security industry conference 2016 - keynote -paul lim
TRANSCRIPT
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Paul LimLecturer of Organisational Behaviour & Human ResourcesLee Kong Chian School of Business
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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
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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
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Postgraduate Programmes (Coursework)
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Mindset Change to Devising Smart Security Solutions for Innovative Lean Manpower Deployment
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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
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Deployments
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About this speech
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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
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Speech Title
Mindset Change to Devising Smart Security Solutions
for Innovative Lean Manpower Deployment
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In other words
Find new ways to reduce dependence on
manpower for my business
and make more money
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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
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Smart Security Solutions
Devising vs adopting
No need to re-invent the wheel
Courage needed to try new approaches
Incremental change, not overnight change
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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
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Manpower-lean
Trimming
away excess
fats
Graphics by Sean Goh http://themiddleground.sg/2016/04/06/word-day-manpower-lean/
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Why the need to address this issue?
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The writing on the wall
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From the government
Singapore must position itself as an innovation-led economy: IswaranKelly Tay, The Business TimesWednesday, Sep 07, 2016
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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
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From my students
PROTÉGÉ
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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
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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
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Jobs unlikely to be computerised
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Confirmed gone…
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Security Guards: almost definitely gone – 84% probability
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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
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Examples in the market
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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
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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
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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
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Keywords
new technologies
increased risk and failure
Traditional methods no longer work
Try new ways to succeed
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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
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Kotter’s 8
http://www.keyword-suggestions.com/a290dGVyJ3MgOA/
Original source:http://www.kotterinternational.com/the-8-step-process-for-leading-change/
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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
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Companies who did not adapt
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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
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Overcoming fear of change and failure
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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
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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
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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
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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.
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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
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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)
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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)
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Sources of support
Mentors
Family
Hobbies
Spirituality
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Me, myself and I
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Behaviours supporting resilience• Help seeking behaviours
• Gratitude – give back to society
• A healthy dose of reality• Stockdale paradox
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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
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Prepare for winter
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Thank You
Contact details:[email protected]
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