Strategic Planning in Security Businesses: FY2027 and Beyond

Strategic planning may not always feel urgent amid the day-to-day work, or even applicable to many, but its impact touches every level of an organization.

It’s important annually, and long term, to identify key priorities, reaffirm core values and establish clear goals to guide progress.

When you successfully implement a strategic plan, the result will be a well-defined roadmap that provides direction for your entire team. It will set company-wide priorities and help everyone understand not only what we are working toward, but why.

Without a strategic plan, organizations risk operating reactively rather than proactively. Priorities can become unclear, teams disconnected and efforts misaligned. Employees need clarity about where the company is headed, and strategic planning ensures leadership provides that direction.

As we look toward FY2027, what does “setting company-wide goals” really look like?

Setting company-wide goals begins with reflection. 

We evaluate the past year, specifically looking at what worked, where we struggled and where we have the greatest opportunity to improve.

From there, goal building starts at the top. The ability to translate a strategic plan into executive-level goals that move the business closer to a long-term vision is crucial for the entire organization. Leadership aligns with departmental, then leaders will work with their teams to establish individual goals that directly support those department objectives. In this way, goals cascade throughout the organization—connecting every individual’s work to the companies broader direction.

All goals should be SMART: specific, measurable, achievable, relevant and time bound. They must be clear, realistic and ambitious enough to push growth without being unattainable. When done well, company-wide goal setting creates alignment, accountability and ownership—it ensures every team member understands how their work contributes to the company’s success in FY2027 and beyond.

How do you ensure company-wide goals don’t stay at the executive level?

Setting company-wide goals is only effective if they move beyond the executive level and become embedded throughout the organization. The key is intentional alignment. Once executive goals are established, they must cascade clearly into departmental objectives and then into individual performance goals. Each leader plays a critical role in translating strategy into meaningful, actionable priorities for their teams.

Leaders must then continuously reinforce the connection between individual contributions and broader directions. When employees see how their work directly supports FY2027 priorities, goals shift from being executive initiatives to shared commitments.

When new initiatives or projects are proposed, how do you evaluate strategic alignment?

Strategic alignment is about choosing the initiatives and projects that propel us toward our vision. At PSA, we ensure every project we take on has purpose and momentum by asking these key questions:

• Does this initiative directly advance our strategic plan?
• Does it support a defined company-wide goal?
• Do we have the capacity—time, talent and resources—to execute it well?

We also encourage a “start, stop, continue” approach, freeing space for new ideas by stopping what no longer serves us, continuing what drives success, and starting only what truly moves the organization forward. This disciplined focus prevents distraction, empowers teams, and ensures that every effort contributes to our collective mission.

What are the biggest challenges in keeping projects aligned at all levels?

One of the biggest challenges in keeping projects aligned is managing the balance between opportunity and capacity. There are always ideas and initiatives that could bring value, but resources are limited and strategic focus is essential. 

When things go off course, my job is to keep the PSA team aligned and on track. That means making thoughtful choices about which initiatives to pursue, pausing or redirecting others and continuously reinforcing how each effort contributes to our long-term vision.

Communication and collaboration are at the heart of this. When teams understand not just what they are doing but why it matters, alignment becomes shared ownership rather than top-down direction. This disciplined focus turns challenges into momentum, ensuring that every project propels us closer to the future we are building together.

What have you personally learned about strategic planning and execution?

Even in the early stages of our three-year strategic planning, I’ve learned that effective strategy requires time, thoughtfulness, and intentionality. It’s not just about creating a plan—it’s about building alignment, setting priorities and committing to disciplined execution.

I’ve seen firsthand how critical structured processes are: bringing the team together, engaging in focused exercises and consistently checking in on objectives all reinforce clarity and connection. 

The biggest personal takeaway is that strategy is as much about how we execute as what we plan. Strong alignment, frequent communication and deliberate prioritization are what turn a strategic plan from a document into real progress across the organization.

As you look ahead to FY2027, what excites you most?

What excites me most about FY2027 is that PSA will be entering the year with a clear vision, aligned priorities and a deliberate roadmap for execution. We’ll have a refreshed strategic plan that connects every executive decision, departmental objective and individual goal to a shared vision. This creates clarity and purpose for every team member.

I’m also energized by the culture we’re building around focus and accountability. With frameworks like “start, stop, continue,” cascading goals, and structured check-ins, we are intentionally avoiding initiative overload and ensuring every project we take on drives meaningful impact.

Most of all, I’m inspired by the momentum this process is creating. 

Alignment, communication and shared ownership mean that FY2027 won’t just be about executing tasks. It’ll be about turning strategy into tangible progress, empowering teams and building an organization where every contribution matters. 

The views and opinions expressed in guest posts and/or profiles are those of the authors or sources and do not necessarily reflect the official policy or position of the Security Industry Association.

This article originally appeared in RISE Together, SIA RISE’s newsletter for young security professionals.