Security versus IT
IT advances have benefited and influenced physical security. Senior managers must pay attention to these developments and find what works for security. “In terms of the security industry becoming like the computer industry, there is certainly more emphasis on software as well as hardware technologies and the importance of ‘interoperability' and the conflicts between proprietary ‘closed' technologies and ‘open' common protocols and standards,” Wiesenfeld said. “However, the lock industry has proved highly resilient and adaptable over many decades, even centuries, and will evolve and adapt to integrate advances in both software and hardware.”
The rise of mobile devices is changing how security is deployed. “The security business is going to be part of the IT market,” Park said. “These days, people look at video images by iPhone or Android phones. There will be cellphone replacement of RF cards. Many devices will be integrated into one device.”
In general, IT is much more fast-paced than security, but also has a higher failure rate. “In certain contexts, that's just fine, but not in the security industry,” Broomhead said. “It's not really experimental.”
While IT may be ahead of security, it has less to do with needs or capability, and more the business model for delivering security. “The industry does a lot of work through the bidding process,” Broomhead said. “If you talk to people writing the spec, it may take three months to put that out on the street. Then six months later, someone buys that equipment. It's not immediate.”
In a risk-averse industry, users are cautious about the latest fads. Vendors must show that a new product will integrate well with existing solutions, lowering risk. “A term in IT is called ‘disruptive' technology, when something really changes the game and is more efficient,” Broomhead said. “‘Disruptive' is not a word you want to use around security. It's about keeping everything steady and calm, as users do not want disruptive.”
Security suppliers cannot risk reliability by rushing an unproven technology to the market. “I don't think that the security industry lags a step behind the IT sector,” van Iperen said. “It may look like it though, as reliability plays such a vital role in our business. Newly developed IT systems which might get used for new security technologies have to be tested to the bone before they get implemented.”
Delivering Security
Security is not wholly like the IT sector, although it takes cues from it. It has shifted from being “nice to have” to “must have” in more applications. “People care about security systems as mandatory,” Park said. “Before, only certain people or organizations were serious about security. Now even small businesses like to have security systems.”
As security becomes more critical, reliability and usability are priorities. “When you're talking about security systems, they are supposed to run in a catastrophe,” Broomhead said. “You don't necessarily want the most bleeding-edge technology. It can't be overly complicated or else it leads to errors in installation or implementation.”
Quality solutions that are innovative and serve customer needs will ensure company success. “ These curity industry is special in many regards: safety and security of personal assets and important infrastructures are of interest to everyone,” van Iperen said. “Yet the security industry doesn't seek the attention of many. In our business, it is much more important to satisfy customer needs with efficient and reliable operations, than to impress everyone with a colorful appearance.”
Best Practices
Working toward the goal of security affects everything from product development to customer service. At Idteck, half of all employees are in R&D, which is made up of hardware, software and algorithm teams. “All profits are reinvested in R&D,” Park said. “New developments are based on market trends.”
Customer satisfaction drives Intransa's business, which differs from voice of the customer programs conducted by sales. “It uses a similar approach found in Six Sigma for continuous improvement, monitoring and closedloop analysis,” Broomhead said. “But it goes all the way through, from quality control of software and systems out to delivery.”
Customer needs are part of Bosch's go-to market strategy. “At Bosch Security Systems we strive to cater to the individual needs of each customer, no matter how big or small his business is,” van Iperen said. It recently launched a new business group called Engineered Software and Solutions, which offers tailored project management for complex security projects such as airports, train stations, hotels, convention centers and so on. The Bosch group provides comprehensive support in planning, tender preparation and project implementation.
For smaller customers, Bosch has also developed a line of “easy to understand, use and maintain” products. “We are expanding our portfolio in the lower price segment for customers who aren't looking for holistic security systems,” van Iperen said. “Quality and reliability remains always the same.”
With product development dependent on customer needs, management must also take steps to ensure production is efficient. Assa Abloy has transferred standardized productionto low-cost countries, while remaining operations in developed countries are improved through lean management methods, Wiesenfeld said. “The group has also invested in developing common product ‘platforms,' with fewer components and common product development.”