Societal Security and Dependencies

New critical dependencies and vulnerabilities are emerging from the organizational and technological changes, not least the new information systems, which are swiftly impacting on society. Globalization means new risks both as single items and as a complex pressure.

When a disrupting event occurs, various organizations are involved in responding and the efficiency of their actions and coordination is a key factor in minimizing the damage.

For societal security work we have to pay special consideration to the following factors:

  • The long-term perspectives, large and small,
  • Series of consequences going far beyond any near-term horizon,
  • The mix of stakeholders, some of whom will need to work together, to find solutions,
  • A nested mix of risk factors including cultural phenomena and global trends.

More and more enterprises have this same wide concern for risks and consequences, for ethical reasons, which are very important, and for practical reasons regarding cooperation with public bodies.

Professionally societal security is both a matter of preparations, including risk studies, and crisis management as a second resort. Cyber security is a very dominating element in both phases of the security work.

Setting priorities is important in all risk management, especially societal risk. Secana’s core competence can be utilized to identify long-term perspectives, the correct mix of stakeholders, and the nested mix of risk factors and their consequences. In a process of risk management, we then choose and sort out by analysis and teamwork the risks that need to be managed using scientifically developed methods.

Coordination between private and public

Global organizations have become more dependent on each other across the private and public borderlines. We get you networking with the individuals who are your key partners.

Global changes have meant that organizations have become more dependent on each other and on shared security solutions. However necessary, it may be very difficult to establish accurate boundaries for responsibility between organizations. Responsibility for co-ordination is hard to define since co-ordination in these areas requires special solutions adapted for each different region or nation.

Secana’s role is to connect the involved actors and create the right conditions for shared solutions by being an independent partner, mediator and natural contact point.

Crisis management is also about the process that is conducted within the structures which evolve during the management of a crisis, a process that supports effective management of all available capacity in an organization.

The interfaces between different organizations’ roles and responsibilities may be vague. The cultural, historical and political differences which exist between the security structures established by public authorities and private enterprises mean that solutions cannot be copied from one context to another.

Overcoming these challenges will require a basic understanding of the distinct professional cultures that shape the perceptions of decision-makers and experts who are involved in managing a crisis. A well-developed holistic approach and an understanding of disparate development trends are therefore very important.