My Artifacts Demonstrating Mastery of This Outcome

1. Outcome One, Artifact 1, key concept: Security Administration Business Strategies

The most effective and efficient way to demonstrate my breadth and depth of my understanding
of key security concepts and theories can be understood by reviewing my portfolio assignment
from MSA 505. My baseline security knowledge was fairly limited, if not non-existent, prior to
entering this program. Since entering this program I have learned much about business in the
security field.
My Reflection on meeting this outcome
A successful security manager has several tools at his disposal in order to create and manage a
successful asset protection program. A security manager cannot assume that because a certain
strategy worked in the past it is the only potential for success. There are literally dozens of
management styles and techniques that can be employed for any given companys asset
protection program. The adaptation by the security manager of a particular technique or style is
the hallmark of his success or failure. It is important to note that if one style is not working or is
not delivering a satisfactory result, then the security manager must be able to recognize this and
be able to adjust his techniques as necessary to ensure continuous success. One style will not
work for every situation. While one strategy may work for a plethora of situations, there will
always be one that will require a completely different approach and strategy.
There are six strategies that a security manager could utilize to achieve success in todays
competitive world. My MSA 505 portfolio demonstrates the knowledge I gained of the
strategies used when justification must be presented to executive management. Through this
course, I developed an understanding of the business process a company goes through and how
to apply these business concepts to the security field. The security professional must have the
ability to apply simple business concepts to their requirements the same as other department
heads within a company.
Introduction
A successful security manager has several tools at his disposal in order to create and manage a
successful asset protection program. A security manager cannot assume that because a certain
strategy worked in the past it is the only potential for success. There are literally dozens of
management styles and techniques that can be employed for any given companys asset
protection program. The adaptation by the security manager of a particular technique or style is
the hallmark of his success or failure. It is important to note that if one style is not working or is
not delivering a satisfactory result, then the security manager must be able to recognize this and
be able to adjust his techniques as necessary to ensure continuous success. One style will not
work for every situation. While one strategy may work for a plethora of situations, there will
always be one that will require a completely different approach and strategy.
This paper will discuss six strategies that a security manager could utilize in order to
achieve a level of success that is necessary in todays competitive corporate world. By using a
program that is cost centered, the manager will demonstrate the value added to the corporation.
By using these strategies, a manager can reveal the effectiveness of his program with facts. He
can also show that a portion of the costs of the program can be offset with simple revenue
generating techniques. The strategies will demonstrate to the executive leadership the
commitment to the company and that the department is a team player willing to do what it
takes to make the program succeed. The six strategies I have chosen to discuss are The
Baldridge Process, Revenue Generation, Utilization of Contact Security Personnel, SWOT and
Resource-Based View, Metrics-Based Approach, and Creating an Environment of Collaboration.


The Baldridge Process
The Baldridge Process will be the foundation of the asset protection program and help to
ensure its success within the organization. Through customer-driven quality, the security
department will identify strategies that will contribute to customer satisfaction. By utilizing
customer feedback forms, the department can stay on track and provide the customers needs,
resulting in a high level of customer satisfaction. The customer feedback forms will be
administered every six months and the results will be discussed at semi-annual meetings. This
feedback will be used to develop new programs to improve customer service.
The implementation of this process will require the assistance of a security council
consisting of department managers that operate at the same level as the security manager as well
as the general work force to ensure a balanced perspective. These meetings, coupled with the
results from the feedback surveys, will be compiled into an annual report to the executive
management to show the results of current initiatives and demonstrate what has been done to
address concerns identified from previous surveys and meetings.
Because the success of each department is driven from the top, management will need to
be involved in creating programs and introducing new systems designed to achieve excellence.
Measurable criteria will be established and will be tied to yearly bonuses. Job descriptions will
reflect an emphasis on providing the highest level of customer service.
In order to gain support and participation by all employees of the department, training
programs, career development programs, and attendance of professional conferences will be
implemented. An award system will be implemented to foster creative thinking for new
programs and incentives by the security staff. The security manager will ask members of the
security staff for their input and to make presentations, along with the senior members of the
executive staff, to ensure that they feel like a valued member of the team.
Focusing on service is another way a manager can enhance customer satisfaction. By
ensuring rapid response to emergencies within a specified time or answering incoming calls
within three rings, a manager can enhance customer satisfaction.
The department will demonstrate that there is a program in place to build quality in the
services and products offered by the department. During any new expansion or construction, the
department will work with facilities in order to ensure compliance with security regulations. By
implementing compliance during the construction phase, it will keep security costs to a minimum
because it is more cost effective to implement security from the onset rather than doing it after
the construction has started or is completed. This will also demonstrate to the senior
management that the department is being proactive.
The department will also interface with human resources to develop a drug testing
program and background investigations for all new hires and to also institute random drug testing
for current employees within the legal limits.
The security manager will establish long-range goals to strive to reflect a long-term
commitment to his customers. One aspect will be the integration of other departments, for
example, safety and risk management, with the security department to reflect the departments
commitment to its customers.
Presentation of supporting facts to the executive management about the success and
status of the departments current programs and initiative will be an important approach to
success. Progress reports submitted by the guard force will be analyzed and compiled into
factual presentations and reports to executive management. These reports will not only illustrate
the successes but also give timelines for implementation of approved programs.
Revenue Generation
In order to further demonstrate the value of added contributions of the asset protection
program to the company, the security manager will institute a program of revenue generation.
The revenue generation program will always be a cost centered program and never for profit,
demonstrating to senior management an effort to cut costs and be part of the team. This
program will be implemented as a point of service payment schedule. The normal training
required by the company to its employees will not cost those departments, however, if a
department requests a training program not normally provided by the security department, there
will be a monetary cost from the departments budget to cover the research and development as
well as the time for the presentation. This will create revenue generation for the security
department in order to help offset costs associated with the asset protection department.
The security department will also offer services and training to other organizations
outside the company. In the buildings in which they are co-located with other companies, they
will offer escort services for after hours and weekend employees. This can be done by either an
agreed upon yearly payment plan for unlimited assess or as a point of sale purchase for each
individual escort performed. They will also offer training services to other companies who may
not have an extensive security department on a payment-for-service contract. A breakdown of
all costs will be presented to companies that have an interest in the service prior to a contract
being signed.
While the main focus of a security team is the protection of the companys assets, the
company will also market their services to other companies in order to offset the costs associated
with the department. These revenues will be monitored and presented to the executive
management during the budget meetings in order to show the value added contributions and also
to show the commitment of the security department to the company.
The department will also negotiate emergency services with other companies, which are
co-located with in large office structures. The department will offer these services as well as
general security services to smaller companies who may not otherwise be in a position to have
their own security department respond to emergencies and protect their assets. If there is a
cooperative arrangement reached, the department will integrate video monitoring into its video
monitoring station. This will help offset the cost of the employees that are monitoring the
security video monitors.
The department will monitor and work in connection with alarm companies for intrusion
detection systems that are integrated into other companys asset protection plan. This
arrangement will allow the company to negotiate with an alarm company for a lower cost since
they will be gaining more clients within the same location. This lower cost will benefit other
companies as will as the security department. The company can receive reduced costs for its
monitoring services in exchange for bringing in more business for the alarm company. This will
be another cost reduction that the department can show the executive management and it will
also be another value added contribution from the security department.
The department can offer a drug-testing program to smaller companies for a fee. This
will reduce costs for the Human Resource Department as well. The department can demonstrate
a commitment to the company and a willingness to assist in cutting costs in other areas of the
company by being involved with the other departments.

Utilization of Contract Security Personnel
The security department will consist of proprietary guards supplemented by contract
guard personnel. Contract personnel are necessary in overseas locations where personnel who
speak the local language will be needed and who are also aware of the political nuances of
conducting business with the local government. Training will be required of all personnel of the
security department whether they are contract or proprietary. This will ensure a common level of
knowledge throughout the department and foster loyalty and perhaps reduce the turnover rate in
the department.
The manager will utilize the local personnel at overseas locations for building codes and
to determine reputable contractors within the community. Utilizing contractors will also assist in
determining possible candidates for future job positions. If the manager determines that a person
possesses a specialty that is needed on a full time basis, the contractors that the manager has
established a relationship with can offer potential candidates for the job. This will benefit the
organization several ways. Since the person has worked for the company for a period of time,
they will already know the rules and regulations of the company and they have already
demonstrated the willingness to comply. This person has also worked with other people in the
organization and has demonstrated that they can work with others without conflicts. This is
important in a small department with a small number of personnel assigned.
The manager will have a history of the training of all personnel within the department,
both proprietary and contract; therefore, the manager is fully aware of the persons qualifications
and training. This eliminates any questions that may arise concerning the persons
qualifications. By combining contract security with proprietary personnel, the department will
be diversified and balanced, enhancing and contributing to the success of the department.

SWOT Analysis and the Resource-Based View
In order to create a successful business strategy for a security department, the manager
first needs to identify any obstacles that may hinder the success of the asset protection program.
By utilizing the SWOT analysis in conjunction with the resource-based view, a manager can
analyze his organizations strengths, weaknesses, opportunities, and threats. This will allow the
manager to create a balance with the companys strengths and weaknesses in conjunction with
the companys internal and external opportunities.
The resource-based view (RBV) is a way to more effectively measure the worth of an
organizations core competencies. The resource-based view operates under the premise that the
company itself possesses its own set of resources, which makes it unique among similar
organizations. These resources and the ability to utilize them become the source of the
organizations competitive capabilities. The tangible assets include a knowledgeable staff, the
advocates, the technologies that are integrated in the physical environment, and the programs
that involve non-security personnel. The intangible assets include security practices and
procedures, company policies, etc. They also include the way the asset protection department
integrates assets, creates collaborations and executes processes to accomplish the desired result.
Strengths are areas within the asset protection program that have value. These include
the knowledge of the companys products and markets, culture, and the identification of formal
and informal key decision makers within the company. The strength of the company is also
related to the good reputation of the company, the security teams ability to be recognized by
other employees with the company, and the knowledge of our industry and technical expertise by
others.
Weaknesses are the areas within the program that are liabilities. These vulnerabilities
include overhead or excess capacity and staff turnovers. Other weaknesses include a lack of
management depth or professional skills, a bad reputation, and the inability to consistently
deliver value.
Opportunities are the circumstances that provide the organization with opportunities to
explore new directions. Opportunities include new deliverables and core competencies, an
expanded internal customer base, both functionally and geographically, the creation of new
partnerships internally and externally, and the redefining of the delivery system.
Threats to the program are those possible risks that could threaten the viability and future
success of the program. These include lower costs of services from external suppliers,
governmental or regulatory interferences, court decisions that create limitations, mergers or
acquisitions, and challenges to long standing operating procedures.
Once the analysis is conducted, the manager can develop a plan that will take ideas and
bring them to fruition as actual programs to be implemented. The identification of potential
obstacles to the success of the organization allows for the development of a plan, which will
utilize strengths and opportunities to their fullest potential, therefore minimizing the effects of
weaknesses and threats. The utilization and completion of this analysis technique is mandatory
before a realistic assessment of an operating environment can be achieved.





Metrics Based Approach
A successful assets protection program uses a metrics based approach that has a strong
foundation that rarely gives credibility to opinions or assumptions. The asset protection manager
must clearly identify criteria that is vital to success and will adhere to that criterion. He will
expect his subordinates to also adhere to them as well. While these criteria will be clearly stated,
they are open to change if it can be demonstrated that the criteria is flawed or has been
misapplied.
The metrics based approach demonstrates good business practices by showing that
careful and deliberate thought has been put into the analysis and that the approach is supported.
Metrics will also help identify how specific processes are working and whether or not
improvements can or need to be made. Once those changes are instituted, the metrics will assist
the manager identify the effectiveness of those changes and if the cost was value added for the
company. The measurable results from a metric will allow the manager to respond to critics with
concrete facts and not opinions with regard to the success or failure of the program.
The creation of a successful asset protection program will require three steps; delivering a
plan that is metric based, achieving buy-in from the decision makers, and rapidly deploying the
plan to include a process for ongoing quality assurance.
The action of creating the metric is the most important step because it attempts to
introduce objectivity into the process and reduce the amount of subjectivity that is prevalent in
corporations. The creation is the defining of how performance is going to be measured for any
given situation. This is accomplished because metrics are not bound by prejudice. Each metric
has a defined set of measurable parameters and define relationships and expectations of all
parties.
With this type of approach, the manager will be able to statistically demonstrate to the
executive management how successful the new and existing programs are in relation to the
initial, measurable guidelines presented to the executive management. Using this approach will
give credibility to the manager and his department and demonstrate the level of commitment by
doing what is in the best interest of the company.
The next step in the process is obtaining buy-in from the decision makers. This will
require the manager to meet with the decisions makers and explain the rationale that supports the
proposed program for a particular application or situation. Part of this buy-in requires the
creation of a realistic set of expectations and needs on the part of the employees and their bosses.
While the executive decisions makers ultimately hold the money allocation decision, the
employee buy-in is equally important, as the final product will affect them as well. An
organization can become vulnerable if the average employees do not support the goals of he
security department. It is important for all workers to understand what can and cannot be
delivered by the security department. All employees must be willing to accept ownership for
security requirements with regards to playing their part in the various asset protection programs
and initiatives. Lastly, rapidly deploying the plan and creation of a process for ongoing quality
assurance will help to ensure success. This must be accomplished with a deliberate and planned
execution, and also implemented properly. Rapidly deploying without a plan is just as dangerous
as complacency and not deploying at all. Once the program is approved for implementation, the
Security manager will initiate the steps that will be meticulously defined. After a clearly defined
number of steps have been completed, a process analysis will be conducted to see if adjustments
need to be made for future steps.

Creating an Environment of Collaboration
In reality, there are two types of management styles, the authoritarian and the
collaboration. While both are valid and functional, the authoritarian style has the tendency to
create an environment that employees feel like they are not valued members of the organization.
Most employees respond to an authoritarian type of leadership out of the sense of duty to the
organization and the relationship between them and the boss. But employees will turn away
from opportunities for increase responsibility and this type of leadership will also take away the
employees ambition and creativity. This management style is more appropriate for military
style organizations. Most U.S. companies have turned away from such a management approach
and have adopted an atmosphere of collaboration among its employees, with more positive
results.
By creating an environment of collaboration within the department, the manager instills a
sense of empowerment for his employees and actively involves them in the decision-making
process. One of the results of this collaboration is a strong sense of loyalty to the company.
While employees will complete tasks assigned to them by an authoritarian type leader,
they will complete the assignment with minimum efforts and standards delineated by the manger.
Thorough collaboration, the employee will take on a sense of ownership with the project that is
presented to him and put forth extra effort, knowing that at any time he can come to the manager
with questions or help along the way. By basing the department on collaboration, the manager
will encourage involvement by other members of team on any project.
The manager should ensure that credit is given where credit is due. This is accomplished
by informing the executive management of who is responsible for the product that is presented to
them. The manager will ensure that rewards are given to those employees who have gone above
and beyond the minimum standards and produced a product that is well researched and
completed to the best of their ability.
When employees work in an environment of collaboration, their work increases and they
have more positive interaction with other employees in other departments within the company.
This positive attitude will reflect and affect how other departments within the company view the
security department.
Conclusion
The careful selection and use of these strategies will demonstrate your business acumen
to the executive management. That in turn will demonstrate your level of professionalism to
management. It is important to speak the same language as the executives who are the key
decision makers. Speaking the same business language shows a high level of respect on the part
of the security department toward the executives.
These strategies will also show that security is not just about manning a guard post or
checking doors after hours. There is much more involvement than what is commonly perceived
by the general population. Utilize any combination of these strategies to demonstrate the high
level of professionalism that is present in todays corporate security structure. Security is just as
vital to an organization as any other department. The utilization of these business strategies will
demonstrate the willingness to show how todays business practices can be integrated into the
security field to demonstrate a high level of value added to a corporation. By utilizing these
strategies, you will be able to demonstrate that it takes just as much business sense to manage a
security department as any other department within a company.