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ASTM International Officers’ Training WorkshopSeptember 11-12, 2006Pat Picariello, Director, Developmental Operations
Strategic Planning & New Activity Development
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Strategic Planning
Strategic Planning is one of the most significant components of a healthy committee because it
• Reinforces the assets and attributes of the committee
making it stronger
• Provides direction and focus
• Moves actions toward a desired result
• Maximizes potential
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The Strategic Planning Process
Survey current status
Identify future directions and needs
Define goals and priorities
Develop implementation plan
Achieving success
Measuring progress
Re-assessing status
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Survey Current Status
Committee Overview
Standards Development Profile
Use of Standards in Marketplace
Accessories
Strengths/Weaknesses
Participation vs Players
International Considerations
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ID Future Direction & Needs
New Activities
Emerging Trends
Ask the Customer
Research Program Focus
Think Beyond Standards
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Define Goals & Priorities
Goal must include concise statement of purpose, time schedule, and some measurement indicator
Set priorities based on need and resources
BE REALISTIC
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Develop Implementation Plan
Ensure plan will take you toward goal
Need buy-in from all affected
Plan needs to be understandable and realistic
Divide plan into major milestones
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Strategic Planning can’t stop With the Plan
Biggest problem with strategic planning is losing momentum with implementation
The hard truth is that the best plan is the one that actually gets implemented
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Achieving SUCCESS
Simple and clear
Use target dates
Must have accountability
Regularly review progress
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Measuring Progress
Return to implementation plan
Hold people accountable to assignments
Execute corrective action and adjust schedules
Reward accomplishments
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Incorporating Planning into Committee Structure
Force planning as a priority
Function of Executive Subcommittee or Ad Hoc Group
Regular communication with committee members
Need to know the pulse of the industry – solicit external input if needed
Use staff resources
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New Activity Development
Critical to continued relevance of the committee/subcommittee through the generation of:
• New Content
• New Membership
• New Ideas
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Initiation of New Activities
Members/Technical Committee
Government Agency
Trade Association
Professional Society
Manufacturer
Individual
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Potential Areas for Activity
New Technology & Products
Marketplace Issues
Regulatory Issues
Topics of Controversy
Research Sources
International Considerations
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New Activity Proposal
What factors are driving the request?
What is the expected benefit & use of the product?
Is time a factor?
What expertise is required?
What organizations & trade publications are relevant to the activity?
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Development Process
Identification of Industry Needs & Use
Search for Existing Activities
Analyze Interest
Evaluate Viability
Match ASTM Capabilities with Industry Objectives
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New Standards Development Activity
Strategic Planning
Identification of Expertise, Leadership, & Related Organizations
Hold Appropriate Meetings
Networking
Follow-up Publicity & Membership Promotion
Project Funding & Research Needs (if necessary)
Identification of Other ASTM Products
ASK QUESTIONS
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New Activity = New Approach
SDO as Service Provider: Competition Model
Identify Need & Usage
Establish Goals
• Tangible vs. Theoretical
Identify Tools to Accelerate Development of Information
Establish Timeline for Completion
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Conclusion
There are different ways to accomplish a goal
Don’t bring a knife to a gun fight
Flexibility, Flexibility, Flexibility