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    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age
    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age
    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age
    Ebook457 pages5 hours

    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age

    By Steve Van Till

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    About this ebook

    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age explores the major technological forces currently driving digital disruption in the security industry, and what they foretell for the future. The book provides a high-level perspective on how the industry is changing as a whole, as well as practical guidance on how to incorporate these new technologies to create better security solutions. It also examines key questions on how these new technologies have lowered barriers for new entrants in the field and how they are likely to change market dynamics and affect customer choices. Set in the context of one of the early dot.com companies to enter physical security, the narrative is written for professionals from Chief Security Officers and systems integrators to product managers and investors.

    • Explores the five major technological forces driving digital change in commercial security
    • Shows practitioners how to align security strategies with these inevitable changes
    • Examines how the consumerization of security will change the vendor playing field
    • Illustrates how security professionals can leverage these changes in their own careers
    • Provides an adoption scorecard that ranks trends and timeline for impact
    LanguageEnglish
    PublisherElsevier Science
    Release dateAug 18, 2017
    ISBN9780128050965
    The Five Technological Forces Disrupting Security: How Cloud, Social, Mobile, Big Data and IoT are Transforming Physical Security in the Digital Age
    Author

    Steve Van Till

    Steven Van Till is Co-Founder, President & CEO of Brivo, Inc. a pioneering cloud services provider of access control, video surveillance, mobile, and identity solutions delivered as a SaaS offering. He also serves as Chairman of the SIA Standards Committee, and is a frequent author and speaker for numerous security publications and forums, and the inventor of several patents in the field of physical security. In 2009, Steve was honored by Security Magazine as one of “The Top 25 Most Influential People in the Security Industry.” Mr. Van Till was previously Director of Internet Consulting for Sapient Corporation, where he lead client strategy engagements for the first wave of the dot.com era. At the healthcare informatics company HCIA, Steve was responsible for Internet strategy for data analytics services. Steve also has more than 10 years of experience in wireless communications as Vice President of Software Development at Geostar, and as Director of Systems Engineering at Communications Satellite Corporation.

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      Book preview

      The Five Technological Forces Disrupting Security - Steve Van Till

      industry.

      Chapter 1

      From Packages to People

      Abstract

      The origins of many commercial security technologies may be found in consumer products that transitioned in whole or in part into the security domain. Once there, they may prove disruptive to existing technologies, business models, and entrenched industry players. There are five categories in which such disruption or transformation is occurring in physical security: cloud, mobile, social, Internet of things, and big data. While the main thrust of the argument is drawn from commercial security, comparisons are also made to advances in residential security systems. Technology adoption in physical security is analyzed using the framework of the familiar technology adoption life cycle, which characterizes new technology adoption across five standard stages.

      Keywords

      Consumerization; Disruption; Innovation; Cloud; Mobile; Social; Big data; Internet of things

      The story of how I came to learn about the five big forces transforming security starts off in an unlikely place. The summer of 1999 in New York City was one of the hottest on record in a century. My fellow entrepreneurs and I had back-to-back investor meetings all day to secure funding for our new dot-com.

      As we slogged along the radiating Manhattan sidewalks in our business suits, I fantasized about jumping in front of the giant sprinklers they hook up to fire hydrants on days like that. The air-conditioned lobbies offered a respite of 10 or 15 minutes where we tried to become human again before announcing ourselves to our next host. Our last meeting of the day couldn't come soon enough.

      We pitched our then-novel business model of an e-commerce service for automatically replenishing consumable products like diapers and cleaning products, commodities people needed every week or every month. Unlike the ups and downs of ordinary consumer demand, this business would provide a predictable revenue stream month in and month out, delivering the investor catnip known as recurring monthly revenue (RMR).

      Earlier meetings taught us that every investor wanted to know how we would physically secure this stream of perpetual products against the twin tides of crime and vandalism. As one investor put it, it's fine to deliver things to people's doorsteps, but only if they stay there. Nobody wants recurring deliveries to become recurring thefts.

      To answer this recurring question, we had already sketched out a crude, back-of-the-envelope drawing of a dishwasher-sized connected appliance where we dubbed the SmartBox. The design was a hybrid of a safe and an oversized mailbox, with electronic access control tying it back to a central database. Dynamically, assigned keypad codes—credentials in security-speak—would provide access control for its front door. The central web system would assign credentials to people who were authorized to put things in or take things out: delivery companies, homeowners, family members, or perhaps even a neighbor picking up a borrowed item. The entire cost of the product—hardware and ongoing access management—would be bundled into a monthly subscription plan, just like cell phones.

      After our long wait in the ornate conference room, a single harried banker barged in looking like he'd already heard enough pitches for one day—or perhaps an entire lifetime. The professional skepticism was palpable. We were in the middle of the dot-com boom, and ideas for online businesses were a dime a dozen.

      We took him through our pitch deck a little faster than usual. Like most investors, he was concerned about security, package theft, who would have access, and how it would be managed. As if for the first time, we unfurled our sketch of the SmartBox onto the conference room table. I told him it would provide physical security with a steel frame and information security with digital signatures and encryption. Because it was connected to the Internet, it also served as a remote logistic sensor that provided status updates about package deliveries and access events via e-mail or text.

      So it's also an information service, I explained. We think that will help make it sticky because people like to know what's going on.

      With that, he was done. Running a hand through a headful of silver hair, a little exasperated perhaps, he leaned forward and took another look at our rough sketch. His next words changed the course of our professional lives and ultimately the course of physical security.

      Your e-commerce idea is stupid. No one's going to want that—I can hear Amazon laughing from here—"But your box…now that's something I would be interested in."

      That moment marks the birth of the first connected device designed to provide secure access control from a multitenant software-as-a-service (SaaS) platform. The device itself was no bigger than a large dishwasher or small washing machine, but it had a door and a control panel and an Internet connection. Does that sound familiar? It should. Commercial office buildings are equipped the same way. The dot-com bust took its toll on our original idea for consumer logistics, but with some good advice from investors, we were able to pivot the technology and business model to commercial access control. After all, a building is really just a big box, and every one of them can now be a smart box.

      But this isn't a book about the company that invented the SmartBox, nor is it about that connected appliance, except as a vivid example of the five primary forces transforming physical security. It took me down my own pathway into cloud, mobility, Internet of things (IoT), big data, and ultimately social networks applied to a security problem. More importantly, it is an illustration of how innovation in the consumer product segment can drive commercial product design. It explains why security technology now looks a lot more like consumer technology than ever before. It shows how we can expect our industry to evolve.

      We set out to protect packages; we wound up protecting people.

      The Consumerization of Security

      The evolution of the SmartBox into an access control system provides both a hopeful and cautionary tale to the entire security industry. Hopeful because innovation is always welcome; cautionary because you never know where or when or how disruption will appear. Commercial security is a relatively small industry, serving highly specialized vertical markets. Until recently, the thought of consumer products infiltrating these markets was not especially worrisome. New security products don't usually come out of left field and disrupt this market the way that smartphones did to cameras or the cloud did to enterprise computing. But I expect we will be seeing more of it. I say that as someone who was part of doing just that, if only by pure serendipity.

      Emerging IoT products in residential automation and security have shown that they can do a better job at a lower cost than many legacy systems designed years ago. No surprise there, just the steady march of new technology replacing old. Even so, virtually every industry has a tribal complacency that says it can't happen to us. And yet, for every one of them, we can find abundant examples to show that anything and everything can be disrupted: health care, automobiles, energy, insurance, investing, and lodging. Even such indelibly physical enterprises as taxis and transportation are not immune, as amply demonstrated by Uber, Lyft, and others.

      The consumerization of IT describes the effect of new technology emerging in the consumer market and then moving into the workplace. For employees who would rather use their more highly evolved personal electronics than aging, company-issued relics are the carriers of this trend. All of these products such as smartphones, tablets, and mobile apps then set the bar for the tools used in a professional setting, and the cycle begins another round. In the short span of time since web and mobile became a way of life, we have seen this time and again. Consumer technology experiences rise expectations for workplace technology, and the innovators who are able to clear the new bar come out winners. User interfaces on business products, for example, have tracked the design insights and conventions that first appeared in consumer applications. Tablets for work and play are one and the same. Consumer popularity drives professional adoption.

      The debt to consumer technology goes far beyond what's visible to our eyes or clickable by our thumbs: it goes right to the core of what's possible. We would not have mobile credentials in security unless we first had mobile payments in the grocery store. We would not have mobile video unless we first had mobile gaming. We would not even have the broadband pipes for it, since the bandwidth needed for remote surveillance was first driven by consumer services like YouTube, Netflix, and

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