Systems integration is no longer just about bringing together different kinds of devices and deploying them at a site. It’s more about understanding, adapting and fulfilling the demands of clients across sectors by providing solutions to their security problems, while keeping abreast of technological developments.
The security industry is constantly evolving. Manufacturers are constantly researching and developing new devices, dealers are trying their best to reach customers with best possible margins and end users are increasingly becoming conscious of security concerns and necessary precautions.
Systems integration, then, is no longer just about bringing together different kinds of devices and deploying them at a site. It’s more about understanding, adapting and fulfilling the demands of clients across sectors by providing solutions to their security problems, while keeping abreast of technological developments.
What does it takes to be a security systems integrator?
The first step is to understand what it takes to get into the industry. This in itself is complex as SIs work across sectors, making their requirements specific to the nature of the vertical. Industry players differ on the best training approach, but a key point is that an SI should be able to fill the gap between the manufacturer and the end user.
According to Derek Chew, Director of Sales & Marketing at Singapore-based Soverus Technology, an ideal SI should be capable of switching between roles while being creative enough to think around problems and challenges.
“Good SIs should have flexible skills to tackle anything from leading a large-scale integration effort for a new process, retrofitting obsolete control systems, or developing an innovative automated approach to an old problem,” Chew said. “While one client may be looking for a turn-key solution, another may need help in a specific technical area.”
M Kumaraguru, MD of Malaysia-based SI Maha Asia takes this point further, stressing that SIs are not just integrating different devices but different fields of technology.
“For example, sometimes we do systems integration of a video surveillance system with a door access control,” said Kumaraguru. “We have to integrate two different sectors and provide a smooth, functioning system to the customers. For this, they need to have the right knowledge of the devices, software development and programming skills, understand the cycle and liability of the products, user interface requirements and so on.”
Change is inevitable, and market pressures hasten it
But the challenge is not just to enter the industry, but to keep up with the fast-changing requirements of the market. Physical security industry is becoming increasingly competitive as economic concerns and technological developments keep the market under pressure. Surviving in such tough conditions requires skills to think outside the box.
“SIs must understand that it is no longer ‘good enough’ to just get a project completed,” Chew explained. “Projects must now be completed with minimum resources and maximum accuracy. SIs have to work diligently with their clients to be an extension of their team in order to better understand their client goals, to develop a clear vision on how to seamlessly integrate technology solutions that help to meet those requirements and ensure that the solution implemented addresses end user concerns.”
This becomes tough when manufacturers are competing with each other to use new technology and end users are concerned about making the most of their investment. According to Kumaraguru, it’s inevitable that SIs keep themselves updated with the latest technology, but it’s more important that they know which technology is worth adopting and which is not. This requires SIs to be capable of conducting sufficient research to evaluate the technology and understand its worth.
How effective are manufacturers’ training for systems integrators?
Manufacturers are often the main source of training for SIs, familiarizing them with the products and their usage. Chew sees this form of coaching as of two kinds, technical and situational:
- Technical training seeks to impart product knowledge, technology concepts, procedures and principles using common training methods.
- Situational training exposes participants to various problems and scenarios, and asks them to assume a role within a group to handle different situations. A facilitator creates a scenario to be acted out by the participants under his or her supervision. Participants will receive immediate feedback from the facilitator and the scenario itself.
While such programs do go a long way in equipping them with the requisite skills and knowledge, not everyone considers them sufficient to prepare SIs for today’s challenging market requirements.
“Some of them [manufacturers] have developed good training modules,” said Suresh Menon, Managing Director of Schweitzer Systemtek India. “However most of the training is centered around product but not on field issues and implementation of these products.”
He added that manufacturers’ training is often not regular, indicating that there is lack of opportunity for continuous learning. To make things complicated, manufacturers often insist SIs to depend on long-distance telephone calls for technical support, which are inconvenient, causing project delay.
According to Chew, manufacturers understand the critical need for proper training programs and are constantly trying to develop innovative instruction methods, but less emphasis is given to certain business skills that are required to improve their trade.
“Most companies prefer to place more weight on the quantitative training approaches,” Chew said. “However, qualitative approach such as work habits, attitudes, development, adaptability and initiative of individuals are mostly neglected.”
Other complaints about such programs include lack of hands-on learning opportunities.
Daniel Ananthan, Head of Enterprise Business at VS Information Systems in Colombo said that at times the manufacturers' training is limited to a PowerPoint presentation. He, however, does not blame planning and implementation of the programs, but considers the deficiencies an inevitable strain caused by the fast-evolving technology.
“Today the technology keeps changing and it’s difficult for the manufactures to keep up with it, in terms of providing training,” Ananthan said. Also, programs are often conducted by individuals specialized in training, not in the technology or the devices. Hence if an SI, during training asks for clarifications, trainers are forced to consult with the product managers and get back, delaying the whole process.
Employing multiple training methods for holistic coaching
The need for training is undisputed, but its ideal implementation may not be simple. In fact, considering the fragmented nature of systems integration industry, it may be impractical to depend on a single mode of training. SIs work in different verticals which are not always related, and although most verticals might appear to have similar general requirements, each has specific needs that the SI should be aware of.
A combination of manufacturers' training and customized in-house coaching might work out as the best solution in terms of a training model. This could ensure that adequate technological input as well as vertical-specific knowledge is imparted.
But what’s more important is that the training curriculum should be proactive in tackling the fast-changing industry requirements. Eventually the success of a training program might depend on how future-proof it is.