By Phil Aronson
When I speak with security executives privately about their challenges, one that I often hear is the pressure of time, budget and resources. They often find themselves in a situation where their budget is not aligned with their perceived risk. This leads to tactical decisions with no fundamental strategy or plan in place to mitigate this gap. Too often this may be a persistent problem leading to years of a Band-Aid approach to how they organize their people, their processes and how they deploy technology.
A recent case study at The Great Conversation delivered by one of the most respected hospitals in the country provided us insights into how this might happen.
Hospitals have customers. The customers are provided a value proposition, implied or explicit, that they will be provided the best possible care. “Care” is not limited to the medical approach taken, but also to the customer’s safety and security during their stay. Therefore, all the employees, processes and technology in a hospital must serve this over-arching value proposition. Value propositions in any business are the result of the intersection of risk and opportunity. How this is navigated will impact the brand, culture, and profit of the organization.
How security and safety address the opportunity of the business is a strategy. How that strategy should be deployed is a plan. How it is executed is a methodology based on that plan or roadmap.
In this hospital, they found their brand and value proposition were stimulating exciting growth. But as most CEOs know, growth has its own risks.