How to Incorporate Business

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					ASIS Global Organization and
   Business Assessment
         (AGOBA)
       Findings 2008
       ASIS Vision and Mission
 ASIS   International Vision
     To be the recognized leader advancing
      security worldwide.


 ASIS   International Mission
     To promote excellence in and recognition of
      the security profession.
                   ASIS Goals
   Develop effective ASIS volunteer leaders.
   Promote professional and ethical conduct.
   Meet member and potential member needs.
   Provide forums for idea and information exchange.
   Develop security guidelines and standards.
   Provide quality education and training.
   Champion ASIS to key audiences.
   Assure the continued strength of ASIS.
            ASIS Strategic Priorities
 Promote the role and value of the security management profession, the
  CSO concept, and ASIS.
 Develop security profession guidelines with a process to migrate to
  standards where appropriate.
 Incorporate business management and enterprise risk management
  concepts and techniques into ASIS’s education programs.
 Provide innovative and timely ASIS-sponsored educational programming
  using technology-based delivery systems.
 Make membership aware of and educated in convergence toward protecting
  their organization more effectively and efficiently.
 Establish certification as a professional competency standard.
 Ensure that ASIS’s structure and processes will enable it to address key
  challenges and opportunities in a timely manner.
                   AGOBA Purpose

   How are we doing now?
   What direction will the security profession go in the
    future (5 years+) and are we on target to continue to
    meet our mission?
   What changes should be made to meet the future
    industry challenges and the needs of our members?
     AGOBA External Phase Findings –
            Member Focus
   The ASIS Vision and Mission Statements are well designed,
    appropriate, current and forward thinking for now and into the future.
   How we meet our vision and mission must adapt to new and
    developing technologies, relationships, partnerships, and member
    needs.
   There are five Key Success Factors required for future
    effectiveness. ASIS can become expert in these key areas and can
    deliver necessary expertise.
   Cyber-Opportunities must be recognized and developed with the
    best bang for our buck.
   International member needs will balance ASIS organization
    framework with an expanding scope.
    AGOBA Internal Phase Findings –
           Structural Focus
   We need to introduce member sub-groups based on communities of
    interest and transition Councils to leadership groups for these
    communities.
   While continuing to support Chapters, ASIS must prepare to meet
    member needs in other ways.
   Internationally, ASIS can build on a regional staffing model to
    provide services in key regions.
   Facilitate inter-association collaboration to achieve common goals.
   Implement governance reforms with a view to enhancing volunteer-
    staff relationships as well as improving Board operations.
   Focus on targeting services to deliver value.
        AGOBA’s Key Success Factors

   Key Success Factors (KSF’s) are what we need to achieve external
    and internal alignment while positioning ASIS to meet the future’s
    security profession needs as well as it own strategic priorities.
   KSFs may take years to develop and are designed to prepare for,
    and serve, the environment of 2016 and beyond.
   AGOBA identified (5) KSF’s:
      Advancing Business Acumen
      Relationship Building/Networking
      Building Metrics & Data
      Enterprise Risk Management

      Speed, Response, Monitoring & Scanning
    Key Success Factor 1– Advance
          Business Acumen

    Leverage internal and external programs to serve members.
    Get more security people interested in understanding the
     value of and obtaining business skills.
    Attract MBAs, lawyers, accountants, etc. to do a “rotation” in
     security.
    Incorporate “out of the box” communication strategies to
     increase awareness.
    Build college and university security management programs.
                       Operational Elements:
                         KSF 1– Advance Business Acumen
       Staff
             With PCB, RVPs and CVPs, develop examples of Out of the Box communication and how to implement.
             With PCB, RVPs and CVPs, conceptualize ways to attract MBAs, lawyers, accountants, etc. to do a “rotation” in security.
              What would this cross –training look like?
             Communicate current external program course schedule and costs to CVPs and RVPs.
             Set up mailing lists mapping course offerings to regions and council expertise.
             Research colleges and universities throughout world providing security management course offerings / degrees.
             Give blueprint of how existing college security management programs have developed, so as to be replicated.
             Assist RVPs to find existing regional college programs and develop liaison with the campuses as an avenue to spread ASIS
              awareness. Take up this professional liaison with the college once RVPs have established an ASIS foothold – explain benefit
              and course content availability from ASIS partnership.
       PCB
             Develop examples of Out of the Box communication and how to implement.
             Conceptualize ways to Attract MBAs, lawyers, accountants, etc. to do a “rotation” in security.
       RVP / Chapters
             With Staff blueprint, match existing college programs geographically to develop liaison with the campuses as avenue to
              spread ASIS awareness.
             Advise Staff to become plugged into these sites and maintain this ASIS foothold established and grow the ASIS partnership.
             Liaison with CSO members in your region and craft the delivery of programs .
       CVP / Councils
             As subject matter experts, devise a list of industry – specific security concerns that would form foundation for the cross-
              training of MBA’s, attorneys, accountants
             Liaison with CSO members in your specialty and craft the delivery of programs.
     Key Success Factor 2– Build
     Relationships and Networks

   Provide joint offerings.
   Develop online communities.
   Find opportunities with other large generalist associations.
   Explore an alliance or consortium of security groups for dialog,
    and program development .
   Take the message to the Regional and Chapter levels –
    programs to develop networking and relationship building
    skills.
                      Operational Elements:
                 KSF 2– Build Relationships and Networks
       Staff
             Identify entities for Joint Offerings
             Continue and expand liaison with DHS
             Offer programs to develop networking and relationship-building skills for Regional and Council levels
             Explore an alliance or consortium of security groups for dialog, program development .
       PCB
             Establish liaison with entities for Joint Offerings
             Identify large generalist associations and pursue opportunities to define role of security and find
              common-interest networking
       RVP / Chapters
             Establish liaison with entities for Joint Offerings
             Identify large generalist associations and pursue opportunities to define role of security and find
              common-interest networking
             Promote staff- developed programs on networking and relationship-building skills
       CVP / Councils
             Establish liaison with entities for Joint Offerings
             Identify large generalist associations and pursue opportunities to define role of security and find
              common-interest networking
             Promote staff-developed programs on networking and relationship-building skills
       Key Success Factor 3– Move to
        Enterprise Risk Management
   Prepare the security                 Develop support offerings.
    professional to protect the
                                         Define and track the security
    entire enterprise.
                                          career path.
   Create a forum to define             Provide structured career
    flexibility and the skill sets.       coaching and counseling.
   Develop a program with a tiered      Exposure to cultural and
    roadmap.                              regional issues.
   Integrate ERM with business
    acumen training.
   Advance global knowledge.
                     Operational Elements:
              KSF 3– Move to Enterprise Risk Management
   Staff
           Continue with Guidelines toward Enterprise Risk Management
           Undertake efforts to define, map and track the ERM field and significant events and players
            within the field.
           Help define the skill sets for Enterprise Risk Management
           Enhance regional staffing model to provide more customized services in key regions

   PCB
           Help define the skill sets for Enterprise Risk Management

   RVP / Chapters
       Share knowledge gained of international security audiences toward globalizing offerings.
       Identify the key international regions for customized services

   CVP/ Councils
       Share knowledge gained of international security audiences toward globalizing offerings.
       Assist staff to integrate Enterprise Risk Management with business acumen training
    Key Success Factor 4– Become the
      Authority for Metrics and Data
                                        Provide benchmarking data
                                         through security surveys.
   Prepare the Security
    Professional to understand and      Provide case studies on best
    incorporate quantitative             practices applications.
    measurements and qualitative
                                        Offer a compendium of
    value analysis to establish an
                                         regulatory news.
    effective security program.
                                        Create a world class information
   Research strategically -
                                         clearinghouse.
    Effectively analyze and
    communicate findings from an        Circulate enterprise risk
    aggressive agenda that               management and credible
    generate and support                 incidents data to document
    conclusions.                         losses and successes.
   Ensure a focus on Intellectual
    Property as a core asset.
                       Operational Elements:
         KSF 4– Become the Authority for Metrics and Data
   Staff
           Incorporate metrics into security manager’s body of knowledge in certification process
           Insure intellectual property is defined as core asset in all security management offerings.
           Continue to build world class information clearinghouse
           Set aggressive agenda for strategic research and effectively communicate findings
           Circulate case studies on best practices applications.
   PCB
        Help staff set agenda for strategic research
        Incorporate metrics into security manager’s body of knowledge in certification process
        Insure intellectual property is defined as core asset in all security management certification volumes.
   RVP / Chapters
        Demonstrate value of strategic research and communicate findings regularly
        Advise staff on breadth of need for regulatory news.
        Scout for excellent case studies on best practices applications and provide to staff for circulation.
   CVP / Councils
        Demonstrate value of strategic research and communicate findings regularly
        Advise staff on breadth of need for regulatory news.
        Scout for excellent case studies on best practices applications and provide to staff for circulation.
Key Success Factor 5– Provide Speed,
  Response, Monitoring & Scanning
   Accelerate the Security                Communicate faster and offer
    Professional’s event response           more timely, accurate, and
    with reliable and key information       actionable information.
    in a timely manner.
                                           Offer real time crisis
   Become a repository,                    management information .
    consolidator and honest broker
                                           Offer closer links to publications
    of reliable information.
                                            and websites.
   Use human intelligence and
                                           Look at trends five to 10 years
    empirical information more
                                            out including global information.
    efficiently.
   Monitor government and private
    sources.
                    Operational Elements:
KSF 5– Provide Speed, Response, Monitoring & Scanning
       Staff
    •       set roadmap and process to Accelerate the Security Professional’s event response with reliable and key
            information in a timely manner.
    •       set goals (in Business Plan) and process to Become a repository, consolidator and honest broker of
            reliable
    •       Use human intelligence and empirical information more efficiently.
    •       Monitor government and private sources.
    •       set up processes to Communicate faster and offer more timely, accurate, and actionable information.
    •       Set process to Offer real time crisis management information
    •       Set up processes to Offer closer links to publications and websites.
    •       Set up process to monitor trends five to 10 years out including global information.


       PCB ; CVP / Councils ; RVP / Chapters
           Advise Staff on content of monitoring processes
           With CVPs and RVPs, communicate the use and content of key, reliable information for event response
           With CVPs and RVPs : advise Staff on content of real time crisis management information
           With CVPs and RVPs : advise staff on trends to be monitored five to 10 years out including global information.
AGOBA 2007

				
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