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Road

Road. to. Relevance. 5 Strategies for Competitive Associations. New Normal. Time pressures Expectations; R.O.I. Member diversity Generational values Competition Technology. The Mismatch. Association Model. Association Environment. Time pressures Accelerating change

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Road

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  1. Road to Relevance 5 Strategies for Competitive Associations

  2. New Normal Time pressures Expectations; R.O.I. Member diversity Generational values Competition Technology

  3. The Mismatch Association Model Association Environment Time pressures Accelerating change Specialization and consolidation World going digital “What/when/how I want it” • Time intensive • Slow, tradition-bound • Designed for homogeneous member • Face-to-face and print • Package of services

  4. Race for Relevance 5-Member Competency-based board Empower CEO and Staff Rigorous member market definition Rationalize programs and services Bridge the technology gap

  5. vs. Association Association Association members Media companies For Profits Buying groups Internet Social media

  6. Relevance When a competitor does a better job of delivering value, they matter more and the association matters less

  7. Strategy Skillful, creative and disciplined use of resources to achieve objectives

  8. Strategy Tradition – not strategy – is the master of most associations

  9. 5 Strategies Build on Strength Concentrate Resources Integration; Fit Lean Processes Abandonment

  10. Build on Strengths

  11. Why? Can’t compete from a position of weakness Meet increasing member expectations Pressure on resources

  12. Strengths Better assessment Fully exploit Source of innovation

  13. Hedgehog Passionate commitment Best at producing it Drives economic engine

  14. Concentrate Resources

  15. How many businesses can you be in?

  16. Diversity Downsides Organizational complexity Disperses resources Communication challenges

  17. “Wherever we find a business that is outstandingly successful, we will find that it has thought through the concentration alternatives, and has made a concentration decision.” Peter Drucker, Management: Tasks, Responsibilities, Practices

  18. Concentration Decision Advocacy

  19. Program & Evaluation Committee Concentration Decision

  20. 50-mile stretch of beach 850,000 men 148,000 vehicles 570,000 tons of supplies

  21. Fit

  22. Fit Master plan for services and programs? Integration: activities that complement and reinforce each other

  23. “Fit is far more central component of competitive advantage than most realize.” Michael Porter “What is Strategy?”

  24. Short Flights No Meals No Seat Assignments One Type of Aircraft

  25. Suites of Services Education Job board Compensation surveys Resume bank Career coaching

  26. Fit The fit “theme” Governance “fit” Technology “fit”

  27. Lean Processes

  28. Lean Response to competition Focus on eliminating waste Manufacturing origins

  29. Waste Activities or resources that do not add value to end user (member) Toyotas “Eight Wastes”

  30. Waste “Waiting” “Defects” Redundancies Human Capital

  31. Lean Defining “value” Value stream mapping Eliminating waste

  32. Bd Charge>TF>Mtgs>Recommendation>Bd Action

  33. Abandonment

  34. Abandonment Withdrawing resources from low value offerings Redirect to high value Key to innovation

  35. “The art of leadership is saying no, not yes… It is very easy to say yes!” NO!

  36. Steve Jobs eliminated 70% • of the • product line

  37. Mercury Aston Martin Volvo Jaguar Land Rover

  38. Saab Pontiac Oldsmobile Saturn Hummer

  39. Abandonment Don’t underestimate resistance Use data Compelling opportunity first Risk free!

  40. Roles

  41. Board CEO What? How?

  42. Board Small, competency-based board Make the concentration decision Hold board and CEO accountable

  43. CEO Empowered Owns strategy Source of continuity and reality

  44. Successful Associations

  45. More Disciplined More Focused Business-like Technology Driven

  46. Road to Relevance 5 Strategies for Competitive Associations

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