ASM International Strategic Plan and 2019 Operating Plan February 2019

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1 ASM International Strategic Plan and February 2019 Dr. David U. Furrer, President and Chair Dr. Zi-Kui Liu, Vice President Mr. William Mahoney, CEO

2 About this Document This document contains two sections: 1) the Forward-Looking Strategic Plan and 2) the 2019 Operating Plan. ( is a link to the Power Point version of this document). Consequently, the Society s Execution Strategy is linked to the sources of revenue, required resources, and committed timelines to operationalize the Strategic Plan for ASM International. Strategic Plan: In June 2016, 50 members of ASM were called together to help chart ASM s strategic path forward. This document contains the key results of that meeting, which defined the overall direction of ASM International for the next several years. The goal of this Strategic Plan is to establish a stable path forward to continuous improvement and growth, with annual reviews for potential minor adjustment, or need for a major redirection or enhancement of the Societies goals and objectives. In 2018, the Board of Trustees conducted monthly meetings to review the Strategic Plan and the focused Board-led Task Force Initiatives identified within the Strategic Plan. An all-day review meeting was held in July of 2018 to further refine the Strategic Plan, with the only major changes being the Board-led Task Force topics and actions. Operating Plan: By January, 2017, and subsequent years, working with the Board of Trustees and the established Strategic Plan, the Management Team also established bottomsup Annual Operating Plans. The Annual Operating Plan is the tactical execution of the Strategic Plan and incorporates key initiatives to achieve the desired end-state for the Society to service and support its members and stakeholders. The document encompasses progress made through 2018 along with the 2019 Annual Operating Plan, with views of key operating initiatives into 2020 and Foundational Beliefs ASM International is a Society of professionals who have come together to accomplish great works for the common good which cannot be achieved independently. The maximum value ASM can bring to its members and society can be achieved by working at the intersection of Design, Structural Engineering, Manufacturing, Quality and Materials, (see Figure 1). The shared values of transparency, integrity, technical excellence, diversity, and constancy of purpose are the great enablers. Our Society s future is bright. ASM can, and will be, better than ever. Figure 1.

3 Mission: ASM International benefits the materials community by providing scientific, engineering and technical knowledge, education, networking and professional development for Individual Members. ASM also enables improved materials performance for organizations served by our members. Vision: To be the leading resource for the advancement of materials knowledge in industry, education, government and society as a whole. Core Values: Exceptional member /customer service and input Stewardship of finances Transparency Integrity in all operations Benefits of diverse and inclusive worldwide community of volunteers Continuous improvement and an adaptable and flexible organization Importance of education, experience and lifelong learning Strategic Plan Three critical areas in which ASM International must excel in order to ensure our success and growth were identified in 2016: i) technical excellence, ii) increased membership, and iii) strategic partnerships/collaborations. ASM International s plan systematically addressed these in a carefully thought out, time-phased manner. Table 2 provides the summary results of the 2016 strategic planning process. For each of the critical areas identified, big hairy audacious goals (BHAGs) were agreed upon. Objectives are defined in order to overcome the challenges associated with achieving these goals. Finally, action plans have been developed as outlined below and within the Annual Operating Plans. Page 2

4 Table 2. ASM has set aggressive but achievable strategic goals and objectives based upon i) enhancing membership, ii) improving technical excellence, and iii) establishing strategic collaborations/ partnerships. ASM will focus at the intersection of Design, Structural Engineering, Manufacturing, Quality, and Materials in order to provide maximum membership value. Importantly, the necessary leadership and resources are in place to tackle the hard work ahead. Further steps are being taken in order to ensure we achieve our vision state. Six Trustee-led Task Forces have been established to explore in-depth the following critical areas: i) Education, ii) Committee Structure, iii) Digital Strategy, iv) Enhancing Student & Young Professional Membership, v) International Strategy and vi) Diversity. We seek to greatly expand our educational offerings in community colleges and chapters. We seek to organize our committees to better facilitate the generation and delivery of content. We recognize that ASM must deliver digital content in the manner desired by tomorrow s marketplace. We recognize that students are the seed corn from which our Society will prosper and that we must cultivate and engage them through their student days into early career. We must prepare for rational international expansion, and finally, we must become a welcoming organization for exceptional talent from every quarter. Page 3

5 2017-s The ASM Annual Operating Plans define the time-phased, bottoms-up approach to implementing the Strategic Plan. An intensive period of remediation, re-construction, and gradual but continuous improvement began for ASM in the fall of New corporate experienced Management Team members joined ASM, and commenced the process of reinvigorating ASM as the World s Leading Association serving the Materials Industry. That transformational process carries the title The ASM Renewal. As described in the 2017 Operating Plan, the ASM Renewal forecast a span of approximately 3 years to accomplish the Transformation. The current timeline along with the associated tasking are presented in Table 3. Table 3 The first months of The Renewal period have been focused upon improving the merchantability and market access of ASM s current Materials Information products and services, while the first 2 phases of a Digital Transformation/Content Enrichment program were executed. Figure 4. represents how these phases were originally planned in Page 4

6 Figure 4. The second portion that of The Renewal period should see ASM perfecting (through a 3 rd phase) the utilization of its new digital platforms and predominantly electronic publishing model. To deliver new products and services, along with new primarily digital forms of its traditional products and services, cleanup of prior crises conditions was accomplished in 2017, and initial stabilization was achieved under the theme of Join the Renewal saw an extension of stability, and modest growth in membership, annual revenues, technical capabilities, and collaboration which have delivered both improved market positioning and incremental revenues s call to action was Grow the Renewal should begin to see consistent growth, but no breakthroughs or dramatic upticks as we Complete the Renewal. Accelerating growth will become realistic in 2020 and beyond, a period currently entitled The ASM Realization. Nevertheless, by the end of FY19, with the completion of the Renewal, ASM also is on track to be positioned as both: 1) The best membership option for professional development for materials scientists, engineers, and technicians; and 2) the most comprehensive and competitive Materials Technology Information Services available for organizations served by our members. As shown in Figure 5 & 6 below from the 2019 Annual Operating Plan, the Digital Transformation/Content Enrichment Program includes 3 areas of investment and deployment: Content Re-engineering into interoperable digital forms; Deploying a new ecommerce backbone, from our website straight through CRM and Membership Management to digital access; and upgrading and migrating all of our underlying IT digital library, and data management infrastructure to the cloud. Thus far, all these deliverables are operational. Our systems and digital investments and deployments are improving ASM members transactional capability and reliability, as well as support and services levels. The discoverability, search-ability, accessibility and interoperability of ASM s materials content via the internet is now operational. Page 5

7 Figure 5 Figure 6. Page 6

8 During 2017 and 2018, our membership has grown by over 2,000 full-paid professional members, with over 70% of those new members being under 40 years of age. Our annual revenues have grown by 16%, and our financial health has significantly improved. Our Digital Transformation deliverables have exemplified technical excellence, as we have successfully deployed 6 major enterprise ecommerce systems and interfaces, on budget and at or ahead of schedule, without major disruptions in operations services. We are now able to digitally deliver all ASM Handbooks, with more legacy and new content coming soon. We have renewed collaborations with ASTM, NACE, Ceramics Industry, and the Intelligent Manufacturing System, all of which have resulted in improved market positioning and incremental revenue for ASM; we have a number of additional such collaborations under evaluation as we enter We appreciate your taking the time to read and comprehend this document. The fulfillment of the ASM Strategic Plan Objectives, through executing the ASM Renewal and Annual Operating Plans, is being accomplished. Nonetheless, your membership engagement, at all levels is required to ensure success. COMPLETE THE RENEWAL. ASM Board of Trustees Front Row (L to R): Zi-Kui Liu, FASM (Vice President), Larry Hanke, FASM, Judith Todd, FASM, Kenna Ritter (Student Board Member), Diana Lados, FASM, Tom Moore, FASM, Raymond D. Fryan (Treasurer). Top Row (L to R): Eli Vandersluis (Student Board Member), John Wolodko, Roger Jones, FASM, Jason Sebastian, Dave Furrer, FASM (President), Bill Mahoney (CEO), Frederick Schmidt, FASM (Immed. Past President), Larry Somrack, Aadithya Jeyaranjan (Student Board Member), Prem Aurora. Page 7

9 THANK YOU FOR YOUR SUPPORT OF THE ASM RENEWAL Page 2