Securing the future┬áVanguard Security is showing the value of a different approach to security services, as Sean Flynn tells Ruari McCallion. ÔÇ£The security business is changing,ÔÇØ says Sean Flynn, president and CEO of Vanguard Security, Inc. And itÔÇÖs about time, many may feel. The popular image of security is not out of the top drawerÔÇöelderly men with dogs of uncertain temperament and parentage making once-an-hour checks on the fence, equipped with little more than a flashlight and a crackling walkie-talkie donÔÇÖt inspire confidence.

Location, location, location┬áCentral Locating Service, along with its sister company, SM&P Utility Resources, has a mobile workforce of more than 3,000 locators working at construction and excavation sites. Linda Seid Frembes talks to Jim Wallace, vice president of operations. Central Locating Service (CLS) is a best-in-class company that specializes in locating underground utility lines for private infrastructure owners as well as utility providers like telecommunication, cable television, water, gas and electricity.

Performance excellence┬áMartin Ashcroft finds lean returning home to automotive through process improvements in a vehicle rental business. The business philosophy we now know as ÔÇ£leanÔÇØ has its roots in automotive manufacturing with Toyota. Many other industries have since seen its value, and the language of lean can now be heard in the corridors of healthcare facilities and financial institutions ÔÇö anywhere, in fact, where waste can be eliminated from processes.

Designing the future┬áAndrew Pelis learns how Graziani + Corazza Architects is leaving its mark on TorontoÔÇÖs skyline by designing for the 21st century with modern innovation. The Toronto skyline is currently undergoing a transformation.

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Advancing the business in the down market┬áIn a downturn, forward-looking executives focus not only on survival, they also prepare the business for recovery. Article three in this series on effective executive management during an economic downturn describes the strategies and practices that business leaders must deploy to achieve this. IntroductionEconomic downturns are accompanied by the failure of weak businesses and ineffective executive teams.

Resource deployment strategies┬áThe second article in the series on effective executive management during an economic downturn addresses the process of adjusting resource allocations during a period of reduced demand. IntroductionAn economic downturn tests a leaderÔÇÖs skills and mettle. In the first article of this series, we introduced a disciplined executive process to ensure that your company not only survives but is positioned to rapidly grow when economic conditions improve, as they will.

Looking forward to recovery┬áIn an economic downturn, forward-looking executives introduce strategies for survival, but also prepare the business to lead during the recovery, says Rick Burris, Principal, Oliver Wight Americas. Stressful times create an environment of great risk but also of great opportunity. Economic downturns have always produced a winnowing out of weak businesses and ineffective executive teamsÔÇöbut they donÔÇÖt last forever.

Measuring performanceIn part six of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., discusses the importance of performance measurement, and in particular, ensuring that the right things are measured. IntroductionMeasuring performance is a perennial topic in the executive suite, in board meetings, and at meetings of management scientists. To paraphrase Dr. Deming, measuring performance is good; measuring the right things is the trick executives must learn.