icca aes - strategic planning by susan robertson, cae
TRANSCRIPT
International Congress and Convention AssociationTwitter: #ICCAWorld
ICCA Association Expert Seminar ICCA Association Expert Seminar
Focus on What Matters: A New Look at the Planning ProcessSusan Robertson, CAEExecutive Vice President, ASAEPresident, ASAE Foundation
ICCA Association Expert Seminar17 April 2016
International Congress and Convention AssociationTwitter: #ICCAWorld
ICCA Association Expert Seminar
• Strategic Framework vs. Plan• Engaging Boards & Volunteers• Elements of the Planning Process
Today’s Agenda
Strategic Framework in Its 11th Year
Learning Community
Advocacy Knowledge
Strategic pillars stand the test of time. Goals may change.
Example of ASAE Pillar, Goals & Desired OutcomesPILLAR: KNOWLEDGEGOAL:ASAE will be the definitive source for ideas, tools, and resources for the association profession.
Outcome: ASAE is the first choice for knowledge and information for the association profession.
– 1.1 Enhance the quantity, quality, and relevance of the association
management tools and resources we offer.– 1.2 Strengthen our capacity to explore new ideas and approaches
for the profession, and foster greater innovation within a global business environment.
– 1.3 Pursue opportunities for collaboration both inside and outside our community.
– 1.4 Develop and promote professional standards and best practices.
2008: ASAE Assumed Direct Role in Planning
• Planning Committee Eliminated• Process established; inclusive of broader spectrum of volunteers
Introduced Volunteer Leadership Retreat
• Guides ASAE’s future & strategy• Board vets and approves volunteer recommendations• Staff assesses feasibility & prepares recommendations
March ASAE Board & Foundation Board Meetings
• ASAE Board reviews recommendations & approves further action steps• ASAE Foundation Board vets Research & Development Committee recommendations
August ASAE Board Meeting
• New/expanded programs & research approved in March included with continuing programs in proposed Program of Work and Budget for coming fiscal year• Board reviews, provides feedback & takes appropriate action
Engaging the Board & Volunteers in Planning
Components of the Planning Process
Market Research
Components of the Planning Process
Market ResearchPortfolio Analysis
Components of the Planning Process
Market ResearchPortfolio AnalysisProduct Development
Components of the Planning Process
Market ResearchPortfolio AnalysisProduct DevelopmentAnnual Planning & Budgeting
Market Research & Environmental Scanning
How Have Your Members & Their Environments Changed?
Scans conditions, communities, cultures, processes, structures or systems conducive to creating new value.
Scanning the Current Environment: Annual Volunteer Leadership Retreat
…Reveals New Opportunities & Directions
• Keeps a pulse on member expectations and demands• Keeps pace with changes in their environments• Gets buy-in for new initiatives• Needs a process to manage
– Vetting– Planning– Design– Product Development– Implementation
• Format and agenda driven by In-coming Chair
Market Research and Analysis
MARKET ANALYSIS
CONFIRM/TARGET EXISTING MARKETS• Determine current penetration & growth
opportunities• Establish relative priority of each
IDENTIFY NEW MARKETS• Determine Opportunity for Growth
IDENTIFY WEAK, UNDER-PERFORMING, OR UNATTRACTIVE MARKETS
• Establish course of action and timeframe for withdrawal
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ASAE Example: Market Research & Analysis
1.6 million tax-exempt nonprofits
750,000 Employees
ASAE has22,000 members
Portfolio Analysis Applied to Market Research
PORTFOLIO MANAGEMENT
TARGETED MARKETS
Weakness Discontinue orStrengthen
Build on these
Address/Fill
Hold or weed out
Strength
Gap
Excess
MARKET ANALYSIS
Framework for Product Development
A disciplined, strategic process for decidingwhat to create,what to discontinue, and how to manage the portfolio.
ASAE’s Journey
In Other Words…Make better decisions about what to do—and not do.
ASAE’s Journey
What Criteria Does the NPD Process Apply?
Innovation (not required, but desired)
Value (Strategic Fit, Member
Needs, Market Viability,
Feasibility)
Financial Net (Projected $)
Red Flags (potential problems)
2 Types of New ProductsNew Product
Type 1Builds on existing
products for current and
new markets
New Product Type 2
Creates new products for current and
new markets
New Product Development & Review
Process
What Does Not Count as a Product?
• “Support and Enabler” activities such as Executive Management, Governance, Finance, IT, Web, Social Media, Marketing, etc.
• Projects (plans, undertakings, tasks) such as updates & reports, research, marketing plans, presentations, staff meetings, etc.
yes
Drop
Option to Revise and re-propose
VOLUNTEERSMEMBERSSTAFF
Idea generation
Product proposal
Product review
FY Program of work and budget
Board review and approval On-going portfolio management
TARGETED MARKETS
no
Benefits of a More Focused Approach
Focused Resources
Better Decisions
Better Quality & Variety of Products
More Innovation
Big Picture Benefits Stronger Organization
Positioned for Growth/Market Penetration
More Value for Members
Better ROI
ASAE Example: Strategic Direction
Leverage the enormous growth opportunity in front of us
Our Growth Strategy
Build Sufficient Infrastructure
Create Taxonomy & Content Distribution Strategy
Develop Engagement Strategy 1. Individuals & Organizations2. Career & Talent Management
ASAE’s Journey
Questions?
