security industry conference 2016 - keynote -paul lim

Paul LimLecturer of Organisational Behaviour & Human ResourcesLee Kong Chian School of Business

NOTE: Figures as at 30 Sept 2014

UNDERGRADUATEUndergraduate Programmes7|

Undergraduate Majors |21Undergraduates |7,532

Masters’ Programmes22|Masters’ Students |1076

MASTERS

PhD Programmes10|PhD

Programmes & Students

Faculty CompositionFull-Time Faculty343|

* As at March 2015

Lee Kong Chian School of Business

36%School of Information Systems

14%

School of Law

14%

School of Economics

13%

School of Social Sciences

11%

School of Accountancy

12%

61% International | 30 Nationalities

60% Research Track

40% Education, Practice, Lecturers Tracks

Postgraduate Programmes (Coursework)

Mindset Change to Devising Smart Security Solutions for Innovative Lean Manpower Deployment

About myself

Spent 10 years in Brand Management

Switched to academia 8 years ago Doctorate in People, Organisations &

Society Licensed SO ATO qualified F1 security and overseas activities In-house security trainer

Deployments

About this speech

My audience

Owners of private security businesses To prepare for changing times To take courage

Buyers of security services Challenging mindsets

Cannot be done overnight Planting a seedhttp://www.little-gardeners.co.uk/wp-content/uploads/2013/02/what-is-a-

seed.jpg

Speech Title

Mindset Change to Devising Smart Security Solutions

for Innovative Lean Manpower Deployment

In other words

Find new ways to reduce dependence on

manpower for my business

and make more money

Find new ways Change former ways of doing things Ideas may be currently in the market, but it is a

new way for you

Change management Of yourself Your employees – management & SOs Your clients

Risk Unknown Comfort zone Client acceptance

Smart Security Solutions

Devising vs adopting

No need to re-invent the wheel

Courage needed to try new approaches

Incremental change, not overnight change

Reduce dependence on manpower

How world of work is changing Other industries going through change Technology disruption is everywhere

SG low birth rate Reliance on Singapore core

low take up rate – job redesign needed Absenteeism, discipline, reliability

issues

Manpower-lean

Trimming

away excess

fats

Graphics by Sean Goh http://themiddleground.sg/2016/04/06/word-day-manpower-lean/

Why the need to address this issue?

The writing on the wall

From the government

Singapore must position itself as an innovation-led economy: IswaranKelly Tay, The Business TimesWednesday, Sep 07, 2016

From other industries“Alibaba is the biggest payment company in the world. They transfer more money through Alipay then anybody..any banks. They do hundreds of millions of transactions. They are one of the fastest fund gatherers in the world. They hit a hundred billion dollars in less than a year with zero branches – No branch, hundred billion dollars. DBS took 50 years to get hundred billion dollars. They did it in 12 months. They have the fastest growing loan book. They grew their SME and consumer lending book by $12 billion last year. Their cost of credit is lower than any bank. And guess how many branches they have? Zero.”

– Mr Piyush Gupta, Chief Executive, DBS Group Holdings

http://www.dealstreetasia.com/stories/dbs-48606/ accessed 14 September 2016

From my students

PROTÉGÉ

Among the SMU graduates on Wednesday is Ms Sharon Yeo, from the business school and a recipient of the SPH Valedictorian Award.She turned down a job offer from Bain & Co, a top consulting firm…instead, she hopes to improve mentoring programmes with her start-up Protégé, co-founded with fellow SMU graduate Stephenie Pang in 2014. Ms Yeo wanted to…“directly decide” on “the kind of positive change and impact” that she wanted to make. Her team’s software helps match mentors and mentees in a company based on interests and expertise, and tracks the progress of relationships using data analytics. Ms Yeo started Protégé after attending a disappointing mentoring programme…

SMU graduates take unconventional routes to successBy Regina Marie Lee, TODAY Paper, 13 July 2016

From Research

Frey, C., & Osborne, M. (2013). The Future Of Employment: How Susceptible Are Jobs To Computerisation? Oxford Martin School, University of Oxford.

• Study released in 2013• Frey, C. & Osborne, M.• University of Oxford• Examined how susceptible jobs are to

computerisation. • Probability of computerisation for 702

detailed occupations• Timeline for high risk jobs –

computerised by year 2022

Jobs unlikely to be computerised

Confirmed gone…

Security Guards: almost definitely gone – 84% probability

The security industry – 5 yr timeline

Security Guards = 0.84

High Probability of Jobs beingComputerised

47% of all Employment will be affectedPotential number

of employees affected

Examples in the market

Future Singapore

Study done by Chartered Institute of Personnel & Development (CIPD) and Human Capital Leadership Institute (HCLI) – 2016

4 scenarios & 4 wild cards

From now till 2030

4 scenarios & 4 wild cards

4 scenarios Steady as she goes No one is an island Fortress Singapore Bless thy neighbour

4 wild cards Conflict and instability Environmental drivers (climate change) Pandemics Global financial crisis

Snapshot of Future Singapore

Keen to adopt new technologies Loss of jobs in traditional sectors

Increase incidences of risk and failure Increasing focus on cyber & data security The introduction of surveillance and

monitoring of employees

Growing class of entrepreneurs Traditional methods of success no longer work.

People willing to try new ways to succeedCio.com and Forbes.com

Keywords

new technologies

increased risk and failure

Traditional methods no longer work

Try new ways to succeed

Sense of Urgency

“(We must) craft and use a significant opportunity as a means for exciting people to sign up to change their organization”

Dr John Kotter

Kotter’s 8

http://www.keyword-suggestions.com/a290dGVyJ3MgOA/

Original source:http://www.kotterinternational.com/the-8-step-process-for-leading-change/

The dilemma

“The client does not want to change.”Owner of Private Security

Firm

“But the client does not know what they want.”

A wise man

“Regulations are hard to follow.”Another owner of Private

Security Firm

Companies who did not adapt

Why the fear of change

Never been done before

I might fail

I am too comfortable

First mover is good, second mover is better

I don’t know how to start the change

Overcoming fear of change and failure

Learned helplessness Scene 1: Loud annoying noise

Gp1: Push button to stop Gp2: Same noise – cannot turn off Gp3: Hear nothing

Scene2: New noise – find a way to stop Gp1 & Gp3: Moved hand 12inches to stop noise Gp2: Do nothing

Scene 1, Gp2 tried and failed, had no control – passive Scene 2, Gp2 expect more failure, did nothing to avoid

noise

Gp 2 chose not to change, expected more failureMichellepsychologyblog.blogspot.com

2/3 of animals & people subject to noise become helpless.

Optimism promotes resilience to bounce back from ‘failure’ or lack of success

Key to optimism lies in your beliefs

Failure can be seen as a potential to obtain success or the end of what you know to be true.

To overcome failure: Shift in mindset

All resources from Martin Seligman, newxgroup.com

Learning to respond

Classical ConditioningIvan Pavlov, a Russian physiologistInvolves placing a neutral signal before a reflexFocuses on involuntary, automatic behaviours

Operant ConditioningB. F. Skinner, an American psychologistApplying  reinforcement or punishment after a behaviourFocuses on strengthening or weakening voluntary behaviours

We are operantly conditioned to despise and shun failure. In reality, it is perceived failure

We are classically conditioned bodily to respond to failure with stress and depression.

Failure

• In life, all of us will face challenges and fail

• How you respond to challenges and failures is dependent on your level of resilience

• How resilient you are depends on what you have been conditioned to believe; and how you physiologically respond to such conditioning

Locus of control

Internal 'the degree to which persons expect that a

reinforcement or an outcome of their behavior is contingent on their own behavior or personal characteristics‘

External 'the degree to which persons expect that the

reinforcement or outcome is a function of chance, luck, or fate, is under the control of powerful others, or is simply unpredictable

Rotter (1990)

Practising resilience Happenstance Learning Theory (before)

Optimism is not enough Before the unplanned event - position yourself During the event - alert and sensitive to potential opportunities After the event – actions to benefit from it curiosity to explore learning opportunities persistence to deal with obstacles flexibility to address a variety of circumstances and events optimism to respond to unplanned events.

Learned Resourcefulness (after) manage your physiological and emotional responses (e.g. through the recollection of overcoming past challenges) introduce and execute problem solving activities (e.g. strategic planning, considering consequences, etc) delay satisfaction and gratification (e.g. taking night classes for the purpose of upgrading your qualifications) a perceived confidence in your ability to a complete a task in the absence of

external assistance (e.g. I will speak to 4 experts despite no one prompting me)

Sources of support

Mentors

Family

Hobbies

Spirituality

Me, myself and I

Behaviours supporting resilience• Help seeking behaviours

• Gratitude – give back to society

• A healthy dose of reality• Stockdale paradox

Which group do you belong to?No cash flowNo choice

No cash flowReady to change

Got cash flowToo comfortable

Got cash flowReady to change

Hang in there Strategic decisions

Ticking time bomb

Strategic decisions

Hope for the best

Research technologies

Soul searching

Research technologies

Start process of change

Prepare for winter

Thank You

Contact details:paullim@smu.edu.sg

Paul LIM Heng LeongLecturer of Organisational Behaviour & Human Resources (OBHR)Lee Kong Chian School of BusinessSingapore Management University#05-0150 Stamford RdSingapore 178899

DID: +65 6808 7968Fax: +65 6828 0777 SMU profile:http://business.smu.edu.sg/faculty/profile/27093/Paul%20LIM

Linkedin profile: http://www.linkedin.com/in/drpaullim