BrassTacks is pleased to announce the launch of a unique book on "Corporate security". It is a beautiful document and comes in formal hardbound cover with golden text to make it an invaluable addition of your corporate library. It is expected that the book would be the most useful investment for corporate environment to understand the mechanics of security in Pakistan. No such document exists in Pakistan or anywhere, which explains local environment and security culture in such comprehensive manner. It is a must buy for serious business in Pakistan. A one time expense but life time of condensed security wisdom. Take our word for it, it is worth it!
This document is not just a guideline for corporate security, but also a collection of author's personal experiences in the field as one of the pioneers in creating the concept of Security Consultation and Threat Analysis in the country. There is no doubt that today we stand at a time when private security has emerged as one of the leading businesses in the world. In the nineties alone, the American businessmen have spent over 21 billion dollars on private security. There are no figures for global private spending but the potential is even higher in the next decade with newer and more lethal aspects of terrorism and organized crimes coming to light, more so after the 9/11 events in New York.
Threat is a dynamic entity, which build and recede due to changing political, cultural and socio-economic realities on ground. A strong deterrence can only be created if the threat is correctly and critically perceived. In the rapidly changing global political scenarios and the complex web of conflicting ideologies, clashing interests, international finance and trade wars, correct perception of security threats is vital, not just for the survival of business but also for the protection of employees and executives. From short-term burglars and violent employees, to global organized crime networks and terrorist organizations, every organization is a potential target. It is very natural that the security mechanism in place should also be dynamic in nature to be able to respond to the variant of threat. Newer and more sophisticated ideas need to be continuously evolved and incorporated by the companies providing private security. Any organization which is not dynamic, nor responding to the changing ground realities and not gearing to respond to the emerging threats is bound to file for bankruptcy sooner or later.
It should be clearly noted that no matter how good the security planning may be, how sound it may appears, the effectiveness of it would only depend upon the people running the show. Every organization has its own unique culture, which defines its values, beliefs and goals. If the culture is inward looking, static and retrogressive with no bonding and respect between the organizational members, even the best ideas are doomed to fail. On the other hand if the culture is dynamic, based on self-respect, value sharing and initiative, the situation can be turned around even under most difficult circumstances.
In Pakistan, our national culture is divisive, static, retrogressive, authoritarian and inward looking. The legacies of colonial times where wealth, power and status were the symbols of pride, unfortunately, hang around equally powerfully today. The classical management where the roles of management were total control over its subjects and dictate every word in bureaucratic style is still the most dominant form of governance both at government level as well as in national private companies. Under such an environment, newer ideas do not breed, initiative of staff is killed and individuals in organizations are more interested in securing their interests, positions and authority than taking care of the interests of the organizations they serve. Since our national culture is such, it is only natural that its effects would be very strong on individuals who carry their impressions in every work environment they go. Such a culture is nothing but destructive.
It is interesting to note that true multinational companies in Pakistan have somehow been able to protect themselves from this negative effect of culture. By offering a fat benefit and remuneration package, the loyalties were bought for the organization and in return ruthless efficiency, undoubted integrity and company loyalty was demanded, along with strong accountability at every level. But at the same time, the newest ideas in human resource management were applied, which do away with colonial style of management and breed healthy initiative, strong supportive believes, values and create a dynamic culture.
It should be clearly noted that no amount of policy, rules, regulations, procedures and staff training can change the culture but culture is changed by individuals who act as culture creators and role models for the whole organization to follow. If the role model bears a negative orientation and is inward looking, he would create a similar culture around him. If the role model is forward looking, positive in approach, accessible to all levels, friendly, sharing, caring and a team leader, he would create a dynamic culture around him, which would grasp at every opportunity of business. The concept of management is outdated. The corporate environment does not need managers in the fast moving world but they need Team Leaders, who should be role models for the whole establishment.
Whenever a new department is established or newer ideas are floated in any organization, it is natural that resistance will be offered by the old guards to safeguard their interests who would be suspicious and afraid of the newer concepts, newer ideas, newer individuals and newer roles. Handling this would be the most important challenge for the corporate executives. Development of Corporate Security Policy is also such an endeavor. The top management should find a way to facilitate these functions without creating unnecessary frictions within the organization. Results are not achieved over night. Failures are expected and hard work needs to be put in to change the mindsets and dug in obsolete traditions and customs. This factor should also be seriously considered as frustration could easily set in if the goals are not defined for the long term.
Security Management is basically common sense combined with good luck, but that combination is indeed a rare divine gift. Today's world is a violent mix of terrorism, organized crime, political instabilities, high finance, ruthless trade wars, clashing business interests and cut throat competition to capture limited world resources and emerging markets. Our business and corporate managers are NOT trained to handle dangerous situations, at least not in the business schools; hence they have to do much more to secure their interests than just trust their good luck.
This document is intended for all corporate business managers, corporate policy makers, security managers and all those intending to take corporate security as a profession or are responsible for it. In simple words, a basic but most informative update has been given on the basic principles of corporate security management in the modern world, with special reference to unique problems and environment in Pakistan, which normally would remain hidden from even keen observers and foreign security consultants.
The document should be of an invaluable importance to all corporate and business concerns in Pakistan, which should help them to understand and implement all aspects of corporate security under the unique local culture and threat environment. The document is also a reflection of author's own experiences in the field of security management in Pakistan spreading over the last 15 years. No book has been consulted in its preparation; hence no reference has been given. These are lessons learned the hard way and are being re-produced to make life easy for all those having a hard time in these turbulent times.
If you are novice, this document is not going to make you an expert but after reading this no "expert" would ever be able to fool you on matters of corporate security! For Security professionals, this is going to be an invaluable ready checklist and training manual they cannot do without. For corporate Policy makers and Managers, this is going to be the strategic vision to assure security of their assets. This document is not a Corporate Security Policy but a clear and crisp guideline and checklist to be used by the top management and Security professionals to develop one seamlessly. In any case, organizations and individuals should find it an extremely useful tool, which is being presented for the first time in the Pakistani environment.
Good luck and a safe reading.
Z. Zaman Hamid
www.brasstacks.biz
Rawalpindi, Pakistan.