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K&C Technical Communities Business Model Update and Path Forward Technical Communities Operating Board Meeting New Orleans, Louisiana March 1, 2012. Desired outcomes.

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Presentation Transcript

K&C Technical Communities

Business Model Update and

Path Forward

Technical Communities Operating Board Meeting

New Orleans, Louisiana

March 1, 2012


Desired outcomes
Desired outcomes

  • Review where we’ve been and where we’re going: (past) (future)

  • Process owners to report accomplishments/ challenges to date for their respective improvement plans

  • Commit to path forward for prioritized process improvementsteps


Introduction
Introduction

  • Technical Communities (TC) has and will continue to provide great value to the engineering community

  • We can improve the effectiveness and efficiency in delivering that value

  • This presentation provides an update of our blueprint for evolution & continuous improvement


Purpose
Purpose

  • Align our business model with the strategic intent of Technical Communities

  • Illuminate the impact/revenue/costs of Technical Communities activities

  • Enable discretionary investment decisions to position ourselves for growth

    • Increase tech footprint, increase delivery mechanisms, grow new communities

4


And Realize

the Vision

To Drive Growth...

Needed to Produce Content...

To Build Technical Communities...

Provide Governance & Business Support…

Business Operations Systems , Funding & Staff

Our business model operational concept

Energy Committee

Congress Steering Committee

Research Committees

Interdisciplinary Councils

Technical Committees

Products &

Services

Divisions

Technical Groups

TCOB

BTKD

-SPC

-CPC

-TPC

BDS

-CDOT

-CAF

-CoH

BRTD

5

5


Our business model

Key Activities(next slide)

6


TC Business Model (cont’d)

7

7


Focus on 4 dimensions of success and measures to deliver on Value Proposition

  • Engagement Effectiveness

    • Increasing tech footprint

    • Influencing research funding/direction

    • Further professional achievements

    • Expansion of relationships

  • Business Management

    • Alignment of non-financial resources (volunteers, staff & systems)

    • Division health and effectiveness

    • Leveraging effective delivery mechanisms

  • Process Management

    • Administrative/operations process

      • Financial reporting

    • Program management process

      • Conference approvals

  • Financial Management

    • Investment to support product development (akin to "R&D Intensity" budgeting)

    • Reduction in subsidy

8


Our progress to date
Our progress to date Value Proposition

  • TC Business Model approved Spring 2011

  • Agreed on recommended improvement steps

  • Committed to execute on 7 prioritized process areas

  • Process owners developed work plans and began implementation of gap closure plans

  • Establish New Product Development (NPD) process and funds


TC business model evolution blueprint Value Proposition

START

WE ARE HERE

A closed loop system that facilitates continuous improvement

Completed for this cycle

10



Questions
Questions Value Proposition


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