Strategic Plan Review

1. Strategic Plan Review • June 1, 2017

2. Setting the stage • Strategic Planning Approach

3. Setting the stage 1 2 3

4. Overview The security profession makes the world a safer place and has a positive impact on the future of the organizations and stakeholders it serves. We are the global leader in security professional development, education, and standards—transforming lives through the leadership we provide, the communities we create, and the products and services we deliver.

5. Promises To our members, we promise: best-in-class member services; opportunities to build relationships, exchange ideas, and share insights and best practices with peers around the globe; education and professional development opportunities that help you to be more effective in your job and that support you at every stage of your career; an opportunity to be involved in the direction and work of our Society; and to be a global advocate for and a positive impact on the profession.  To the employers of our members, we promise:  opportunities for your staff to access cutting edge knowledge, and to develop relationships with global and local industry experts that create value and reduce risk for your organization.  To our partners, exhibitors, and advertisers, we promise:  to be a good partner and to work together for the best possible outcome for our respective interests.

6. Promises To our staff, we promise:  an empowering work environment and a culture of diversity, inclusion, and transparency; clear strategic intent to hold you accountable, and to reward you for fulfilling that intent; appropriate professional career development opportunities; and the opportunity to work on significant challenges that have global impact. To governments, we promise:  to have open and transparent discussions with all interested governments about the importance of standards, professional development, and the furtherance of public-private partnerships.

7. Our Strategic Bets for Future Success • ASIS International members' make-up, demands, and needs will continuously evolve. Therefore, our Society must be agile and have its hand on the pulse of members globally to know and to deliver what will make a difference for their careers and employers. • ASIS International must be the clearing house for the best security and risk management practices for all levels and specializations of our profession. • ASIS International must be the global face and voice of the security and risk management profession.  • ASIS International is a leader in anticipating and dealing with emerging physical, cyber, and other threats from nations, organizations, non-nation-state actors, individuals, and new technologies. • Criminal and terroristic threats will become more cyber-related, physical and cybersecurity will converge, and the roles of the CSO and CISO will converge.

8. Three Key Tests • Digital • Geographically Relevant • Device Agnostic • On-Demand • Market-driven • IterativE Development Agile Global Mobile

9. DependEncies • Transforming stakeholder Strategic Goals into actionable Initiatives • Break down each goal into targeted need • Identify what dependencies and operational prerequisites exist within ASIS today • Identify common key steps in each Goal and Initiative to efficiently meet strategic objectives • Prioritize key steps in each Initiative and map out next five years for ASIS

10. SETTING THE FOUNDATIONTHROUGH DIGITAL TRANSFORMATION • Tasks that will be 90% complete by EOY17 • Data cleanup • New Content Management System selected • Modern enterprise architecture • UX focus • New website AND online store • Association Management System launch • Fully integrated Learning Management System/Certification • Online community • Online S&G development tools

11. IT Dependencies Combined Tasks Combined Tasks IT Dependencies Timeline Website

12. Global network • Strategic Objectives

13. Objective Overview • ASIS needs to focus on creating membership relevance for members globally—across all markets and at every step of the career ladder. • Members desire dynamic engagement channels across the ASIS organization that enable a truly global engagement experience on security topics.

14. Key Steps • Three major initiatives been identified to advance the Global Network strategic objective: • Membership structure and opportunities • Information sharing • Engagement channels

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18. Professional competency • Strategic Objectives

19. Objective Overview • To stay relevant, ASIS needs to create a tiered credentialing pathway geared toward life-long learning of and for those in the security profession. • ASIS needs to create accompanying education and training offerings utilizing a tailored approach. • ASIS will provide greater reliability, flexibility, and responsiveness to this need by leveraging strategic partnerships and alliances in an already congested market.

20. Key Steps • Two major initiatives have been identified to advance the Professional Competency strategic objective. • Career pathing mechanism • Foundation certification

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23. Knowledge & Learning • Strategic Objectives

24. Objective Overview • ASIS must deliver content to its members in a more efficient and curated fashion. • Create a traditional academic curriculum to provide a simple, coherent path for entering the profession and developing competency.

25. Key Steps • Five major initiatives been identified to advance the Knowledge and Learning goal: • Content strategy • Enhanced eLearning • Instructional/training methods • Issue management framework • Onboarding curriculum

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31. EVENT PREPAREDNESS & RESPONSE • Strategic Objectives

32. Objective Overview • ASIS needs to develop the protocols and process to ensure that volunteer leaders have a way to communicate—before, during and after a crisis. • Members need actionable and searchable information readily accessible and ASIS should be broadly recognized as the “go to” organization for security management thought leadership and best practices.

33. Key Steps • Four major initiatives been identified to advance the Event Preparedness & Response strategic objective: • Incident response portal • Mass notification protocol • Media engagement plan • Internal incident response plan and training

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38. BrANDING • Strategic Objectives

39. Objective Overview • In consideration of the changing markets in which ASIS operates, it is essential to communicate a clear identity and mission. • This will be accomplished through the development and implementation of a strategy that reinforces the organization as the global face and voice of enterprise security risk management (ESRM).

40. Key Steps Three major initiatives been identified to advance the Branding strategic objective: • ASIS organizational identity • Comprehensive marketing communications strategy • Audience of influencers/advocates for the organization

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44. ORGANIZATIONAL • OPERATIONS & PERFORMANCE • Strategic Objectives

45. Objective Overview • Develop a team to facilitate organizational and operational needs projects, measure success, and regularly report progress to ASIS stakeholders. • Develop a new data infrastructure that can flexibly and efficiently meet the needs of different departments.

46. Key Steps • Three major initiatives been identified to advance the Organizational Operations & Performance strategic objective: • Customer satisfaction • Data modernization • Staffing infrastructure

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50. Success to date • 2017 Progress Forecast