INNOSEC Implementation Roadmap

Transcription

1 INNOvation Management Models for SECurity Organizations INNOSEC Implementation Roadmap Dr. E. Anders Eriksson, FOI, Sweden

2 Work done so far and under way WP1: Current practices of innovation management in the security sector WP3: Creation of a first version of the InnoSec model WP2: Current practices of innovation management in in nonsecurity sectors and state-of-the-art WP4: Testing and updating of the model WP5: Implementation roadmap

3 Recall the Innovation Model!

4 Implementation roadmap Assessment of security organisation with regard to relevance of Innovation Model modules Selection and configuration of modules for organisation specific implementation plan Guidelines for implementation plan Module (element) specific analyses of implementation instruments Why? What? How?

5 Workshop methodology: World Café light Short intro Question(s) for discussion Discuss in small group Report back

6 Workshop focus: Security Organisation characteristics Degree of procedural freedom Security focus Independent Security Organisation vs. security unit in organisation with other focus Business focus Profit v. cost Professional openness Educational level of operational employees Organisational focus Organisational diversity

7 Degree of procedural freedom This characteristic describes whether or not security organisations are at liberty to choose the procedures they follow in their activities. It has the following states: 1. Complete/almost complete external restrictions (e.g., aviation security) 2. Dominant external restrictions (e.g., nuclear industry) 3. Partial external restrictions (e.g., policing, department store, emergency medicine) So where s your Security 4. Almost complete freedom Organisation!? If different situations in different parts of the organisation: don t use 3 if one part is 1/2 and one 4 divide instead!

8 When restrictions to procedural freedom are significant : a strategic choice Include innovation also in procedurally restricted parts of the operations in the normal innovation strategy as part of the Innovation Model. This means that the regulators, customers, customers regulators etc. that determine the restrictions become an important part of the Innovation Model. See the procedural restrictions as exempt from normal innovation. Also a completely procedurally restricted security organisation can still innovate in areas like Human Resource management, administrative procedures etc.

9 Discussion 1: procedural freedom What modules of the Innovation Model are most affected by this characteristic? Why? Are there Security Organisations with almost complete freedom? Is there a strategic choice as suggested? 15 minutes discussion; brief reporting back!

10 Recall the Innovation Model!

11 Organisational focus: Security This characteristic surfaces the fact that security activities vary in importance for the organisation. Of course some organisations are totally dedicated to security, and among those that are not, the strategic importance of security may vary a lot. 1. Security specific (police, security company) 2. Security vital (airport, nuclear power plant, coast guard) 3. Security peripheral (department store)

12 Organisation focus: Business (profit v. cost) This characteristic surfaces whether the security organisation is a profit or cost centre, and in the latter case whether it is in wider for-profit context or not. 1. Profit (security company) 2. Cost centre in a for profit organisation (department store, nuclear power plant) 3. Non for profit (police)

13 Organisational focus These characteristics affect how security innovations have to be motivated A peripheral security unit will have very limited resources for security innovation May need scaled down version of innovation model Security specific Security vital Security peripheral For profit Cost centre in for pr. Not for profit Not all combinations possible?

14 Discussion 2: organisational focus What modules of the Innovation Model are most affected by security and business focus? Why? Other thoughts? 10 minutes discussion; brief reporting back!

15 Recall the Innovation Model!

16 Organisational diversity: Professional openness This characteristic describes if the core security personnel are a unitary corps or a more mixed group, with involvement of volunteers seen as the extreme case of mixed-ness. It has the following states: 1. Volunteers for real security tasks (Austrian red cross) 2. Professionally mixed organization (French police) 3. Closed professional organization (Swedish police, rescue service, security company)

17 Organisational diversity: Educational level of operational employees This characteristic like the previous one indicates whether security organisations are homogeneous or diverse. 1. High (IT security) 2. Mixed (police) 3. Low (guard company)

18 Organisational diversity If a security organisation is mixed (profession, education level) there may be a need to address the different groups separately in an innovation process to avoid one group becoming dominant. If an organisation is homogeneous, involvement of external groups may be particularly important to avoid overly narrow perspectives.

19 Discussion 3: organisational diversity What modules of the Innovation Model are most affected by the diversity related characteristics? Why? Are there other organisational characteristics more important for innovation in Security Organisations than the ones we have discussed today? Why? 15 minutes discussion; brief reporting back!

20 Recall the Innovation Model!

21 INNOvation Management Models for SECurity Organizations Thanks for your ingenious thought! Perhaps you ll find it in our next report. Dr. E. Anders Eriksson, FOI, Sweden