The Multiplier, 5 of 8

The Multiplier

Ownership x Collaboration

When we collaborate, we reach our full potential – and win over the competition.

At Securitas, we expect you to take ownership as if you owned the business yourself.

Closeup of a woman in discussion with a client.
We expect everyone to act as if they owned the business themselves, as symbolized by the head of the You Make the Difference tool.
Ownership means taking full accountability for our own performance, and includes being transparent both when things are going well and when they are not. It also means taking decisions quickly and close to the client, and acting with speed to respond to changing market conditions. If you are a leader, your role is to empower your teams to work in the same way.
Protecting ownership in our different lines of business sometimes means accepting a degree of resource duplication. At the same time, strong leaders recognize when collaboration leads to better results and actively seek opportunities to work across teams when it serves our clients and our business.

To do our own jobs well, and deliver great results for the business, we need to collaborate closely with others.

An officer communicates with a construction worker
None of us can be experts in everything, and diversity of experience and thought leads to better ideas and better outcomes. That is why we need to collaborate to win in the market.
Collaboration also allows us to benefit from scale. Consistency plays an important role in operational excellence and quality, and scale creates advantages that require a certain level of standardization across our business.
To support this, we use three types of business standards, all designed to reinforce a culture of ownership and accountability:
• Core – mandatory for everyone, covering areas such as our Values and Ethics Policy, Toolbox, brand, and financial and performance management.
• Common – areas where we collaborate because clients expect consistency or because it is more efficient, such as our digital client interface, CRM, selected people processes, data models, and parts of our IT infrastructure.
• Distinct – business-specific areas owned by each operating unit.
Group Management determines which standards fall into each category and reviews these decisions annually.

The middle part symbolizes the multiplier effect

Our organizational structure, with few layers, supports this.

A crowd of people walking through the city in the evening sun.
Securitas is a large, global company with several specialized business lines. Even at our scale, we stay close to our clients and protect our deep specialization through our decentralized model. This helps us protect accountability and enables us to make commercial and operational decisions as close to the client as possible.
We're proud to be a decentralized business with minimal reporting layers and simple approval processes, as it helps us stay agile and client centric. Central functions are lean and effective, focusing on supporting the business so our commercial and operational teams can spend their time where it matters most. At the same time, we work from a common foundation – our Toolbox, financial framework, policies, and management procedures – and collaborate where it benefits our clients or adds efficiency.
A watch

Take a few minutes to reflect on the following questions:

What could you do to collaborate even better with your colleagues?

How do you make sure that your organization minimizes hierarchy and administration?

What business benefits do you see from being a diverse team?

The Multiplier

Now you know that Ownership x Collaboration means that the whole is greater than the sum of the parts

Go to the next tool!
At Securitas, we work in a decentralized way, enabling everyone to make decisions close to the client and for leaders to take full ownership of their results. We collaborate across teams to better serve our clients and improve quality and efficiency. We make deliberate decisions about what should be shared across the business and what should remain business-specific, and we review these choices annually to ensure they still make sense. When ownership and collaboration are combined, they create a multiplier effect that unlocks our full potential.