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Strategic framework – a framework for change and growth

Strategic framework – a framework for change and growth. Clarify Purpose, Vision, Values. Strengthen Market and Brand Positioning Research led with a clear framework Magnified through strategic partnerships. Horizon 1. Horizon 2. Horizon 3. Protect and Grow Core Business Quals

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Strategic framework – a framework for change and growth

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  1. Strategic framework – a framework for change and growth Clarify Purpose, Vision, Values • Strengthen Market and Brand Positioning • Research led with a clear framework • Magnified through strategic partnerships Horizon 1 Horizon 2 Horizon 3 • Protect and Grow Core Business • Quals • Training and learning • Membership offers • Focus and Strengthen Growth Areas • Expand B2B • International strategy • Exploit New Areas of Opportunity • Support to SMEs • HR Practices and metrics Build and Support Flex and Grow Align • Refine and Extend Assets and Capabilities • Integrated content management • Portfolio of products, tools, frameworks • Improve Infrastructure and Organisation • Integrated systems and digital capabilities • Aligned and simplified organisation

  2. Our value chain – end to end Members and affiliates Centres and learners B2C B2C B2C Marketing and Sales Media outreach Quals and Awards Membership services and support PR partners Training and learning Content Mgt and Product Developmnt Research and Thought Leadership Research partners Member, market data Content and Products CPD incl Conferences and Events Branches and Regions Assessment and Diagnosis Gov and Policy Makers Policy and public affairs Define and Diagnose Build and Develop Engage and support B2B Sales and Consulting (direct and indirect) Enabling functions Corporate membership B2B HR teams

  3. Key strategic imperatives • Extending impact and voice – being clear in our research and policy agendas, and open and collaborative to ensure we’re maximising our influence and impact on behalf of the profession, and making better use of the learnings and insights gained • More flexible standards and means of recognition – including clearer direction for different specialisms, roles and career paths • New ways of thinking about membership – segmenting our membership offer to recognise the different interests, skills and experience, seniority, and roles that current and potential members have, and better definition of the different professional levels • Extending our reach and relevance – such as connecting to and supporting small to medium sized enterprises, building better relationships with consultants who support and influence our profession, and extending our capacity and capability to support organisations as well as individuals • Strengthening branch networks and outreach – building a regional structure in the UK that can help share best practices, support branches, and bring together broader groups to better interact with local and regional communities and partners • Clarifying and extending our international presence – responding with a clear strategy and framework to the increasing demand for support internationally, the growing of best practices, and HR and learning skills development and recognition.

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