STRATEGIC PLANNING Refresh:

Transcription

1 STRATEGIC PLANNING Refresh: YOUR STORY Presented by: Mike Felmlee CEO, The Prouty Project September 17-18, 2015

2 C.K. Prahalad Strategy is about stretching limited Resources to fit ambitious aspirations.

3 THE Refresh PROCESS Planning and Design (July) Survey (June / July) 2-Day Strategic Planning Session (July) Implementation and Execution (Fall / Winter)

4 Strategic planning sub committee o Craig Alexander o Jerry O Dea o Richard Bradfield o Rich Stammer o Dalyn Dye o Dave Thomas o Susie Hjorth o Jeff Vandel o Bill Neary o Doug Wilke

5 Mission Values Board Responsibility Vision Goals Strategies Staff Responsibility Action Plans Operating Budgets Execution

6 THREE QUESTIONS WHERE ARE WE CURRENT REALITY TODAY?

7 THREE QUESTIONS CURRENT REALITY DESIRED WHERE DO WE FUTURE WANT TO BE TOMORROW?

8 THREE QUESTIONS DESIRED FUTURE STRATEG HOW ARE WE GOING TO GET THERE? IC PLAN CURRENT REALITY

9 CURRENT REALITY

10 ENVIRONMENTAL SCAN The Forces that Shape Our Industry Other dairy trade organizations want to get into our space (especially whey). Product applications are evolving. Pricing volatility increasing will continue; ADPI to provide oversight and monitoring. International trade policy is changing fast. We need to define our role; globalization is accelerating. CURRENT REALITY

11 ENVIRONMENTAL SCAN The Forces that Shape Our Industry Increasing use of social media by younger generations. Ingredient research and people development within university system is lacking. Heightened food safety awareness impacting global regulations. Increased impact of social changes influence sustainability, metrics, and consumer evaluation. CURRENT REALITY

12 SWOT INTERNAL STRENGTHS 2012 World class Annual Meeting Member and board commitment Only trade organization focused on dairy ingredient products and standards Facilitate marshaling of resources to increase world-wide use of American dairy ingredients About the Products not Politics 2015 Amazing leadership Seminars have improved significantly Build on the tradition of strategic planning Re-branding of ADPI CURRENT REALITY

13 SWOT INTERNAL WEAKNESSES 2012 Shortage of financial resources 2015 Broad agenda requires more focus and resources to implement Lack of social media presence and expertise Lack of technical skill sets and bandwidth New member integration Engaging next generation of member leaders CURRENT REALITY

14 SWOT EXTERNAL OPPORTUNITIES 2012 Lead development of technical standards and specifications for domestic and international markets 2015 Leverage Center of Excellence and Training Academy among members / nonmembers Link with non-dairy industry groups to facilitate usage of dairy ingredients Make the Annual Product Utilization Survey even more meaningful Work with CME to define and create industry risk management tools for dairy ingredients Add additional regional seminars Better leverage membership and strengths Extend deeper into member organizations CURRENT REALITY

15 SWOT EXTERNAL THREATS 2012 Other well-funded trade associations could encroach on our services Budget constraints among members may force membership erosion Could become irrelevant to membership due to lack of focus and a clear value proposition 2015 Association consolidation trend Changing social standards on food supply (dairy ingredients) Staying relevant to the next generation of member leaders CURRENT REALITY

16 Survey responses Top 6 key learnings 1. Need for technical expertise (Knowledge, Leadership, Credibility global) 4. Need for relationships with other associations in both the U.S. and around the globe 2. International focus 3. Importance of training members 5. Replace the world premier with go to in vision statement 6. Formal staffing and succession planning efforts are key to our success

17 2012 Strategic Plan Report Card How did we do? We generated these metrics Annual meeting attendance: +51% Membership: +61% We generated these metrics Revenue: +43% Annual yet only graded ourselves as a B. Why? Our vision is aspirational it s big and hairy. We ve made significant progress. And we had a lot to do to recover from stagnation. We re hitting our membership, attendance, and revenue numbers. We need to do more to provide even more value to our members.

18 DESIRED Future

19 Mission, Values, and Vision Statements Mission: Values: Vision: The reason why you exist. Describes how you will work. Describes what you aspire to be. And, they all have to pass the 8 th grade student test.

20 MISSION (OK) We seek to increase the world-wide use of dairy ingredients by marshaling the technical, manufacturing and marketing resources of our members and others. DESIRED FUTURE

21 Core Values Typically range between 3-5 core values. They withstand the test of time. They don t change. You would take them with you if you left the organization and started another. You make decisions based on them. Everyone in the organization knows them.

22 CORE VALUES Responsive We are responsive to the needs of the industry. (OK) Reliable We provide reliable, meaningful, and useful information. Relationships Create excellent opportunities for our members to network and build relationships. Relevant We are constantly learning, always seeking to be relevant by leading out and truly making a difference. DESIRED FUTURE Respect We respect the contribution of others and seek to work cooperatively and collaboratively for the mutual benefit of all.

23 Elements of a Great Vision Aspirational Simple Measurable Compelling Think Moon Shot

24 VISION (tweak) To be the world s premier GO TO authority on dairy ingredients. DESIRED FUTURE

25 STRATEGIC PLAN

26 Strategic Plan Elements Vision and Mission Strategies On 1 Page!

27 Three Year Goals Goals Result % member retention. 2. Grow members: International Utilization Achieve 80% global market share of dairy ingredient stakeholders. U.S. manufacturers 80% 54 International 10% 10 Traders 80% 60 Users 1% 15 Other affiliates 78 Total: 216 members STRATEGIC PLAN

28 Technical support Establish ADPI as the leader in the development of industry standards for dairy ingredients and specifications globally Clearly define what constitutes an ADPI standard Publish new ADPI standards book Increase links with international standards development (IDF, Codex, USP, etc.) Address differences between U.S. and international ingredient specifications and test methods Clarify role of ADPI as leader in standards development with other associations Improve in-house technical expertise / knowledge Hire a strong technical leader STRATEGIC PLAN Support and fund appropriate research

29 Training and Education Reinvigorate the ADPI Center of Excellence Communication: Extend deeper into member organizations Examine resources and re-launch Expand the ADPI Training Academy On-line curriculum Relevant to ingredient users and ADPI members Continue to enhance and strengthen ADPI meetings and seminars STRATEGIC PLAN Increase international / global engagement

30 Market Support Improve / enhance relevance of dairy products utilization and production trends report Evaluate usage and value Monitor and seek to influence the technical / commercial issues that impact the dairy ingredients industry Price discovery and risk management Explore the use of social media for multi-generational members / leaders / users Explore ADPI Facebook page, Blog, App, website chatroom, LinkedIn group, etc. STRATEGIC PLAN Explore the development of product-specific websites for dairy ingredients

31 Marshaling Resources Review board structure / governance International representation? Term limits on Executive Committee? Committee structure Develop formal staffing / succession plans Increase awareness of who ADPI is and what it does with other global organizations STRATEGIC PLAN Clarify roles of ADPI relative to other dairy associations, especially USDEC

32 Other Discussion Items

33 Board Structure We recommend 1. We consider international representation. 2. We consider setting 2-3 year term limits for the Executive Committee. 3. We consider creating a separate Finance Committee. STRATEGIC PLAN

34 Succession Planning We recommend 1. We utilize a formal search committee and process. 2. We receive months notice from the CEO. STRATEGIC PLAN

35 Social Media We recommend 1. We seek professional help to better understand the impact / power of social media across our multi-generational members / leaders. 2. We explore: ADPI Facebook page ADPI App Website chatroom LinkedIn group STRATEGIC PLAN

36 NEXT STEPS

37 NEXT STEPS CREATE 2016 Budgets Develop Tactical Action Plans (Next months) Evaluate Organizational Structure

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39 Strategic Planning Organization Development Board and Team Development 6385 Old Shady Oak Road, Suite 260, Minneapolis, MN Proutyproject.com