Security. A strategic practice.

The eight strategic practices

Global enterprises do not optimise workplace technology for one priority alone. They balance risk, cost, experience, compliance, sustainability, and operational control - often across dozens of countries.

Over decades of supporting complex international environments, we have learned that eight disciplines consistently define success. These are what we call our strategic practices.

They are not service categories. They are the principles that guide how we design programmes, structure delivery models, and advise enterprise IT leadership.

No single practice wins in isolation. The right model sits in the balance between them - shaped by your risk profile, regulatory exposure, cost structure, and transformation ambitions.

This article explores one of those eight practices: Security.

Security is a lifecycle discipline

Security in workplace technology is often treated as a configuration exercise.

Encryption policies are defined.

Endpoint protection is deployed.

Access controls are enforced.

But hardware security does not begin when a device is switched on - and it does not end when it is powered down.

True enterprise security spans the entire lifecycle:

Procurement.

Provisioning.

Distribution.

Asset management.

Recovery.

Data sanitisation.

Downstream processing.

If any link in that chain is fragmented, risk is introduced.

Where global models create exposure

Most multinational environments operate through a mix of:

• Regional fulfilment partners

• Local warehousing providers

• Multiple asset recovery vendors

• Independent logistics flows

• Disconnected asset registers

Each handover creates a potential control gap.

Devices may be staged in one country, shipped through another, supported locally, and recovered by a third-party processor under different standards.

The result is inconsistent chain of custody.

Limited global visibility.

Varying data sanitisation methodologies.

Fragmented audit documentation.

And often, security governance focuses on software compliance while physical device handling remains operationally decentralised.

This is where exposure quietly grows.

The hidden risks enterprises underestimate

When security is not embedded into the operating model, the risks extend beyond data leakage.

They include:

• Inaccurate asset records leading to unmanaged devices

• Shadow hardware not aligned with corporate standards

• Unverified downstream disposal partners

• Inconsistent wiping certifications across jurisdictions

• Compliance exposure under data protection regulations

Even a single device processed incorrectly can create reputational and regulatory consequences disproportionate to its financial value.

Security must therefore be systemic - not situational.

Designing security into the operating model

At Egiss, Security is not an afterthought or a control layer. It is one of our eight strategic practices.

That means security is embedded at every stage:

Provisioning under controlled environments aligned with ISO 27001.

Operational governance under ISO 9001.

Environmentally responsible handling under ISO 14001.

Safe operational standards under ISO 45001.

Devices are delivered configured, updated, and aligned with corporate standards before reaching the end-user.

Asset data flows are integrated with customer ITSM and ITAM platforms, including ServiceNow and ERP environments, ensuring accurate lifecycle visibility.

At end-of-life, certified data sanitisation is executed under documented chain of custody. R2v3 compliance ensures responsible downstream handling and reuse where appropriate.

Security is not reactive. It is engineered.

And critically, it is globally consistent.

Because we operate controlled global hubs and structured IT asset processing facilities, security governance is not dependent on local variance.

It is part of the model.

Security and the right balance

Security cannot dominate the model to the point where agility disappears.

But agility without control creates risk.

Employee experience must remain smooth.

Economy at scale must remain viable.

Sustainability must remain measurable.

The strongest global workplace models do not trade security for convenience. They design processes where both coexist.

The right balance between the eight strategic practices ensures security strengthens the model rather than constraining it.

Why this matters now

The regulatory landscape continues to tighten.

Data protection enforcement is more aggressive.

Supply chain scrutiny is increasing.

Boards expect documented control - not implied governance.

At the same time, distributed workforces and global deployments increase operational complexity.

Security can no longer be limited to endpoint software strategy.

It must cover:

• Physical device handling

• Chain of custody

• Lifecycle traceability

• Certified sanitisation

• Integrated asset visibility

Anything less creates blind spots.

Closing perspective

Security in workplace technology is not a feature. It is a structural requirement.

It cannot be inspected at the end.

It must be engineered from the beginning.

That is why Security is one of our eight strategic practices.

Because without it, global workplace delivery becomes an unmanaged risk surface.