So, video analytics is hardly necessary if you have a very small business. It could be anything — a blacksmith shop in your garage, a clothes and shoes mending shop, imprinting on fabric, restoring things, making toys, carving wood, and all that sort of thing on a small scale. At the same time you have 1-3 people, the profits are stable, but small.

In this case, to monitor you can put one video camera or even a "camera-blank", so that your employees were doing their job, as they say, "on the conscience.

As for collecting data on the behavior of visitors - it's so simple that you can get by with a survey of staff or data from an ordinary camera.

The question of installing video analytics can be removed from the agenda in those companies where the manager has introduced a rigid system of meetings and reports, and where there is no need to control the process, but only the result is important. And this result is defined by reports. And the manager no longer cares how the result is achieved.

The CEO of such a company just needs to answer the question, "Are you sure that the reports are truly objective and there is no need to double-check them?" If the answer is yes, then there is no need for video analytics.

For example, imagine a sales department office consisting of sales managers whose job is to develop the distribution network of their company. Agree that in terms of controlling the result, the manager has little interest in what time managers come in and out of the office, how often they go out for a break, and whether they work at a computer at all. If the employees regularly conclude contracts and fulfill their plans - then let them sit in the smoking room all day long.

Video analytics is definitely not needed for companies whose core staff works remotely. And considering that nowadays in the conditions of pandemic many companies change the format of work and switch to remote work, then think about it, maybe you will come to this soon? If you decide to create a remote team and conduct meetings with your team via Skype, then of course you don't need video analytics.

For example it would hardly be necessary for the IT-companies where the core of your team is consisted of the freelancers, or if the employees' work is based on the principle of accomplishing particular tasks. As the saying goes: "Done - got paid. "Didn't do it - No problem either." In such situations, there is simply no need to introduce video analytics, as the results of personnel activity are tracked in other accounting systems.

There are cases when even our advanced Cyber Vision Control system can't get the job done. Yes, this is also possible. And such situations can occur in a company of any size and in any field of activity.

Example 1. There are no regulations in the company or no one knows about their existence. The fact is that we have repeatedly encountered the situation of our customers, when the employees of their company have no idea about the existence of any rules and regulations. Moreover, even middle managers and heads of departments are not always aware of how things should be "right. Business processes in such companies are implemented either at the discretion of the employee or intuitively. And this is a huge stumbling block for the introduction of video analytics. The principle of video analytics is to detect deviations, but to detect the deviation one should understand what is the rule. In such cases video analytics is powerless.

Example 2. Specific tasks a manager wants to solve. Well, for example, you want to make sure that your accountant or finance department doesn't "cheat" with documents. Here it is not at all clear what to identify - what visual action indicates a deviation? Examples of such situations abound, and not in all cases we can think of what exactly should be fixed and what to analyze.

Example 3. The violations happen out of camera's sight. For example, there are no cameras in the premises or the premises are not visible. Respectively, the violation cannot be captured, so it cannot be recognized by the video analytics.

A manager is also a person, and like any person he has his own weaknesses and views on building relationships with his staff. We don't think we need to explain that the system only detects violations, but it cannot conduct an educational conversation with an employee or make a decision to fire him. And this is where not all company directors are capable of making tough decisions. If you recognize your qualities in the following list, you probably shouldn't start implementing video analytics.

• The director is not prepared for the consequences (penalties, dismissals and fines) if serious violations by employees are discovered. Remember that a violation that is detected but left unpunished can make the situation worse. After all, previously the staff thought that the director was just unaware of their liberties, now they know that he just chickened out of going into a direct conflict with them. The employees will understand the impunity, and then the effect will be the opposite. Of course, the degree of punishment is determined by the director (well, or it is spelled out in the rules of the company), but in any case, the punishment must be. If you are not psychologically prepared for potential conflicts, then leave everything as it is, and live in a land of roses.

• The manager does not want to "offend" the staff with his distrust and suspicion. We are all human and want to be loved and appreciated. If you are worried that the staff will think badly of you, that you "God forbid, could assume that one of them works badly or breaks the company rules," then you shouldn't start either. After all, what if afterwards you have to fire some of them...