Thursday, June 6, 2013

Business Trends: Keep Them Coming

Here’s an idea, how can leaders and management insure that everyone in an organization remain focused on one important strategy? While allowing for growth and flexibility to achieve themselves as a dominate player in a complex global arena (Sull & Eisenhardt, Simple Rules For A Complex World, 2012). Well, the answer may not necessarily be as easy as 1, 2, 3 or A, B, C. What (Sull, Competing Through Organizational Agility, 2010) points out a shift that the 3rd era of globalization may be bridging the gaps between execution and strategy (Sull & Eisenhardt, p. 69).


“Globalization has increased… mastering ideas and technology has become more important than natural resources or physical capital” (Zak, 2013, p. 5).  Why is this so? Sull & Eisenhardt, 2012, p. 70 points out that improving the company’s infrastructure, and build an aggressive corporate culture are often key components to achieving growing revenues. 

Thinking of the aggressive corporate culture had me think back over the past 21 years of working with a number of law enforcement agencies, community leaders, stakeholders, and government officials as they looked for ways to improving some framework for a complex changing world.


 Merger Market[1]  From reading the articles it was very easy to realize how important a role technology has in my profession. Recently, technology and investigative advancements, have amplified the potential impact law enforcement can have on the criminal elements in communities. Various federal, state, and local law enforcement are ever on the increase look out for implementing these newly developed advancements, in suppressing crime in each community.


An example from my own experience of how critical this is. I’ve worked on the National Integrated Ballistic Information Network (NIBIN) program. This system is designed to support the advance investigative tools needed in critical shooting incidents. The advancements in part provide a new way to forensically identify related shootings from the same firearm. The system utilizes advance computerized imaging, that not only supports the investigator in the field, but also improve the efficiency of the examination of ballistic evidence (Department of Justice Bureau of Alcohol, Tobcco, Firearm and Explosives, 2004, p. 24).


Who remembers the DC Beltway sniper shooting? What most do not know about the Beltway case were the advance technologies which actually brought about the swift capture of the two men. The matching of the bullets to a gun helped police track these would be killers (Woellert, 2002).


It was the Integrated Ballistics Identification System (IBIS) which has become in our industry the platform computer identification system (NIBIN, 2004).  This advance computing allows for correlating and matching of both projectiles and shell casing ballistic evidence. Just as in the DC Beltway incident, tracing weapons used in crime (forensically) improved law enforcement changes in linking the firearm used to the other shootings (Ballistics Fingerprint: A Lifesaver, 2002).

The single benefit from both systems is the ability to link ballistic evidence to link in related shootings that was not possible just 20 years ago. An agency years ago, would have hand carried the ballistic evidence from one laboratory to the next in order to identity links. Now, with NIBIN & IBIS, we only have to upload the information from these events into a computer and now, any law enforcement agency can better look to find comparison via the systems.


 Very often we hear on talk radio or television slogans, “Guns don’t kill people-people kill people.”  With the new technologies, the increasing term “People kill people; will become more a distance sound in the past because of the advancements made in technology.  


Reading (Bisson, Kirkland, Stephenson, & Viguerie, 2010) and (Lamarre & Pergler, 2009) made me realize that we must work within and across many environments, in order to achieve “a greater hand” in our industry.Text Box: Figure 3 (Bureau of Criminal Apprehension, 2013)

  So, having identified this as a starting point for improving, uplifting, and gratifying a desire to improve one’s business, this brings me to, the next question is how?


The next decade will be one of enormous transformation (What Happens Next? Five Crucibles of Innovation That Will Shape the Coming Decade, 2010, p. 24). The places where the stressors of the global economy clash will also serve as the crucibles where innovation will be generated. We should expect step-changes across the spectrum: in mobile broadband, clean technology, business processes, bioscience, and more. We will invent entirely new ways of doing things we thought we already knew how to do well

Simply putting off action can be as risky as responding too quickly. If law enforcement not collected and shared the ballistic evidence in the DC shootings (Ofek & Wathieu, 2010) much of the evidence would not have been compared and left in open cases or still a reported isolated incident.  

Works Cited                                                  

Bisson, P., Kirkland, R., Stephenson, E., & Viguerie, P. (2010). What Happens Next? Five Crucibles of Innovation That Will Shape the Coming Decade. McKinsey & Company.

Bureau of Criminal Apprehension. (2013). NIBIN Database. Comparative Examination.

Department of Justice Bureau of Alcohol, Tobcco, Firearm and Explosives. (2004). NIBIN. Washington: DOJ.

Lamarre, E., & Pergler, M. (2009, October). Risk: Seeing Around the Courners. McKinsey Quarterly, pp. 1-7.

Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco: Jossey-Bass.

Ofek, E., & Wathieu, L. (2010, July- August). Are You Ignoring Trends That Could Shake Up Your Business? Harvard Business Review, 88(7/8).

Sull, D. (2010). Competing Through Organizational Agility. McKinsey Quarterly, 1-9.

Sull, D., & Eisenhardt, K. M. (2012, September 01). Simple Rules For A Complex World. Harvard Business Review, 90(9), 69-74.

Woellert, L. (2002, October 25). Ballistics Fingerprint: A Lifesaver. Business Week Online.

Zak, T. (2013). Strategy Development: Analyzing the External Strategic Environment. Slide 5. Pittsburgh, PA.



[1] Merging Market.

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