OCTOBER 2024ENTERPRISE SECURITY| | 19Chad Shade, Sr. Director, Head of Global Physical Security and Safety, Activision BlizzardCOULD YOU TELL ME ABOUT YOUR ROLES AND RESPONSIBILITY IN YOUR CURRENT ORGANIZATION? I'm currently the Head of Global Physical Security and Safety for Activision Blizzard. I oversee programs such as our GEROC (Global Emergency Response Ops Center), threat management, protective intelligence, guard force, executive protection, event security, travel security/safety, and health & safety compliance. I oversee a global security team that covers all of our business units which include AB Corporate, Activision Publishing, Blizzard Entertainment, and King Digital Entertainment. CAN YOU TELL ME ABOUT SOME OF THE WORK YOU'VE DONE WHILE AT ACTIVISION BLIZZARD?When I started in 2019, the physical security and safety teams were distinct and embedded within each respective business unit. Over the course of a year, while I helped support the company's larger Covid response, I particularly focused on evaluating our structure, talent, and budget, specifically toward security, and subsequently created a new team that functions globally across the enterprise. The new roles were set up by functional specialty instead of by business unit.We moved from "generalist" to "specialist," which allows for deeper knowledge and impact in a specific discipline of physical security and/or safety. Although we moved to this new structure, I impressed upon the team that we should be aware of each other's duties and practice the motto "Specialist first, generalist always."WHAT WERE SOME OF THE CHALLENGES YOU HAD WHEN YOU CENTRALIZED THE TEAM?When creating the new org structure, it was important to keep in mind that the team needed to be set up to best support the business, not necessarily each individual. Another challenge is addressing the mantra of "we've always done it that way." Each business unit had their own security systems, escalation processes, relationships, etc. When centralizing, it was important to encourage the notion of "one band, one sound." I addressed this by creating a mission statement, motto, and operating principles early on. It's also important to be transparent in the decisions you are making, as this puts employees at ease; it helps curb animosity during the early stages. You also have to know when to be firm in your decisions, as sometimes being too accommodating stifles progress. One item that had to be addressed early on was how security/safety matters were escalated. We lacked a central command center across all three business units, so we created two command centers that both operate 24/7. We also created an enterprise security/safety training and pushed an internal newsletter article to reinforce how employees should report security/safety incidents. Another key component to this was centralizing our incident and case management system in order to accurately track our incident data. One item that helped create a central identity amongst the team was reinforcing our name (Global Security & Safety) across each business unit. We also SECURITY AND SAFETY FOR DIGITAL PLATFORMSCXO INSIGHTSChad Shade
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