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Electrical Contractors & Security Integrators: Who's Driving?

Electrical Contractors & Security Integrators

John Harlow, ASG's Director of Global Operations, was recently featured in an article published in Integrated Systems Contractor discussing the relationship between electrical contractors and security integrators in a complex security installation.

Jumping into Security's Value Stream

ASG Security Summit

Continuing the Conversation

Every year at the ASG Summit, The Great Conversation presents a 'State of the Industry' panel to discuss events that may lead to significant breakthroughs for the security industry stakeholders. (Watch video excerpts from the State of the Industry panel here)

Integration Evolution


Aronson Security Group's unique, collaborative approach to integration has led to nine years of average 30%-plus revenue growth. By Tom LeBlanc

If you want to trigger a lively conversation among a group of folks who work for an integration firm, ask them what the word "integrator" means.

You'll hear some highly debated, well thought-out descriptions that generally fall somewhere between "installer" and "miracle worker." A traditional A/V integrator's opinion will differ from that of an IT integrator, whose take will vary from that of a security integrator. Then there's the outlook of a super-sophisticated security integrator that considers itself to be part of the IT equation and has a profound appreciation for what A/V firms do - a company like Aronson Security Group (ASG) - and the conversation reaches new heights. That's what I found when I posed the "integrator" question to a group of ASG executives.

ASG Security Alert - Supply Chain


Security now, more than ever, is being asked to weigh in on business strategy and execution. Risk is risk. How risk is addressed can not only mitigate but, with proper strategic positioning, enable market advantage.

Cloud Corner


By Shayne P. Bates, Microsoft Global Security

In an era of rapidly escalating change, innovative enterprises adopt cloud technology to enable business transformation and realize new efficiencies and capabilities never before seen. A leader in safety and security, Microsoft Global Security leverages cloud technology to empower its people and processes. We deliver a safer, more responsive and efficient service to nearly 200,000 employees, vendors and partners worldwide in 700+ locations, whether on travel or a Microsoft campus. Better still, as good citizens in the security and technology community, we share our security practitioner expertise and experiences to enable others to be more effective in their security cloud initiatives.

Process and the Security Organization


We had Ron Worman from The Sage Group interview the Global Security Manager of Mentor Graphics, Robert Klohr, to understand his perspective on ‘The Process Problem’

An Interview with Robert Klohr, Global Security Manager of Mentor Graphics.

Mentor Graphics® is a leader in electronic design automation. They enable companies to develop better electronic products faster and more cost-effectively. Their innovative products and solutions help engineers conquer design challenges in the increasingly complex worlds of board and chip design.

As a result, since 1981, Mentor has built a billion dollar company, with over 70 offices worldwide.

Within Mentor is a security organization that has been transforming itself over the last 10 years. Robert Klohr is a key leader in this organization providing a critical role in the security ecosystem both inside Mentor Graphics and within the security industry. Mentor encourages him to work with his service and technology partners to provide them insights into the unique needs of a security organization. By taking the time to do this with partners who want to listen, he has helped improve their responsiveness and their value to Mentor.

Have You Checked Your Security Barometer Lately?


By ASG's Professional Services Group

Over the past 10 years, The Security Executive Council has been tracking changes in and around the security industry.  The intelligence they have collected about the security organization:  their people, processes and procedures, provide valuable insights into the entire ecosystem. When security executives gain access to this information, they can leverage it in their organizations.  

For example: one of these tools takes a closer look at the importance of focusing on the critical tasks important to an organization’s security.  While each organization will differ, the Security Barometer provides direction in identifying the top 5 risks to an organization’s security.  

I was asked to take a look at this ‘Barometer’ and provide my perspective on how this might be used within the security organizations that our Professional Services Group have touched.

First, I find it interesting that that internal influences rank so high. This means that your organization isn’t unique. There is a culture inside your organization. There are influences inside the culture. This culture and its influences are often termed ‘political’. If you are not aware of the politics, find them. If you know where they exist, seek to understand and then create guiding coalitions that can identify needs and direct the proper communication around change.  By this simple step, you will begin to break down walls through leadership and communication. This will help counter the ‘stories’ that create the myths that impede progress.

Second, regulations are becoming a critical area of interest and will continue to do so as the Federal Government attempts to keep our data safe. A good advisor will not only tell you what the critical components are for your organization now, but how regulations will change and what your landscape will need to look like in the future. That is, they will define the baseline as well as a roadmap for the future.

Third, Risk and Business Continuity go hand and hand. We may initially feel like senior managers and leaders do not care about security. That may be true to some degree. But, I guarantee that they understand risk and the continuity of the business. As senior leaders inside the organization, we need to articulate both of these factors to them clearly and explain how security fits into the picture. This will help elevate security’s role in the organization from simply guards and gates to a leveraged leadership and knowledge position focused on the key business drivers during times of crisis. This could come in the form of infrastructure such as creating an operations center to provide real time communications and risk intelligence or providing an information portal that would provide secure documentation through an authoring, release and publication workflow, and a communication vehicle for critical information to executives and employees explaining the risks and preparing them to mitigate risks when and if they appear. Sometimes all it takes is talking about and documenting the risk to enable a company to overcome them.  

Finally, the evolution of physical security’s technical architecture and infrastructure demands a new and highly leveraged relationship with Information Technology (IT). If you are avoiding confronting this challenge and opportunity then you are costing your company money, time and resources.

The answers that each of us need exist.  Our first mission is to see, objectively, how our people perform in a process using tools (technology) to accomplish the goals of the security organization. The second mission is to understand what expertise is needed to provide that objectivity internally and externally. Resources like the Security Executive Council and organizations, like ASG, that have invested in understanding how technology can support or improve the core processes  and people in the fulfillment of their mission are examples of external resources. Bringing these together within a team context is critical.

I would appreciate hearing from each of you after you have checked your Security Barometer. What are the top five security risks to your organization and what processes and tools are you using to address them?

The Great Conversation Continues: IT & Physical Security Collaboration

IT Physical Collaboration

As we continue The Great Conversation, we hope you’ve had an opportunity to review and think about the three key questions we posed at the Summit. These questions or ‘conversations’ are focused on trends, technology and solutions intended to help move forward and find best practices for the future of our industry. As such, we continue these ‘conversations’ with the intention that they will help you strategize to make those changes in your organization.

Become Bilingual - Learn to Speak the Language of Security & IT

speak english

For Security Managers, knowing what is important for your overall security and how IT fits into the landscape is critical for a system to be successful.  However, many times, security professionals have a hard time communicating their requirements to IT.  Changing technology and upgrading components of your security network can make anyone crazy, but add in the often unintelligible language of the IT world, and you many feel like you are in a foreign country.

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