But in the 1980s, it all began to change. For 20 years, many organizations had experienced a growing culture clash with their government-trained security leaders, who often adopted a “my way or the highway” attitude in managing their departments and in communicating with other business units and executives.
Corporations began looking for security leaders who knew and understood their company's culture and could work within it — rather than forcing it into submission. They sought out new blood with an understanding of their internal processes, a familiarity with their employees, institutional memory and knowledge of the brand, customers and business. Where better to look than in the organization itself? Management saw the value of promoting security executives either from within the security department or from elsewhere within the business.
Intrigued or infuriated? Read the pros and cons of this apparent trend here.
Security leadership is examined in great detail on the Security Management Stage 2 Course, 30 June – 11 July. The course is led by Peter Horsburgh CPP PSP, who has twice been a corporate head of security.
Corporations began looking for security leaders who knew and understood their company's culture and could work within it — rather than forcing it into submission. They sought out new blood with an understanding of their internal processes, a familiarity with their employees, institutional memory and knowledge of the brand, customers and business. Where better to look than in the organization itself? Management saw the value of promoting security executives either from within the security department or from elsewhere within the business.
Intrigued or infuriated? Read the pros and cons of this apparent trend here.
Security leadership is examined in great detail on the Security Management Stage 2 Course, 30 June – 11 July. The course is led by Peter Horsburgh CPP PSP, who has twice been a corporate head of security.