INNOSEC Implementation Roadmap

INNOvation Management Models for SECurity Organizations

www.innosec-project.eu

Work done so far and under way… WP1: Current practices of innovation management in the security sector WP2: Current practices of innovation management in in

non-security sectors and state-of-the-art WP3: Creation of a

first version of the InnoSec model

WP4: Testing and updating of the model

WP5: Implementation roadmap

Implementation roadmap

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Assessment of security organisation with 

regard to relevance of Innovation Model 

modules

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Selection and configuration of modules for 

organisation specific implementation plan

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Guidelines for implementation plan 

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Module (element) specific analyses of 

implementation instruments

Why?

What?

How?

Workshop methodology: World Café light

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Short intro

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Question(s) for discussion 

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Discuss in small group

Workshop focus: Security Organisation  characteristics

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Degree of procedural freedom

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Security focus

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Business focus 

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Professional openness

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Educational level of operational 

employees

Degree of procedural freedom This characteristic describes whether or not security organisations  are at liberty to choose the procedures they follow in their  activities. It has the following states: 1. Complete/almost complete external restrictions (e.g., aviation  security) 2. Dominant external restrictions (e.g., nuclear industry) 3. Partial external restrictions (e.g., policing, department store,  emergency medicine) 4. Almost complete freedom If different situations in different parts of the organisation: don’t  use 3 if one part is 1/2 and one 4 – divide instead! 

So where’s your Security Organisation!?

When restrictions to procedural freedom  are significant : a strategic choice „Include innovation also in procedurally restricted parts of the  operations in the ‘normal’ innovation strategy as part of the  Innovation Model.  „ This means that the regulators, customers, customers’ regulators etc. that  determine the restrictions become an important part of the Innovation  Model. „See the procedural restrictions as exempt from ‘normal’  innovation.  „ Also a completely procedurally restricted security organisation can still  innovate in areas like Human Resource management, administrative  procedures etc.

Discussion 1: procedural freedom „What modules of the Innovation Model are most affected by this  characteristic? „ Why? „ Are there Security Organisations with almost complete freedom? „ Is there a strategic choice as suggested?

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15 minutes discussion; brief reporting back!

Organisational focus: Security

This characteristic surfaces the fact that security activities vary in importance for the organisation. Of course some

organisations are totally dedicated to security, and among those that are not, the strategic importance of security may vary a lot.

1. Security specific (police, security company)

2. Security vital (airport, nuclear power plant, coast guard)

Organisation focus: Business (profit v. cost)

This characteristic surfaces whether the security organisation is a profit or cost centre, and in the latter case whether it is in

wider for-profit context or not.

1. Profit (security company)

2. Cost centre in a for profit organisation (department store,  nuclear power plant)

Organisational focus „These characteristics affect  how security innovations  have to be motivated  „A peripheral security unit  will have very limited  resources for security  innovation   „ May need scaled‐down version  of innovation model   „Not all combinations  possible? For profit Cost centre in for pr. Not for profit Security specific Security vital Security periphe-ral

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Discussion 2: organisational focus „What modules of the Innovation Model are most affected by  security and business focus? „ Why?

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Other thoughts?

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10 minutes discussion; brief reporting back!

Organisational diversity: Professional openness

This characteristic describes if the core security personnel are a unitary ‘corps’ or a more mixed group, with involvement of volunteers seen as the extreme case of mixed-ness. It has the following states:

1. Volunteers for real security tasks (Austrian red cross)

2. Professionally mixed organization (French police)

3. Closed professional organization (Swedish police, rescue  service, security company)

Organisational diversity: Educational  level of operational employees

This characteristic like the previous one indicates whether security organisations are homogeneous or diverse.

1. High (IT security)

2. Mixed (police)

Organisational diversity „If a security organisation is mixed (profession, education level)   there may be a need to address the different groups separately  in an innovation process to avoid one group becoming dominant.  „If an organisation is homogeneous, involvement of external  groups may be particularly important to avoid overly narrow  perspectives.

Discussion 3: organisational diversity „What modules of the Innovation Model are most affected by the  diversity‐related characteristics? „ Why? „Are there other organisational characteristics more important for  innovation in Security Organisations than the ones we have  discussed today? „ Why?

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15 minutes discussion; brief reporting back!

INNOvation Management Models for SECurity Organizations

www.innosec-project.eu

Thanks for your ingenious thought!