leading strategic change european association summit 2017 · •operating a large dbase with...

Leading Strategic Change European Association

Summit 2017

Leading strategic change

How associations should anticipate changing markets and policy developments.

In today’s environment, associations face challenges in terms of governance, structure and long term strategy development. This session will analyze some of these challenges and provide solutions in the areas of strategic governance; audit and environment scanning and strategic planning. We will also share some case examples of current relevant major challenges; including Brexit, Data Privacy and Global policy – and how to anticipate and adapt.

TRUE GLOBAL ASSOCIATION MANAGEMENT COMPANY

FOUNDED IN 1964,

MORE THAN 375

PROFESSIONALS

OFFICES IN USA, Europe &

ASIA

ALLIANCE PARTNERS

Around the world

CHARTER-ACCREDITED

ASSOCIATION

MANAGEMENT COMPANY

WITH AMC INSTITUTE

PORTFOLIO of SERVICES

SPECIALIZE IN STRATEGY

AND GROWTH

© 2017 Kellen, Inc.

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Kellen Background


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Kellen Services

MANAGEMENT COMMUNICATIONS DIGITAL STRATEGY REGULATORY

AFFAIRS

MEETINGS & EVENTS

CONSULTING

Full-Service Management

Accounting

Member and Customer marketing

Board strategic planning and Management

• Public Relations

• Websites

• Social Media Management

• Crisis Communications

• Education

• Industry Landscapes

• Competitive Benchmarking

• Digital roadmaps

• Social Media Strategy

• Lobbying

• Public Affairs

• Trusted messages

• Regulatory Relationships

• Planning

• Execution

• Trade Shows

• Special Board and Member Meetings

• Delegations and Missions

• Global Expansion

• Alliances and Coalitions building

• Board Education

• Succession Planning

Sample Client List

• Equipment rental, batteries

• Food products, fish, stevia

• Lighting designers, Utilities


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1. Change and the Adaptive Association: your key issues • Professional and industry changes • Role of regulators • New industries

2. Strategic Governance and Planning • Board Managment • Strategic Planning • Audit and Evaluations

3. Examples

4. Tools • Benchmarking: tool understand how your association compares • Power, legitimacy and urgency – tool to assess position

5. Challenges • Brexit, and state of health – how to deal with it? Trade agreements (Canada-EU) • Data privacy and GDPR

Content


Change is difficult?



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• Professional and Industry Changes

• Role of Regulators

• New Industries

• Discussion points: your questions and input

• What are your key issues: what is perceived as greatest change factor? Examples mentioned in the session included:

• Market consolidation

• EU better regulation plans

• Other organizations offer services “for free” (“EU project days”)

1. Change and the Adaptive Association


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• Board Management

• Strategic Planning – key issues from Kellen’s Report

• Audit and Evaluations

2. Strategic Governance

Vision?



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1. Board is focused on strategic issues

2. Board works for benefits of the organization’s members through strong consensus building and effective decision making

3. Clear definition and understanding of roles and responsibilities

4. Board culture of engagement and diversity (small size but representative)

5. Strategic Board recruitment and succession (term limits, elections)

6. Executive / strategic session every few years (with follow up)

7. Keeping track: Board Evaluation and member surveys

Board Success Factors

Buy-in to Strategic Planning

Trust, in those who pay the invoices

Who is in the paying your association?

• Companies

• Professionals

• Associations

• Other non-profits

• Agencies

• Sponsors

• Government

• .....


Kellen Thought leadership Experience

Strategic Planning for Associations, 2014 indicates our leadership in this field

Social Media Reports 2013, 2014, 2015, 2016 (review Europe, US, China) illustrate our forward thinking on important factors for associations regarding social media, based on a wide field research project.

Several colleagues are teaching on alliance building, management and strategy.

© 2017 Kellen Company Inc.

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BENCHMARK – Kellen Europe’s Report

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• Survey: 152 participants

• Focus Groups

• Discussed in sessions

• Available



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• How often do you engage in strategic planning? • Every 3 years seems to be the benchmark



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• Strategic direction /business plan is key reason for a session



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• Content: Projects, communication, future direction stand out



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• Participation: input members sometimes



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• Tools: along the lines of our program



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• Measuring the results:



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• Result: is created by all who follow up….


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A) US based international professional society

B) European based global trade association

3. Global Development Examples


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3. A) US based international professional society

• Type: International Association of Professionals

• Location: International Headquarters in US

• Purpose: Expansion and Operations in Europe

• Next 3 slides are from a Board global strategy session facilitated by Kellen


1. Introductions

2. Board Orientation Principles 3. Five Themes for Globalization

4. Other Points of Discussion

5. Wrap up

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3. Five Themes for Globalization I. Governance

II. Public Policy

III. Membership

IV. Education and Events

V. Finance and long term strategy

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III. Membership Membership Conversations

The “on-off switch” of member attention: - Value conversation: propositions and services options; integrity &

membership; The numbers – what do they say (internal and external consultants

via research and surveys)

Global Recruitment and retention situations – Open up and accept international based professionals who also run a

manufacturing representation business?

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3. B) European based global trade association

• Type: Global association of companies with focus in various global regions, at least 3 well developed and 2 in development

• Location: Global headquarters in Brussels

• Purpose: Research, Organization and Operations in China

• Next 2 slides are steps for a strategy in China facilitated by Kellen


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3. B) Approach for one region: typical checklist for China

• Start with research: conducted by Kellen

• Strategic: Why is China part of the long term plan

• Comparison with other trade associations

• How China fits in the influence across Asian markets

• Importance of China, eg. as an regional influential regulator


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3. B) Regional Development – Typical outcomes, eg. China

• Board meeting in the new geography – a local insight

• Stakeholder event

• Regular monitoring and research report with local / global consultant

• Newsletters, information sharing

• Briefings and roadmap how to develop next in the specific market and regulatory environment.


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A) Benchmarking: tool understand how your association compares with “likewise” or totally different samples. Beyond the typical SWOT

• It can be of interest to compare to with other associations because: • Are in the same industry / profession

• Have a similar position in another industry / profession

• Focus on similar geography(ies) (but in a different sector). Geography is useful but is only one aspect, and think also about range of services, types of membership and financial clout

• Offer similar type of services (but in a different sector)

• Face comparable issues to deal with – challenges and opportunities

• Kellen uses this tool often to get a broader view of options to develop the association specific to the sector or profession involved

4. Examples of tools

A B

Sector Sector X Sector Y

Members 25 National Associations and 10

companies

47 Companies, split in Regular

and Associate

Voting rights % 100 Total (one vote each) One vote each (not associates,

except for their member fee)

Funding % Majority by companies Companies only – link only to

few N.A.

Turnover 10bn 6bn

Staff 5 3

Structure

All members welcome to

committees; mixed E.C; CEO

forum every 2 years; and

member of the Int’l Federation

Board of 11, including a

representation of companies

according to type product, size

and geography;

Example BENCHMARKING BY KELLEN


Sector EU = sector Global = sector EU EU EU EU

Members

18 National &

regional

Associations

10 National &

regional

Associations

3 Companies

23 National

Associations

17 Companies

25 Sector

Federations

>100 Companies

17 Associations

6 Companies (+2

affiliated Cos.)

27 Associations

9 Companies

(variable levels)

Voting rights % 100 60 / 40 51 / 34 / 15 100 70 / 30 Assoc 1 vote each

Cos 10 votes each

Funding % 100 60 / 40 51 / 34/ 15 100 100 / 0 50 / 50

Turnover 15bn 60bn 1.00 bn 70bn 35bn

Staff 3 tbc 24 7 6 15

HOW ARE THE OTHERS ORGANISED? BENCHMARKING

Basic comparison of sector bodies with similar objectives © 2017 Kellen, Inc.


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• B) Power, legitimacy and urgency – PLU tool to assess position:

• Kellen developed and adapted this business tool specifically for assessing an association’s impact.

• It can help to position the association itself, and how it compares to other associations in the sector or profession.

• Kellen offers the opportunity to work with associations using the PLU: to facilitate and execute hands-on and outcome oriented break-out or plenary sessions.

4. Examples of tools

Power Legitimacy Urgency (PLU)

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Assessment to map and identify stakeholders for the reasons of, for example: - Can either positively or negatively impact your organization and the objectives you want to

reach

- Planning tool to assess and position most important players in association landscape.

- Points to the relative positioning and strengths & weaknesses

- Prioritization model, for development of a Public Relations or Public Affairs Strategy.

Power Legitimacy

Urgency

1 2

3

4

5 67



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Power: Power to influence decisions e.g. industry projects, advocacy, certification Legitimacy: Representativity of an industry: are only large, or only small players on board, or both: is there a balanced or specific geographic priority and how is the organization perceived by stakeholders and influencers Urgency: Efficient decision making within the association and undertaking timely action, which can be measured in the ability to react to issues e.g. crisis communication or change management

Power Legitimacy

Urgency

1 2

3

4

5 67



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Group A: Latent 1: Dormant: lack legitimacy or urgency – no power exercised 2: Discretionary: possess legitimacy, but no power or urgency 3: Demanding: urgency attributes but no legitimacy, no power Group B: Expectant 4: Dominant: legitimate claims and power to act 5: Dangerous: power and urgency, but no legitimacy 6: Dependent: urgent and legitimate claims but no power 7: Definitive: urgency, legitimacy and power

Power Legitimacy

Urgency

1 2

3

4

5 67



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• Brexit, and state of health – how to deal with it? • Example, professional credentials and market access for the UK based professional in

the rest of the EU and for the EU based professionals who work in the UK.

• Kellen is building a preactical guideline and implementation for its client associations

• Trade agreements (Canada-EU) • Looks like the newest sample of how the EU wants to conclude bi-lateral trade deals

• Data privacy and GDPR • General Data Privacy Regulation (GDPR) will enter into force 1 May 2018: significant

compliance challenge for for those associations (and their suppliers) which are

• Operating a large dbase with members, people interested in newsletters, prospects, and social media presence

• Have sponsors and hold conferences where lists are generated and used.

• Hold sensitive Financial, Customer and HR information

5. Challenges


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Europe

Brexit – simple timeline

• 2-year negotiation

• Transition

• Adjustment


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CONTACT US

Brussels

Avenue Jules Bordetlaan 142,

1140 Brussels, Belgium

Phone: +32 2 761 16 00

Alfons Westgeest, Managing Partner

[email protected]

Beijing

11/F, R.1177, Block A

Gateway Plaza

No.18 Xiaguangli

North Road, East Third Ring

Chaoyang District

Beijing, 100027 China

Phone: +86 10 59231096

Steven Basart, Vice President

[email protected]

Atlanta

1100 Johnson Ferry Road

Suite 300

Atlanta, GA 30342

Phone: (404) 252-3663

Chicago

One Parkview Plaza

17 W110 22nd Street 8th Floor

Oakbrook Terrace, IL 60181

Denver

10200 W. 44th Avenue, Suite 304

Wheat Ridge, CO 80033

Phone: 720-881-6100

New York

355 Lexington Avenue

15th Floor

New York, NY 10017

Phone: (212) 297-2122

Washington D.C.

National Press Building

529 14th Street, NW

Suite 750

Washington, DC 20045

Phone: (202) 591-2438

Travis Rush, Vice President

[email protected]

mailto:[email protected]



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