Business security planning
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Understanding underlying
motivations By understanding motivations we can design better capabilities. We believe that successful security management cannot be taken out of the core context of people's lives, and the places they live and work in. Burrill Green can show you how this approach has allowed us to save lives and other key assets in some of the world's most challenging environments.  |
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| Identifying new
threats and behaviour If every situation looks and feels different, how can you be anything other than reactive to it? One of the answers lies in understanding what is really going on at deeper levels, and recognising distractions and distortions from underlying realities. Burrill Green can bring focus to these challenges. |
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This lies in the way we as people act, think, feel and relate to each other. We are talking about the struggles each society, generation and organisation grapples with - the tensions between community and self, power and passivity, caring and crime.
The collapse of the Soviet Union changed the then known world dramatically, yet few anticipated, in the face of a prevailing euphoria, the more volatile world which would accompany the post-Cold War globalisation and localisation. A new environment, conducive to greater organised criminality and to more extreme manifestations of terrorism, has emerged and solidified.
Here is the dilemma. If every situation looks and feels different, how can you be anything other than reactive to it?. One of the answers lies in business security planning. Understanding what is really going on at deeper levels, and recognising distractions and distortions from underlying realities.
For every seemingly fresh idea and perspective, there are precedents, variations of long-established behaviours and responses, which can be identified. Through the eyes of intelligent business security planning, greed, corruption, mistrust, dishonesty, selfishness and unwitting errors are just some of the negative things we see in new guises as each society and community shapes itself around rising and falling ethical standards.
It is through working to have a deeper understanding of how the behaviour of those around us is driven by religious, social, cultural and economic differences that we are able to identify and separate new forms and fashions from underlying attitudes and behaviour. By understanding motivations we can design better security management capabilities.
In
essence, we believe that successful business security planning and security
management cannot be taken out of the core context of people's lives, and
the places they live and work in.It is fundamentally a human activity. Security without this context of connectedness is about as useful as trying to choose clothes for someone whose size and gender you don't know anything about.
While understanding alone cannot deliver 100% foresight, it does support and enable us to translate insights into substantial risk reduction strategies and sustainable solutions, for a broad spectrum of environments.
We can show you how this approach has allowed us to save lives and other key assets in some of the world's most challenging environments.
How we identify, analyse, and think about ways to respond to security challenges is a key proprietary facet of our approach, and will always be tailored to issues as they arise, in what we call their deep context.
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