The resilience of a disruptive innovator: Concorde Security

Publication Type

Case

Publication Date

11-2017

Abstract

This case is based on the real-life events of Mr Alan Chua, Executive Director of Concorde Security Pte Ltd, a private security firm based in Singapore. The case details his observations made during his many years of being in the industry. Excesses, inefficiencies and legacy practices that he felt no longer applied in today’s changing security landscape bore the brunt of his dissatisfaction with the industry. Having seen first-hand the poor working conditions that front-line security officers (SO) had to go through, Alan was additionally motivated to make their lives better, primarily through the adoption of technology. However, the industry game changer lies in the complete revamp of the business model that private security operators are currently utilising.

Having a good idea is usually not good enough. Alan faced negative reactions from his peers in the industry. Regulations by the authorities also did not help his cause. He sought to overcome these challenges and picked up some innovation awards in the process. He has seen far greater profit margins with his new approach. Although his revenue has taken a hit, it is projected that in the foreseeable future, as more organisations adopt his technologies, he will more than surpass his former successes.

This case serves to highlight the challenges business owners face when trying to provide new solutions to the market. Learning objectives include understanding resilience theory, disruptive innovation, and managing change in the context of introducing disruptive innovation to an industry.

Keyword(s)

Resilience, Hardiness, Self-Efficacy, Disruptive Innovation, Service Innovation, Change Management

Discipline

Information Security | Portfolio and Security Analysis | Technology and Innovation

Research Areas

Organisational Behaviour and Human Resources

Data Source

Field Research

Geographic Coverage

Singapore

Temporal Coverage

2017

Education Level

Executive Education; Postgraduate; Undergraduate

Publisher

Singapore Management University

Case ID

SMU-17-0016

Comments

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Additional URL

https://cmp.smu.edu.sg/case/3151

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