Actions of the 2005 IEEE Strategic Planning Committee Ben Johnson, 2005 SPC Chair 1 November 2005.

Actions of the 2005 IEEE Strategic Planning Committee

Ben Johnson, 2005 SPC Chair1 November 2005

2005 IEEE SPC Roster Ben Johnson, Chair Mike Lightner, 2005 IEEE President-Elect Don Heirman, IEEE Director Roger Sullivan, IEEE Director Lew Terman, IEEE Director Joey Duvall, GOLD Evelyn Hirt, RAB Celia Desmond, TAB Leah Jamieson, PSPB Moshe Kam, EAB Ralph Wyndrum, USA Guido Guertler, SA Matt Loeb, Staff Liaison

SPC Meetings

Two face-to-face meetings April in Newark, NJ August in Colorado Springs, CO

Two teleconferences

2005 SPC Action Items Define how SPC operates Complete the IEEE Environmental Scan Evaluate and Monitor IP Protection issues* Complete an IEEE SWOT analysis* Begin documentation of IEEE’s strategic

directions Developed initial list of 9 strategic objectives Developed draft of strategy document linking strategic

objectives to SWOT analysis Work will continue into and be completed in 2006

Establish an Asian Strategy with emphasis on Mainland China*

Scheduled for completion: Feb 2006

(*) denotes action item assigned to SPC by President Anderson

How SPC Operates

Making SPC More Effective

The IEEE SPC should provide guidance to the BoD on matters of strategy

SPC develops and maintains the framework of an organizational strategy that serves as a baseline to evaluate OU strategic directions to ensure alignment/integration

OUs vet their strategies, in consert with other OU’S along with proposed strategic actions, through the SPC

Assuming OU strategies are aligned, SPC enables OUs by advocating funding (new initiatives) for strategic actions, and assisting in bringing these proposals to the BoD

SPC addresses strategic issues not handled by OUs

If the proposed SPC Methodology Sounds Familiar…

IEEE FinCom provides the model for SPC The IEEE FinCom provides guidance to the BoD on financial

matters Any OU requesting financial support for activities must pass

through FinCom FinCom evaluates the proposals and determines its

recommendation to the Board Proposal then goes before the Board, at which time, the FinCom

weighs into the discussion with its recommendation FinCom monitors “execution” of the budget and IEEE financial

objectives IEEE SPC proposal is to operate in a similar fashion Future operation of IEEE SPC is dependent on

outcome of BoD discussion about whether ExCom or SPC should be responsible for assisting the Board in its development of IEEE Strategy

2005 IEEE Environmental Scan

Environmental Scanning

BrainstormingIssuesTrends

Important topics

Literature ReviewPeriodicals, magazines, newspapers, newsletters

and the Internet

Outreach to membersSurveys

Focus groupsDiscussion groups

Outreach to othersStaff

VolunteersSpecial Segments

Environmental Scanning

Internal and ExternalTrends in the professionTrends in associations

Trends in operating environment

Analyzing information

Applying insights

Strategy makingfor IEEE

Identifyingstrategic issues

for IEEE

Environmental Scan

Required reading for IEEE volunteers Information should be incorporated into

volunteer communications and IEEE projects as appropriate

Demonstrates that we are “in tune” with what’s going on in the world

Increases the value and credibility of volunteer/member interactions

Shows IEEE is serious about addressing issues of strategic importance

Process is in place to keep the scan current Scan accessible at http://www.ieee.org/research Scan is IEEE ConfidentialScan is IEEE Confidential

IP Protection

IP Protection Issue

Threats of pirating IEEE IP are coming from many directions

Action PSPB explained steps it was taking to address

issues It was agreed that PSPB would continue to

champion this issue PSPB has made recommendations to step-up

efforts of IP protection in 2006 by adding additional human resources dedicated to this effort

Note: how SPC handled this issue is representative of how SPC has proposed to operate

IEEE SWOT Analysis

SWOT Analysis Complete

Analysis identifies the organizational strengths, weaknesses, opportunities, and threats based on six (6) strategic themes:

Reputation People Global Reach Knowledge Innovation Organization Vitality and Financial Viability

Strengths

Category Strength

Org Vitality &Financial Viability

Strong financial condition through effective budget management and adequate reserves.

Global reach Diverse, worldwide membership

Knowledge Depth of IEEE technical expertise

Knowledge The scope of IEEE is driven by the technical breadth, volume and diversity of its IP.

People Strong, active, experienced volunteer community and a respected, well-educated staff.

Reputation IEEE brand recognition and brand value

Reputation IEEE’s highly cited intellectual property (IP) is recognized for its integrity and contribution to the advancement of technology.

Reputation IEEE acknowledged as a key source of perspective on technology trends.

Weaknesses

Category Weakness

Org Vitality &Financial Viability

Internal competition for capital stifles the development of new Knowledge, retards enhancements to key Knowledge while it enables support for weaker, declining Knowledge.

Global reach Perception that IEEE is US-centric.

Knowledge Lack of practical content to engage practicing engineers

People Perceived value of membership is declining

People Rapid turnover of volunteers and limited training for new volunteers

Reputation Internal fragmentation detracts from IEEE image and the organization

Innovation Lack of agility in decision making, the perpetuation of inefficient processes and rigid business systems restrain innovation and over-extend scarce resources

OpportunitiesCategory Opportunity

Global reach Enhance the global network and reach of IEEE to engage technology professionals worldwide.

Knowledge Easy access to cross-discipline information

Knowledge Aggressively market to professionals in current and emerging technical areas, in an effort to increase the utilization of IEEE standards, continue IEL growth and increase corporate interest in IEEE.

Knowledge Increased opportunities in continuing education (distance learning, certification, etc.)

Knowledge Increased opportunities in global accreditation and curriculum development.

Knowledge Development of practical information (overviews, synthesized technical information from publications and conferences, etc.)

Knowledge Experiment with a society-like structure that addresses fields of interest arising from innovation that occurs at the intersection of technologies and adapts itself to changes in the technology landscape in real time.

People Leverage the technical expertise of IEEE members (for example, IEEE Fellows)

Innovation Provide an enhanced, comprehensive and integrated set of electronic tools to support increased productivity of IEEE members, customers, volunteers, staff and other stakeholders.

Innovation Better partnering among operating units, improved internal integration of efforts, more collaborative work environment

Innovation Better partnering with non-IEEE organizations ( i.e. sister societies, other professional societies, publishers, corporations and industry, conferences and tradeshows, international standards organizations)

Threats

Category Threat

Knowledge Commercial publishers aggressively pursue readers, authors and advertising and have the financial strength to launch new conferences and trade shows.

Knowledge Enhanced search engines make it easy to obtain articles for free directly from author site

Knowledge Open Access movement

Knowledge Other professional societies (e.g., competition from IEE, ASME international)

Knowledge Potential drift of IEEE into technical irrelevance - the failure to capture a major presence new technologies and engage the new technical geographies

Knowledge Increase of copyright abuse in misuse of information

People Decreasing industry support impacts decline in volunteers and volunteer activities.

People Authors, speakers and presenters are lured away from volunteer work by compensation from competitive publications and conferences.

People Fewer students studying in IEEE Fields of interest.

People Diminished volunteer time to devote to IEEE activities

Documenting IEEE Strategy

9 Strategic Challenges

Evaluate alternative membership models that are affordable and attractive (People)

Position IEEE as a leader in Standards in the global marketplace (Reputation)

Transform IEEE into a highly respected provider of continuing and professional education products, services and activities (Innovation)

Protect IEEE’s high value IP products from threats derived from alternative publishing business models such as open access (Org Vitality/Financial Viability)

Make IEEE a highly visible force in global accreditation, certification, and competency demonstrations (Knowledge)

9 Strategic Challenges Evolve an IEEE-wide strategy in Asia with an initial

focus on Mainland China (Global Reach) Communicate the vision and reality of the

profession to both members and nonmembers using a consistent, cohesive identity that recognizes our diversity, supports our position as the preeminent global technical, educational and scientific association, and emphasizes the overall value of the IEEE (Reputation)

Leverage member expertise by utilizing IEEE Fellows as an elite group to develop engineering/scientific position papers that would be globally focused (Knowledge/People/Reputation)

Evolve IEEE’s volunteer and staff organization and its governance processes in order to effectively and efficiently achieve our strategic objectives (People, Org Vitality/Financial Viability)

Suggested Focus of the 9 Strategic Objectives

Enabling technical professionals to distinguish themselves in a

globally competitive environment

Still a work in process

Documenting IEEE Strategy – Next Steps Draft of document mapping OU’s SWOT to the 9

objectives is now circulating for review by SPC Formalize the alignment of the SWOT with the 9

objectives by developing a draft IEEE Strategy document that will

Leverage Strengths Mitigate Weaknesses Take Advantage of Opportunities Minimize Threats

Review and recommend an improved process to link IEEE New Initiatives and IEEE Major Actions to the IEEE Strategies to better monitor and measure the organization’s progress with its implementation of the IEEE strategic plan (December 2005)

However, the degree to which SPC moves forward on this activity between now and year-end, and into 2006, is dependent on resolution of ExCom discussions on the future role of SPC, and the recommendations to be made by the ExCom ad hoc (November 2005)

IEEE Asian Strategy – Really an IEEE Growth Strategy in

Fast-Developing Areas

IEEE Asian Strategy – Really an IEEE Growth Strategy in Fast-Developing Areas

Initial charge was to develop an Asian strategy, but recommendation suggested alternative

IEEE Strategy in Fast-Developing areas of the world Initial focus on Mainland China

Initial Focus on Mainland China Inventory current IEEE activities and member/volunteer contacts Conduct member interviews Benchmark activities of other associations and corporations

regarding these countries Acquire and/or conduct complementary research that provides

insights and helps to evaluate opportunities Held a China Summit in August 2005 Determine funding required for 2005 efforts Identify necessary actions as part of proposed plan

Evaluate the Business Case – Why China? Identify Preliminary Business Targets/Metrics Evaluate Near-Term Business Opportunities – CSDP Certification

(IEEE-CS), SA Corporate Members, Beijing Section, Sale of IP, Membership Development

Bring proposal for due diligence to the BoD: November 2005 Conduct due diligence regarding IEEE Physical Presence

Site search Establish cost estimates for 2006 beyond New Initiative funding Validate business case

Bring proposal to BoD to open office: February 2006 If approved by BoD, target date to open office: March – April 2006