International Security Journal hears exclusively from James Benum, Chief Product and Strategy Officer, Trackforce.
The security industry is no stranger to change, but the pressures shaping today’s operations are converging in new ways.
Workforce instability, expanding organisational expectations and increasing operational complexity are forcing security leaders to reconsider long-standing assumptions about how protection should be delivered.
Recent industry benchmark data, informed by input from more than 300 security professionals across North America, Europe and other regions, highlights an industry in the midst of recalibration.
The findings do not point to a single disruptive force, but rather a series of interconnected challenges that are reshaping priorities, workflows and decision-making across security programs.
The human strain beneath operational performance
Security remains a people-driven profession and the strain on that workforce is becoming harder to ignore.
More than 40% of security service providers identify employee turnover as their most pressing operational concern.
This level of churn affects far more than staffing levels.
It influences the quality of training, consistency of service and the ability to build trust with clients and internal stakeholders.
While compensation adjustments have helped improve recruitment in some regions, the data suggests that retention requires a broader approach.
Organisations are increasingly focused on career development, skills progression and recognition models that reinforce long-term engagement.
These efforts signal a shift away from transactional staffing models toward viewing officers as long-term contributors whose situational knowledge and judgment deepen over time.
When presence is no longer the metric
Labor pressure is also changing how organisations think about coverage.
Traditional post-based models, designed around constant physical presence, are giving way to more adaptive approaches.
Mobility, communication and situational awareness are becoming central considerations as teams seek to balance coverage requirements with available resources.
This transition reflects a broader evolution in how effectiveness is measured.
The question is no longer whether a guard is present, but whether the correct information reaches the right person at the right moment.
Security programs that emphasise responsiveness and context over static coverage are finding new ways to maintain standards despite workforce constraints.
A broader mandate for security teams
The role of security within organisations has expanded significantly.
Many teams are now responsible for functions that extend beyond traditional access control or perimeter protection, including health and safety coordination, facilities support, emergency planning and policy development.
This expanded mandate has elevated the position of security within the enterprise, placing leaders closer to strategic discussions about risk and resilience.
At the same time, it has increased the volume and complexity of information that security teams must process. Capturing insights from daily operations, incident patterns, near misses and employee feedback has become increasingly crucial for informing broader organisational decisions.
The visibility gap in fast-moving situations
Speed remains one of the most critical factors in effective security response.
Organisations that can quickly understand what is happening and coordinate action are better positioned to prevent escalation.
Yet benchmark data shows that fragmentation continues to undermine this goal.
Disjointed communication channels, manual reporting processes and delayed information sharing create gaps in situational awareness.
In many cases, teams spend valuable time reconstructing events after they occur rather than addressing risks as they emerge.
Reducing friction in how information flows during active situations has become a priority, even when changes are incremental.
Compliance: Necessary, but often misaligned
Compliance and reporting obligations continue to grow, yet they are frequently disconnected from daily operational realities.
Many security teams still rely on manual methods to compile documentation for audits, incident reviews and stakeholder reporting.
When documentation feels separate from operational work, it often becomes reactive rather than reliable.
Organisations that integrate recordkeeping into routine activities are finding it easier to maintain accuracy while reducing administrative burden.
This alignment allows teams to spend less time reconciling information after the fact and more time focusing on preparedness and prevention.
Curiosity around AI, caution in practice
Interest in artificial intelligence and automation is rising across the security industry, but adoption remains measured.
Nearly half of service providers report that they have not yet implemented AI-driven capabilities.
This hesitation reflects a desire to apply new technologies thoughtfully rather than broadly.
Where exploration is occurring, it tends to focus on targeted applications such as organising information, highlighting unusual activity or supporting prioritisation.
Across the industry, there is a consistent emphasis on ensuring that technology enhances human decision-making rather than replacing it.
The prevailing approach is pragmatic: Identify a specific operational challenge first, then assess whether technology can meaningfully reduce friction.
When physical and digital risks intersect
Modern security environments no longer exist in isolation.
Physical infrastructure is increasingly tied to digital systems through cloud-based access controls, connected surveillance and software-managed facilities.
These connections introduce new dependencies and require closer coordination between security, IT and operations teams.
Organisations that acknowledge this convergence are developing shared communication frameworks and response procedures that span disciplines.
This collaborative approach supports a more comprehensive understanding of risk and reflects how incidents unfold in real-world environments.
Despite evolving tools and structures, the foundation of adequate security remains with human expertise.
Officers and supervisors provide context, judgment and adaptability that cannot be automated and as the industry evolves, success depends on how well organisations align people, processes and information.
Resilient organisations recognise that modernisation is not about replacing people; it’s about empowering them and strengthening their capabilities amid growing operations complexity and rising expectations.
As security leaders navigate workforce pressure, expanding mandates and faster-moving risk environments, the opportunity is to rethink how insight, communication and response come together in daily operations.
The future of security will belong to those who choose to strengthen their organisation by intentionally investing in their people and the systems that support them.
