they would be exposed to during their routine activities within the workplace. Particularly, most employees do not understand that they have a role to play in improving the security of corporate assets, and the issue is even more significant in the age of cybercrime (Walker, 2013). In such cases, it has always been the perception of the employees that the role of corporate security lies entirely in the mandate of the security directors. A possible solution to this issue would be for the security directors to work closely with the rest of corporate departments to ensure that the employees are constantly updated about the challenges of security.
While there are many other challenges, I would like to identify that of security staffing effectiveness as the last one in this speech. Staffing issues span all industries since the value of talent and proper skills has been on the rise over the last few decades (Walker, 2013). The problem is even more challenging to the security departments of all industries. In specificity, the security directors need to attract, nurture, and retain the best talents, which is not always an easy task considering how scarce such resources are in this competitive world. Since the issue of talent has a direct relationship with the professional training required for the security personnel, I would recommend that businesses link with the appropriate training institutions to ensure a steady flow of human resources to bridge such gaps.
For hundreds of years, the primary directive of the security personnel of all types was to secure the perimeter, which meant to ensure the protection of their enterprises from physical threats that would be coming. Presently, physical threats have grown more dangerous, but virtual and systemic threats have joined it in the challenge, which the past generations might not have perceived. With organizations now vulnerable to attacks arising from the other side of the world, the issue of securing the perimeter is, in all senses, boundless (Fischer, Halibozek, & Walters, 2012). This fact is true in many other ways. In fact, in many ways, physical security itself is losing the element of securing the perimeter since technologies have allowed premise-based operations of security to evolve to a model that is centrally based, which includes, for instance, a centralized administrative office, which monitors feeds from facilities located in different locations worldwide. The duties of the security director, therefore, entail working with multi-disciplinary teams to detect, mitigate, and prevent security risks from happening. In such roles, therefore, security directors administer and maintain policies that ensure physical security to all assets and properties owned by their institutions and supervise administration and operations of security staff and equipment of their organizations. They additionally keep correspondences with law enforcement units on issues concerning security, offers input concerning strategic decisions that deal with their functional areas of responsibility among related functions.
To deal with the task of securing their organizations, the security directors are required to have a range of skills. Such skills required by the security directors include dealing with complexities, scheduling, reporting, handling pressure, tracking budgetary expenses, coordination, staffing, informing others, information analysis, surveillance skills, and managerial proficiency. It should be noted that such skills are acquire through professional training for their jobs provided by the numerous institutions of such learning around the world.
The described roles of the security director reveal the need for them to collaborate with both internal and external units to ensure they remain effective in their operations. The fact that the security directors are not a part of the management implies that they should work under the relevant departments within their institutions to understand the security challenges that such companies face (Trautman, Triche, & Wetherbe, 2013). While such challenges could be universal, there is a need to acknowledge that some of them could be specific to given corporations. Therefore, teaming up with the management and the necessary departments is a fundamental connection in ensuring effectiveness in the operations of the security directors (Trautman, Triche, & Wetherbe, 2013). On an external framework, the role of the security director concerns communicating with the relevant departments of law enforcement on issues of security in the event of need. It is necessary that such a relationship be forged since it is useful in both defining the best standards in the operations of the security directors and in improving the security of institutions.
Conclusively, the transformations in the world have evolved the definition of security. The new framework of security encompasses the old paradigm of securing the perimeter and the new world of cyber security and central planning. Challenges arise from this new paradigm, and the operational issues of the biggest concern to security directors include budgetary issues, specifically, the maximizations of returns on invested funds, the promotion of employee awareness, and security staffing effectiveness. The roles of the security directors in the wake of such challenges, therefore, range from loss prevention to investigation to administrative and managerial functions. It implies that the security directors should have different skills, including dealing with complexities, scheduling, reporting, handling pressure, tracking budgetary expenses, coordination, staffing, informing others, information analysis, surveillance skills, and managerial proficiency. The responsibilities of the security directors also require that they forge partnerships with internal managerial departments that deal with security and external law enforcement units for an effective operation. Thank you all for listening to me, I invite you to ask any questions concerning the presentation and the related topic.”
References
Fischer, R., Halibozek, E. P., & Walters, D. (2012). Introduction to security . Butterworth-Heinemann.
Trautman, L. J., Triche, J., & Wetherbe, J. C. (2013). Corporate information technology governance under fire. Journal of Strategic and International Studies. 8 (3) 105-114.
Walker, D. (2013) Top Security Threats, and Management Issues Facing Corporate America: 2012 Survey of Fortune 1000 Companies. Parsippany, NJ: Securitas Security Services Inc . Retrieved January 14, 2018 from https://www.pinkerton.com/wp-content/uploads/2016/06/2012_Top_Security_Threats-1.pdf
