In previous years the regionalization of security management brought security system purchases to the attention of corporate purchasing departments. Security managers were no longer the final purchasing authority in many corporations.

Now that basic security technologies are in place in most corporations, further security expenditures are subject to strongly-scrutinized proof of value, which “best of breed” and “lowest cost” strategies do not address.

Over time MIS departments transformed into IT departments with final say over computer and network technology purchases, resulting in a reduction of the technology selection power of security managers and executives.

Additionally, the globalization of security management elevated security technology expenditures to the attention of the C-level executives, who expect solid business cases and demonstrated risk-reduction value to be the basis of proposed technology initiatives.

Purchasing today's security technology—especially systems with intelligence-based devices and rules-based operation—is not a commodity situation.

Vendors, security systems integrators, and global security practitioners need to partner together—to take a serious long-term view of maximizing the benefits that most closely match your security requirements and priorities.

This session explains what it means for you, as global security manager or executive, to be a strategic partner regarding security technology and services, and how to bring the greatest risk-reduction and cost-reduction benefits to your security operations.

The truth is that you will be severly hampered in advancing your security program if you have no strategic partners to contribute to your effort.

This session builds on the following workshop preparation materials:

• Report: RBCS Security Industry Report
• Worksheet: Security Technology
• Worksheet: Security Procurement
• Worksheet: Strategic Partnering