Go Slow to Go Fast: A Strategy for Innovation in Asset Protection, Security, and Risk Management

In today's fast-paced world, speed is often seen as the ultimate metric for success. Yet, when it comes to innovation and delivering on strategic initiatives in Asset Protection, Security, and Risk Management, I find that the phrase “go slow to go fast” couldn’t be more relevant.

But what does that really mean? Going slow isn’t about dragging your feet or delaying decisions. It’s about building a strong foundation so that when it’s time to accelerate, you can do so with clarity and confidence. Let’s break down what that looks like in practice and how it leads to better, faster results.

What Going Slow Looks Like

1. Strategic Alignment: The first step in "going slow" is ensuring that innovation or change aligns with your broader organizational goals. For Asset Protection and Security, this means understanding the evolving landscape of risks while balancing them against business needs. Taking time to fully understand the ‘why’ behind an initiative ensures that when the rubber meets the road, everyone is moving in the same direction.
2. Building the Right Infrastructure: Before diving headfirst into deploying new technology or procedures, you need to invest time in building the right infrastructure. Whether that’s setting up the necessary technology, creating clear processes, or developing team competencies, it's important to start with a solid base. For example, rushing into adopting facial recognition tools without first addressing privacy and compliance concerns can lead to costly setbacks. On the flip side, a methodical approach allows you to scale innovation faster once the groundwork is complete.
3. Cross-Departmental Collaboration: Innovations don’t exist in a vacuum. Asset Protection teams need to engage with store operations, legal, IT, and even HR to ensure that solutions are fully integrated into the business. Taking the time to bring different departments on board helps mitigate blind spots and ensures smoother execution. This collaboration often starts slow but pays off by preventing misalignments down the road.

What Good Looks Like

When we talk about “good” in the context of going slow to go fast, it’s about achieving seamless integration that feels intuitive. Here’s what success looks like:

• Adaptability: Teams are not just equipped with new tools but understand how to adapt and integrate them into their daily routines.
• Sustainability: Instead of quick fixes, solutions stand the test of time. You don’t have to constantly revisit or correct course because the foundation is solid.
• Scalability: What may start small can quickly expand across the business. Once the groundwork is laid, new processes and technologies can be deployed more rapidly and efficiently.

Applying It to Asset Protection, Security, and Risk Management

In my experience, Asset Protection professionals often feel the pressure to act quickly—whether it's implementing new theft prevention tools, updating security protocols, or responding to a crisis. But it's in these moments that "going slow" becomes critical. We need to focus on the big picture, anticipating challenges and ensuring the right systems are in place before launching into full speed.

For example, when implementing a new digital loss prevention system, it’s tempting to roll it out quickly across all stores. But, starting with a pilot in a select few locations, gathering feedback, and iterating the process is a smart investment. Yes, it feels slower at the start, but you avoid the pitfalls of widespread technical issues or staff resistance down the line.

Another area where this approach is vital is compliance and risk management. Rushing through the implementation of new security policies can expose organizations to legal risks and damage trust with both employees and customers. Taking time to ensure the process is fully compliant, well-communicated, and thoroughly tested means you’ll avoid costly problems in the future.

In Conclusion

To innovate effectively in Asset Protection and Security, sometimes you have to slow down in order to speed up. By focusing on alignment, collaboration, and building the right foundations, you not only mitigate risk but set yourself up to move faster and more efficiently when it counts.

The next time you’re faced with pressure to rush a new initiative, remember: sometimes slowing down is the fastest way to achieve sustainable success.