road 5 strategies for competitive associations relevance to
TRANSCRIPT
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Road
5 Strategies for Competitive AssociationsRelevanceto
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Time pressuresExpectations; R.O.I.Member diversityGenerational valuesCompetitionTechnology
New Normal
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The Mismatch
Association Model• Time intensive
• Slow, tradition-bound• Designed for
homogeneous member• Face-to-face and print• Package of services
Association Environment• Time pressures• Accelerating change• Specialization and
consolidation• World going digital• “What/when/how I
want it”
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•5-Member Competency-based board•Empower CEO and Staff•Rigorous member market definition•Rationalize programs and services•Bridge the technology gap
Race for Relevance
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AssociationAssociation
membersMedia companies
For ProfitsBuying groups
InternetSocial media
vs.
Association
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When a competitor does a better job of delivering value, they matter more and the association matters less
Relevance
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Skillful, creative and disciplined use of resources to achieve objectives
Strategy
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Tradition – not strategy – is the master of most associations
Strategy
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•Build on Strength•Concentrate Resources•Integration; Fit•Lean Processes•Abandonment
5 Strategies
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Build on Strengths
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• Can’t compete from a position of weakness
• Meet increasing member expectations
• Pressure on resources
Why?
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Better assessmentFully exploitSource of innovation
Strengths
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• Passionate commitment
• Best at producing it
• Drives economic engine
Hedgehog
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Concentrate Resources
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How many businesses can
you be in?
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• Organizational complexity
• Disperses resources
• Communication challenges
Diversity Downsides
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“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
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Concentration Decision
Advocacy
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Concentration Decision
Program & Evaluation Committee
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50-mile stretch of beach850,000 men148,000 vehicles570,000 tons of supplies
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Fit
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• Master plan for services and programs?
• Integration: activities that complement and reinforce each other
Fit
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“Fit is far more central component of competitive advantage than most realize.”
Michael Porter“What is Strategy?”
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Short FlightsNo MealsNo Seat AssignmentsOne Type of Aircraft
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• Education• Job board• Compensation
surveys• Resume bank• Career coaching
Suites of Services
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• The fit “theme”• Governance “fit”• Technology “fit”
Fit
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LeanProcesses
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• Response to competition
• Focus on eliminating waste
• Manufacturing origins
Lean
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• Activities or resources that do not add value to end user (member)
• Toyotas “Eight Wastes”
Waste
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• “Waiting”• “Defects”• Redundancies• Human Capital
Waste
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• Defining “value”• Value stream
mapping• Eliminating waste
Lean
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Bd Charge>TF>Mtgs>Recommendation>Bd Action
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Abandonment
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• Withdrawing resources from low value offerings
• Redirect to high value
• Key to innovation
Abandonment
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NO!
“The art of leadership is saying no, not yes… It is very easy to say yes!”
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Steve Jobs eliminatedof the
product line70%
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MercuryAston MartinVolvoJaguarLand Rover
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SaabPontiacOldsmobileSaturnHummer
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• Don’t underestimate resistance
• Use data• Compelling opportunity
first• Risk free!
Abandonment
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Roles
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Board CEO
What?
How?
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• Small, competency-based board
• Make the concentration decision
• Hold board and CEO accountable
Board
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• Empowered• Owns strategy• Source of continuity
and reality
CEO
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SuccessfulAssociations
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More DisciplinedMore FocusedBusiness-like
Technology Driven
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Road
5 Strategies for Competitive AssociationsRelevanceto