Strategic Business PlanApproved by the Board in November 2009IDSA 2010-2012

November 13-14, 2009

“A designer is an emerging synthesis of artist, inventor, mechanic, objective economist and evolutionary strategist, still.”

R. Buckminster Fuller, 1970 Sam Lucente, 2009

Keystone Program Policies

2010 Programs

Keystone Program Policies

2011 Programs

2009 Board Focus

2010 Board Focus

survive 2009

structure for 2010

transform in 2011

rebuild and grow in 2010

transform in 2011

thrive & lead in 2012

1. Set context and vision

of where we are.2. Align critical charters to

vision and mission3. Inventory & position

programs per charter

4. Prioritize programs &

identify the keystone

themes

5. Finalize 2010 budget

and accommodating

priorities

4. Rank “Must” and

“Could” programs for 2010

6. Execute to plan in 2010,

develop keystone policies.

7. Revisit context, refine

vision

8. Refine focus of

framework

9. Execute on tightly

unified & aligned

operational plan

Planning Process 2009-2010

2009

2010

Results and Recommendations

Recommendations approved

• Broader, Targeted Content Area that support what companies and clients need from

Industrial Designers today. IDSA’s currently seeks lowest common denominator in membership base,

so Industrial Designers do not get information they need to be better, to achieve more.

• Enable Peer-to-Peer Interaction that supports how designers network and learn

today. IDSA’s current hub-and-spoke model leaves it at a disadvantage to its “competitors”. High

Touch Locally, Long Reach Globally

• Market to Existing Membership Segments with renewed positioning and value

proposition that IDSA can deliver on today. IDSA’s current offerings are adequate to fulfill the

“promise” to this segment for 2010.

• Decrease average cost per member by reducing operating cost or increasing

revenues.

• Make Changes Visible to existing and potential members, and given the increasingly

competitive market and potentially rising cost to acquire a member, it is in IDSA’s best interest to

under-state and over-deliver to maintain its credibility.

• Recruiting Members from China could provide IDSA with much needed revenue

infusion. IDSA’s current content is sufficient to fulfill the needs of designers where the field of design is

not mature yet. Infusion will fund above work.

IDSA Confidential

6

Horizon Map, the 3 year plan.2010 2011 2012

Vision As the voice of the profession, IDSA advances the positive impact of design on business and society

while directly benefiting members as the world's most sought after and effective design organization.

Mission 1. Promote the benefits, awareness and value of design in business and society

2. Assist the advancement of our members throughout their careers

3. Facilitate design quality through professional development and education

4. Create a vital and expanding global design community

5. Provide access to information most relevant to the design profession

6. Pursue continual improvements to IDSA

Strategic Intent Increase revenues by:

. Delivering valued, compelling content to retain existing members and attract new members

. Improve connecting members with members, experts and information

Strengthen IDSA’s Brand, Operations and Infrastructure

Lead a design-driven culture

“Make design a competitive

advantage for you”

Integrate expanded content into

programs and events that attract

new members, more peer-to-peer

interaction

Partner or hold adjacent

conferences with common

subject areas

Expand scope of IDSA to a

broader definition

Foster excellence in design

education

“Build your career”

Integrate expanded content into

programs that attract new

members, more peer-to-peer

interaction

Partner on webinars, seminars.

Co-develop and share profits on

unique cross domain education

offerings. Establish ideal

curriculum, designer resource

guide.

Shift from Industrial Design to

Product Experience and

Design

Promote design

“Help business prosper

through design”

Invest in promotions in America

and partner with organizations to

promote design internationally

Co-develop, sponsor

project/programs in sustainability,

social good (business)

Shape global Design Policy

Manage and Grow IDSA

“IDSA thrives now and in the

future”

New Marketing and Sales

Better Org & Cost Structure

Valued Content-Visible &

Accessible

Build Brand

Better Org & Cost Structure

Valued Content-Visible &

Accessible SA Brand

IDSA Brand = Creating Value

via Product Experience and

Design

IDS A Confidential

Clean House (strengthen foundation)

And build content

Partner Consolidate industry

Keystone Programs

• Content Policy

• Social Networking

• Partnership Plan

• Member Dev Plan

•Website

Digital

Eco-System

•National & District

Conferences

•District Councils

•IDEA

•Membership

Development

•Media

Relationships

•CONNEXX

•designBytes

& INNOVATION

•Professional

Education

•Mktg Campaign

•China

Program Development for 2010

Keystone Programs for 2010 Programs

Keystone Programs

• Content Policy

• Social Networking

• Partnership Plan

• Member Dev Plan

•Content Policy – in introducing broader content to be more relevant to industrial designers, IDSA needs to provide

guidance to districts; what’s in/out? Purposeful effort in fewer content areas will create better visibility about what IDSA is

striving to stand for. Broaden content to support dual track career progressions – business management (within company or

entrepreneurship) or design expertise (social science or physical science). See ACM-CHI for example.

•Social Networking Best Practices – to move IDSA away from a hub-and-spoke model of interaction, IDSA needs to

define how it ought to enable better, easier introductions, and information flow between people, web , info and events. High

touch local in person meetings with long glob al reach is strategic advantage for IDSA. See Core77 and IxDA for examples

•Partnership Plan - who are the few key partners IDSA should engage to initially pilot programs then later to create more

lasting formal relationships with? Particularly to offer content outside the historical scope of IDSA.

•Membership Development Plan– Who are the most promising members to recruit (including non-designers for

example) and how can they be recruited most effectively at the lowest cost. Also, for international chapters, what is the ideal

path for them to become more involved with IDSA as it grows? Defining the ideal path would allow IDSA to make tactical

decisions about international chapters that evolve to dovetail with IDSA’s membership development plan

• Website

Digital Eco-System

• National & District

Conferences

• District Councils

• IDEA

• Membership

Development

• Media Relationships

• CONNEXX

• designBytes

& INNOVATION

• Professional

Education

• Mktg Campaign

• China

IDSA Confidential

Programs for 2010 (in rank order)Website/Digital Eco-System - is an enabler for more peer-to-peer interaction, for gathering and

disseminating member-created content , for building enthusiasm and extending physical events through

virtual interactions. Relies on Content Policy and Social Networking Practices.

National and District Conferences- broaden content areas and change format to enable more peer-to-

peer interaction, networking, gathering and sharing member expertise. Build enthusiasm for events

beforehand and support new friendships through web. Relies on Content Policy and Social Networking

Practices.

designBytes and Innovations - reshape content and media to attract new members and retain existing

members with short term returns. Also, find ways to lower cost. Relies on Content Policy and Social Networking

Practices. AIGA is contemplating eliminating physical distribution of their publications.

District Councils - most direct connection with broad base of members and key to IDSA driving members

connecting with one another and experts. In concert with CONNEXX can leverage partnerships to create

district events more compelling to broader audience, attracting new members too. Relies on Partnership Plan,

Content Policy and Social Networking Practices. Local, physical interaction is something that virtual sites

cannot provide.

China – this is key to increase membership to boost short term revenues; existing scope of IDSA content

adequate to support members in countries where industrial design is emerging as a strategic tool. Relies on

Migration Path

Marketing Campaign to Existing Market Segment– reposition value proposition to appeal to current and

potential membership.

IDSA Confidential

Programs for 2010 (continued)

Professional Education – leverage partnerships with identified professional societies to broaden content to be

more relevant to industrial designers. This will retain existing members and enhance their meeting one another.

Relies on Partnership Plan, Content Policy and Social Networking Practices.

Media Relationships – key enabler for building awareness of design and IDSA. Cultivate new relationships

that go beyond buying/bartering ad space., particularly with media companies with strong web presence.

CONNEXX – ideal “platform” to broaden content base that is relevant to industrial designers, and means to

leverage district’s passion and partnerships. Relies on Partnership Plan, Content Policy and Social Networking

Practices. Comments: Revise CONNEXX to accommodate Content Policy and to account for Partnership Plan

and Social Networking Practices, so that districts are carrying through with IDSA overall strategy.

Membership Development- key in 2010 is to support recruiting members from China, negotiate

membership and event discounts, bundles, etc. with partner professional societies. Key role in 2011 is

targeting professional from other adjacent disciplines, including business professionals. Content Policy and

Social Networking Practices.

IDEA – a proven brand-builder for IDSA, by primarily creating awareness between members, non-members

and companies, its function as an advocacy for industrial design can be more effective. Relies on

Partnership Plan, Content Policy and Social Networking Practices.

IDSA Confidential

“Could” Programs for 2010 (in rank order)

•Mentoring: Unique, could drive local physical networking, mentor entrepreneurs , tie to professional education?

•Section Council: Possible roles as assigned alliance managers with partner societies.

•Education Council: Charter is similar to other societies – can council partner with other societies?

Create ideal curriculum for product designer. Edit member-created resource guide for related academic fields.

•Chapter Council: Need way for volunteer leaders to share their ideas and concerns.

•IDEA Brazil: Build awareness in Brazilian community as potential members; potentially in 2012

•PODS: Delivered good value and revenue, good for member retention

•District Awards: Mixed success

•New Catalyst: In its infancy, potential unknown, extend its use as tools for designers to persuade?

•Scholarship: Important tool to engage high potential individuals in industrial design

•Design Foundation: Vehicle through which we could obtain grants to aid 2011 IDSA projects/competitions

•Membership directory: Leverage to increase peer-to-peer networking

•Okala Guide: Potential to have more impact than it does, perhaps link with other programs for synergy

•Design Gallery: Potential greater when leveraged by other programs; some role with partner societies?

•Awards (Fellowship, Educator, Recognition, Student Merit): Any way to extend impact of awards?

•Patrons: add value for patrons, especially large companies; letter to CEO Annual official sponsor of

a projects, competition, awards, theme, etc.

•Financial Admin & Reports: required; basis for financial metrics for programs

•Fractured Atlas: high value to some members, virtually no value to other. Revisit: Share with other society?

•Spotlight: Spotlight is losing its appeal and needs to be revisited.

•Firm Vendor List: Review its value. Leverage to increase peer-to-peer networking; i.e. enable personal referrals

•Bookstore: Revisit its value.

•Relocation: Will take resources away from objectives; temporarily disrupt staff

IDSA Confidential

Everyone Experiences the Shift 2010 Results Foreshadow a Shift in the IDSA Brand

Strategic Intent From To

“Delivering valued,

compelling content to retain

existing members and attract

new members”

Subjects of interest shaped by

aggregate of district and

chapter decisions

IDSA stands for:

• Product Experience &

Design

• Design Thinking

• Interaction

• Design Research

• Design Management

• Brand

“Improve connecting

members with members,

experts and information”

IDSA Mediates Hub-and-Spoke

Interactions

IDSA Orchestrates Peer-to-

Peer Interactions

• High Touch Locally

• Long Reach Globally

“Strengthen IDSA’s Brand,

Operations and

Infrastructure”

• Create Compelling Products

• Organic, Opportunistic

Growth

• One Year Planning Horizon

• Hedge Bet, Many Programs

• Break Even Operations

• Create Valued Offerings &

Experiences

• Purposeful Growth

• Three Year Planning Horizon

• Few, Synergistic Programs

• For-Profit Operations

12IDS A Confidential

Competitive Environment Build a framework for collaboration as opposed to adversity in the “Design space” as

perceived by business. Growing complexity as the boundaries of design continue to blur.

LONG TERM TREND:

Electronics will continue to drive convergence with almost every type of physical product becoming able to link information, the virtual and physical worlds together. We are in the process of creating a new order and design plays a pivotal role in linking this new dimension to man.

NOTE: 1. Buildings, interior spaces and the human body are not linked in here yet FOR THE SAKE OF CLARITY. However they will be as there is already work being done.

2. This framework is vital to set us up for partnerships in 2012.

Create Value

Propositions

Communicate Value

Propositions

Strategy/

Thinking

Tactics/

Craft

Advertising

Graphic/

Communication

Design

(AIGA)

Product/

Industrial

Design

(IDSA)

Technology

People Brand

Interaction Design

(IxDA)

Design Management

(DMI)

From October to December 2010 the IDSA strategic Plan will be reviewed with the progress made through the

year and adjustments made where necessary. This same process will occur on an on going annual basis.

Review and adjust 2010 Results reviewed and adjustments made