Security is a catch all term for a growing and diverse range of skills, services , products and affects.

The spectrum has grown from just physical to include onl ine, travel, financial, environmental, brand, personal, technical and much, much more. The problem is that unlike any other department or vocation, it is assume d/expected by the business leaders that all this is achievable by one person or they will be an expert in all such areas. Not possible. It doesnâ t stop many claimin g they are or trying to be but in the India context this revelation and awarenes s still has not come to light for the business leaders. Most do not become aware of this failing until a major disaster or worse. The historically strong bureaucracy and cultural class systems within India have served to further stifle competitive people, services and development of securi ty as a profession by virtue of an assumption of hierarchal entitlement. The old er, more senior, better caste must mean youâ re the best corporate security executive comparatively. Wrong! By extension, qualification is also based on how many peo ple you have commanded or how many you now has as guards. Since when has volume been indicative of quality or efficiency? More tragically, some then believe emp loying, obtaining or recommending more guards; at the detriment of the company m easures their career advancement. The widely practiced yet largely useless procedures in place within India can be experienced the very moment you arrive at a large companies offices/campus. Des pite the companyâ s business offering (hi tech, BPO, etc) their access control is thi rd-world, yet they seem proud of it. You may get a few photos taken and a printe d ID card but this is often noted in an old hand written journal that has never been read outside of the shift supervisor. The laptop or phone you bring in will be inspected for serial numbers but could be easily substituted for another adh esive label, no photography is permitted yet company proprietary information is abundant within the office space. It is estimated that an Indian employee of similar education and production capa city costs only 20% of that of a US employee. Part of the contributing rush to o utsource to India.

India is a popular location for outsourcing business functions. However, much of this trend has produced a â terminating outsourceâ culture within India companies. That is, they take on a multinationals back office because they can hire more people for less, results are comparative, overheads are cheaper, multimedia communicati ons is improving and it is not a core business/commercial function of the origin al multinational client. However, the outsourced Indian company then attempts to do everything in-house and never outsources or engages the very same principles that showcased their value and opportunity in the first instance. This company then does all its own accounting, online development, travel management, call ce ntre management, transport, accommodation and the list goes on. This trend will not last and has already made many India companies less competitive globally as a result. Security management and application is largely of a poor standard beca use of this model too.

There are some world-class security professional and companies within India. The y are however not multiplying at a required rate. Cheap is cheap, not effective nor necessary. The question business leaders need to ask themselves, what do I h ave? A cheap, ineffective, overly manned/resourced tick in the box that says I h ave â securityâ ? Or a value-orientated profit center that is integral to our growth stra egy and is as efficient as I can make it without compromising our service standa rds? Prove it!

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