When Richard Jenkins was appointed interim CEO at the National Security Inspectorate (NSI) in March 2014 the specialist press were awash with the announcement.
The focus was on Jenkins background as a Change Management Specialist (CMS), we have all heard the term but what exactly is a CMS? I recently caught up with Jenkins and asked him to explain the role.
He said: “The generic description for a CMS would be someone who has a key role within the business by ensuring projects (change initiatives) meet objectives on time and on budget by increasing employee engagement and usage. The usual focus is on the people side of change – including changes to business processes, systems and technology, job roles and organisation structures.“ He went on to explain further that the primary responsibility for a CMS is creating and implementing change management strategies and plans that maximise employee adoption and usage, and minimise resistance. It is all about the people and the role of a CMS is to work to drive faster adoption, higher ultimate use and greater proficiency of the changes that impact employees in the organisation to increase benefit realisation, value creation, ROI (return on investment) and the achievement of results and outcomes. As a businesswoman, if I had someone with those skills come along I would not want to let them go … and that is exactly what the board of the NSI must have concluded. They announced in January 2015 the permanent appointment of Richard Jenkins as its new Chief Executive with immediate effect, and were unanimous. Chris Hanks, NSI’s Chairman said at the time: “He has brought fresh thinking to NSI and a steady hand to the helm. The NSI brand is revered throughout the industry and beyond and now finds itself well placed to tackle the challenges of the future.” Jenkins is all about future in business. His former role was with IKEA, renowned for their distinctive and positive organisational culture. As a former NSI approved company I have a long history with the organisation going back to when it was then called the NSCIA. Although I became an accredited company in the early 1980s, the NSI story began in 1971 with the formation of the National Supervisory Council for Intruder Alarms (NSCIA). The first big brand refresh took place 20 years later when the National Approval Council for Security Systems (NACOSS) was formed from the merger of NSCIA and the Security Systems Inspectorate (SSI). This was a dynamic period in the NSI with a strong determination of continual improve in standards. David Holt was the CEO at this time and dealt with the changes of increasingly tougher requirements by the insurance sector and the introduction of the first police national alarms policy. NACOSS was instrumental in improving standards in the security industry, achieving widespread recognition from insurers, police and security buyers. CCTV and access control systems were added to the portfolio covered by NACOSS which in turn gave birth to the medal scheme still in existence.
In 2001 the Inspectorate of the Security Industry (ISI) for the guarding sector and NACOSS merged to create a unified inspectorate. The intention was for the NSI to offer inspectorate services to all elements of the security industry, with the goal of creating one definitive certification body for clients and suppliers. During this historic period in the NSI I have interviewed almost every CEO since Brigadier Needham and each person has had a vital quality to offer in line with the organisation’s needs at that given time. Jenkins appears to be just the man for the job right now. He is a contemporary businessman who is future thinking and capable of delivering change for the benefit of the business … not for change sake. As a specialist and an expert in managing change and more importantly the concept of change, he is well placed to make things happen in a way that encourages people to adopt the variations rather that feel that change is imposed upon them. In my opinion it is always the perceived concept of change that people resist, rather than the actual planned fit for purpose changes in line with business needs. It is understandable that some people resist change … as on the odd occasion I am sure like me they have witnessed the exception to the rule. For instance, where a new CEO is appointed and due to them not having the expertise of change management they feel compelled to make their mark from a personal perspective. Jenkins is different; he knows what he is doing in this highly specialist area and his only focus is on the business and the brand for the good of internal and external customers. I was already aware of Jenkins’ business background with over 20 years’ experience, which not only includes business reorganisation, supply chain integration, process design and customer-focused strategic development but the engineering and vehicle sectors. However, I wanted to know more about his contribution to the giant Swedish company – IKEA. He smiled and said: “I went on a one year specified project and stayed eight years in all. It was an exciting role. I led the work for IKEA’s UK internet and home shopping delivery service and continuous improvement programme and then in developing and implementing the company’s auto enrolment pension scheme strategy.”
We went on to talk at length about the challenges associated with the introduction of new platforms and the adoption by the people involved. Jenkins is all about the people. Internal and external clients are his key focus. He explained that change is acceptable to people when they are involved and aware of the nuances of the client’s needs and each employees actual role in the service delivery offer. We also talked about the brand of the NSI and its influence on the systems sector. Jenkins said: “The NSI has established an excellent reputation within the security and fire sectors. Brand and reputation are everything and signifies to the client exactly what they are buying into. I am fortunate to have such a great product to work with. I want to continue to focus closely on our clients’ needs and stakeholder interests. We have a great team at the NSI with extensive expertise within the industry and the awareness of each of the clients that we provide our service to. e deliver the real value of the NSI brand to our clients.”
I was interested to discuss the term ‘client’ with Jenkins. He said: “I believe that our approved companies are our clients and we have a service offer that we provide that is second to none. The brand is strong and the expectations of our clients is high. I believe the delivery of those expectations is met within our core business but there is room for diversity in all business and that is the exciting aspect of the NSI brand … its development.” I totally concur; one of my favourite sayings came to mind, ‘there is nothing as constant as change’. We continued to talk about the evolution of the NSI and the continual expansion and extension of its service offer which progressed into fire protection systems. Since numerous security system installers were already designing and installing fire detection equipment as part of their portfolio, in 2001 NSI decided to extend its scope into the fire sector to include the BAFE SP203 scheme. Also included was the ‘Maintenance of Portable Fire Extinguishers’ to the BAFE SP101 scheme – Contract Maintenance of Fire Extinguishers and Emergency Lighting Schemes auditing against SP203-4. The NSI have also helped to develop the BAFE Fire Protection Industry Modular Scheme SP203 for companies involved in the design, installation, commissioning and maintenance of fire detection and alarms. Its development reach included becoming an assessing body for the Security Industry Authority (SIA) Approved Contractors Scheme (ACS). Jenkins explained that the constant development of NSI calls for a rigorous training regime of auditors who are fully qualified to undertake the relevant inspections. I asked Jenkins what other areas of interest the NSI is working on. He replied: “We recently introduced Facilities Management [FM] audits following a successful application to the United Kingdom Accreditation Service (UKAS). As you know many security companies work with partners to provide an integrated FM package to their clients. We also have clients who offer FM services in-house. Either way, NSI has the ability to provide UKAS approved audits across the facilities management spectrum.” I was particularly interested in this area and we talked about the differences between the sectors and the service delivery nuances for quite a long time and I found Jenkins’ take on the FM world interesting and informative. He has a really high energy level that is infectious and it is clear to see that he inspires confidence in his enthusiastic approach to business whether he is talking about existing practice or the introduction of change. It is evident that the NSI have chosen wisely in their quest for a CEO to take them in to the future with all the changes that entails.
