Hot off the presses … IABC’s 2008-2011 Strategic Plan
During the September International Executive Board meeting, we adopted the IABC 2008-2011 Strategic Plan and I want to share parts of it with you. The full plan will soon be posted on member section of IABC.com so that members can read the entire plan, and we hope that chapters and regions will adopt the following sections, which will help strengthen our efforts and brand.
The first statement will look familiar. It’s the IABC VISION that we have used throughout our branding initiative:
IABC enables a global network of communicators working in diverse industries and disciplines to identify, share and apply the world’s best communication practices.
The next section is IABC’s GOALS. These five statements summarize member research, brand distinguishers, current initiatives, and IABC aspirations:
IABC is a growing, global, member-focused network, serving multi-disciplinary communication professionals.
IABC is the definitive resource for communication research and practices, engaging communicators at all stages of their careers.
IABC builds influence and raises awareness of the value of communication inside and outside the profession.
IABC enables our members’ success in performing their jobs and advancing their careers.
The last section that I want to share with you is IABC’S STRATEGIC PRIORITIES. This is where we demonstrate our commitment to delivering value to our members and the communication profession. Again, these priorities reflect extensive consideration of member input, brand distinguishers, recent initiatives, and aspirations:
Using market intelligence to develop programs, products and member benefits.
Cultivating strong chapters and other program and service delivery channels.
Leveraging technology to maximize networking opportunities and access to resources.
Ensuring financial viability and operational efficiencies.
Fostering top-quality, motivated staff and volunteer leaders.
The plan goes on to identify specific, measurable, attainable, relevant, and time-based (aha … walking our talk by identifying SMART objectives) program objectives and tactical strategies that you’ll soon see and experience in action. The five program areas are growing our membership, becoming more global, improving IABC’s on-line network, growing awreness of IABC, and becoming the difinitive resource.
Kudos go to Julie and the senior staff for developing this strategic plan! Let me know what you think.
October 6th, 2007 at 9:14 am
What makes this strategic plan different?
The process. Previous plans were created by the Executive Board and tasked to the staff to implement. This strategic plan was developed by senior staff based on member feedback, the branding research, and trends in the communication profession. Two key results: increased focus on what is important to our members and how IABC will meet those needs, and increased clarity and buyin for our staff.
The structure. Previous plans were based on the Balanced Scorecard method, which was right for the time, and helped IABC manage the challenges — financial, staff and volunteer trust, etc. — that we were facing. When you look at the previous plan, it included 20 goals in four sections that created silos within our operations. This strategic plan sets four goals on which all activities are measured, and five priorities on which all actions are based.
The focus. Again, the previous strategic plan was right for the times. A lot of detail on a lot of operational tasks. These new goals and priorities focus on what our members have told us is important. They provide focus so that the executive board doesn’t micromanage the staff, and the staff have the tools to make decisions and act rather than responding to the “grand ideas of the day” that don’t measure up to the criteria set by our priorities.
The reality. Our recent branding efforts involved seeking input from our members, and from non-members. We assessed our strengths and weaknesses by looking at the communication profession and other professional associations for communicators. We learned that we do some things very well, and others not so well. The reality is, IABC is an organization of 15,000 members from all areas throughout the world, specializing in a broad range of communication work, and wanting and needing a broad range of resources. The reality is, we will never be all things for all people. The reality is, we should strive to be something for all of our members. This strategy helps us focus on our strengths and what we will strive to offer this year.
That’s what is different in this plan. Once it is posted and available to you, you may have questions. In fact, I hope you do, and I hope we — me, my fellow board members, and the senior staff — hear from you. I believe this is a very practical strategic plan that will help us maintain focus on our strengths and pursue new strengths that will define the IABC of the future. Your comments and questions are important to our processes, structure, focus, and reality.
October 9th, 2007 at 4:12 am
Todd,
Great news and well done to the exec board and in particular to the headquarters staff. I cannot say strongly enough how pleased i am as a Chapter Leader to see that this Strategic plan has been developed by the HQ staff refecting the needs and input of the members. As a professional association we should reflect the members needs, wants and issues in our planning, it shows us truely reflecting our new brand and tagline of ‘Be Heard’ something we all should continue to adopt throughout the association.
It is great to see the goals reflect an emphasis on our global membership. As the world gets smaller with new technolgies and channles.. we need to ensure that expertise and thought leadership is recognised no matter where in the world it is coming from. We are seeing global practices shared through many other sources and without doubt the IABC should be leading the way in recognising global best practices.
I would encourage all chapters and regions to ensure that this strategy plan forms the base and is reflected in local strategies.
October 9th, 2007 at 9:04 am
Thanks for the update on the strategic planning process — good stuff.
As a member with a focused practice in the area of Association communication and marketing, I offer one suggestion:
As part of delivering member value and offering professional development opportunities for its global membership base, IABC has missed the boat with its virtual seminar series. It is truly remarkable that for over 3 years, webinars have been provided from only one speaker - James Lukaszewski.
I have attended a few, and he is unquestionably a talented trainer with lots of valuable content to offer.
However, in my view, it is quite simply unacceptable for an organization of IABC’s stature to bring us the views of only one presenter. Just as you would not present only one author who would pen all the articles in CW or one speaker who would deliver all sessions at a Conference, so too is this practice unbalanced and unhelpful to members.
I have brought this up to IABC’s headquarters on three separate occasions (once in person while travelling to San Francisco), but unfortunately never heard a reply. In my local chapter, I have even heard IABC International refered to as the Jim Lukaszewski show…
Again, while I commend IABC for all its great work, its members really do deserve better. There are thousands of members around the globe with interesting material to share. Our focus should be on enriching members through a broad range of perspectives and ensure that IABC retain its market leadership perspective in providing insight and education opportunities for professional communicators. We cannot risk IABC becoming a marketing platform for any single individual or firm.
October 9th, 2007 at 1:46 pm
Thanks for your feedback Caroline. I assure you, we understand your points and we are addressing the issue. As is the case with many other member services, for every person who agrees with your perspective, there is a participant who rates these seminars well. However, our commitment is to consider options that improve member value. We do intend to expand our offerings as indicated in the strategic plan. And the strategic goals and priorities will drive future professional development initiatives and decision making so that we are increasing member value and satisfaction.
October 10th, 2007 at 4:08 am
Caroline raises an excellent point. As a member who attends virtual seminars and also conducts them, I’ve always wondered why IABC seems to present only one person’s online offering. Surely among our members there are many many people with ideas to share.
October 10th, 2007 at 12:42 pm
I head up education at IABC so have to weigh in. We work with Jim Lukaszewski because he keeps drawing the crowds and excellent ratings - i.e. 135 sites in September. It’s a partnership that Jim initiated years ago and continues to be a win for IABC. But it’s not our only partnership! We work with many speakers and orgs on teleseminars and web seminars (i.e. http://online.krm.com/iebms/coe/kcoe_p2_details.aspx?eventid=13205&cc=0018077&oc=10&dict=26) and will be doing even more of this in 2008.
October 12th, 2007 at 10:24 am
Thanks Chris for the update … yes, the web seminar you profile in your link looks very interesting. I look forward to seeing your plans evolve for 2008 programming and using the IABC platform to continue to bring us the best in international perspectives for professional communicators!