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IEEE Member and Geographic Activities. The Transformation of Regional Activities to Member and Geographic Activities. Barry L. Shoop, Ph.D. Region 1 Director and Chair June 2007 IEEE Board Series Philadelphia, Pennsylvania. Member and Geographic Activities Background & Charter. - PowerPoint PPT Presentation
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The Transformation of
Regional Activities
to
Member and Geographic Activities
Barry L. Shoop, Ph.D.Region 1 Director and Chair
June 2007 IEEE Board SeriesPhiladelphia, Pennsylvania
IEEE Member and Geographic ActivitiesIEEE Member and Geographic Activities
Member and Geographic ActivitiesBackground & CharterMember and Geographic ActivitiesBackground & Charter
Background• June 2005 IEEE Board of Directors Decision:
‒ RAB shall be responsible for the IEEE Membership and Membership Development
• January 2006 RAB SPC Retreat
• RAB VP Pedro Ray Constituted Project Team
• February 2006: First Presentation to RAB Board of Directors
CharterTake a fresh look at the functions and processes of RAB and the larger IEEE as appropriate to engineer the IEEE Membership Enterprise. Make recommendations for the most effective and efficient organizational functions, processes, and structure to support, develop, and grow the enterprise.
Enterprise $30M Membership Dues ($60M Total Member-Related Revenues)
Focus: Service Oriented – Responsibility-Over-Ownership – Effective – Efficient
Magnitude of Effort
• Project initiated in January 2006
• Enterprise Engineering Team: – 9 members for 1st, 2nd and 3rd phases– 12 members on 2 teams for 4th phase
• 8 face-to-face meetings in NJ
• 5 face-to-face meetings at Board Series
• Numerous conference calls
• Countless volunteer hours – priceless
Consultants• Consultants used for 1st – 3rd phases
– 1st Phase: Glocalvantage – 8 weeks, 1 FTE– 2nd Phase: Capgemini – 10-weeks, 1 2/3 FTEs– 3rd Phase: Capgemini – 8 weeks, 1 FTE
• Total consultant expenses: $305k
Member and Geographic ActivitiesThe Project Team 2006 & 2007Member and Geographic ActivitiesThe Project Team 2006 & 2007
2006 – Enterprise Engineering ProjectDan Benigni – SA, RAB SPC and Past RAB VP
Jan Brown – MDC Chair and Past Division Director
John Dentler – Region 2 Director-Elect
David Green – RAB Treasurer
Cecelia Jankowski – RA Managing Director
Luiz Pilotto – Region 9 Director
William Ratcliff – Region 3 Director-Elect
Barry Shoop – Region 1 Director and Chair
Hilmi Turanli – Vice-Chair Member Activities
2006 – Enterprise Engineering ProjectDan Benigni – SA, RAB SPC and Past RAB VP
Jan Brown – MDC Chair and Past Division Director
John Dentler – Region 2 Director-Elect
David Green – RAB Treasurer
Cecelia Jankowski – RA Managing Director
Luiz Pilotto – Region 9 Director
William Ratcliff – Region 3 Director-Elect
Barry Shoop – Region 1 Director and Chair
Hilmi Turanli – Vice-Chair Member Activities
2007 - Implementation TeamDavid Green – IEEE Treasurer
Cecelia Jankowski – RA Managing Director
Bill Kennedy – Division VII Director
Joe Lillie – Past Treasurer
Luiz Pilotto – Region 9 Director
William Ratcliff – Region 3 Director-Elect
Barry Shoop – Region 1 Director and Chair
2007 - Implementation TeamDavid Green – IEEE Treasurer
Cecelia Jankowski – RA Managing Director
Bill Kennedy – Division VII Director
Joe Lillie – Past Treasurer
Luiz Pilotto – Region 9 Director
William Ratcliff – Region 3 Director-Elect
Barry Shoop – Region 1 Director and Chair
2007 – Volunteer SubcommitteeMarc Apter – Past RAB VP, ITSC
Dave Green – IEEE Treasurer
Ron Jensen – IEEE SPC Chair, RAB Treasurer
Howard Michel – Region 1 Director-Elect
William Ratcliff – Region 3 Director-Elect and Chair
Jean-Gabriel Remy – Region 8 Director
William Walsh – Region 2 Director-Elect
2007 – Volunteer SubcommitteeMarc Apter – Past RAB VP, ITSC
Dave Green – IEEE Treasurer
Ron Jensen – IEEE SPC Chair, RAB Treasurer
Howard Michel – Region 1 Director-Elect
William Ratcliff – Region 3 Director-Elect and Chair
Jean-Gabriel Remy – Region 8 Director
William Walsh – Region 2 Director-Elect
• February Board Series:‒ Establish Purpose and Scope‒ Identify and Charge the Team‒ Establish Milestones and Deliverables
• June Board Series:‒ Review Purpose and Scope‒ Enterprise Model‒ Values and Principles, Function / Process and Entity‒ Preliminary Architectural Design‒ Relational Mapping‒ Presented Strategic Direction
• November Board Series:‒ Proposed Organization Tie-in‒ Preliminary Cost Analysis / Budget Impact‒ Initial Evaluation of Bylaws and Ops Manual Changes‒ Seek Approval to Prepare Business Case‒ Reinforced Strategic Direction
Member and Geographic Activities2006 MilestonesMember and Geographic Activities2006 Milestones
• February Board Series:‒ RAB Strategic Planning Retreat refined scope of MBU‒ RAB unanimously approved implementation of the MBU‒ IEEE BoD accepted RAB report of Restructuring‒ Reinforced Strategic Direction
• June Board Series:‒ Presentation to each of the OU Boards about MBU
implementation‒ BoD approval to change RAB name to Member and
Geographic Activities Board
• Future Actions‒ November 2007 - Approval of full concept Member and
Geographic Activities‒ January 2008 – Full operation‒ 1st and 2nd Quarter 2008 - Deployment of Communication
Plan‒ Sections Congress 2008
Member and Geographic Activities2007 MilestonesMember and Geographic Activities2007 Milestones
IEEE Member Business Unit (MBU)Design ProcessIEEE Member Business Unit (MBU)Design Process
STRATEGIC POSITIONING OPERATIONAL MODELING
Review BusinessStrategies
MBU & the Value Chain of the Company
RelationshipMapping
Macro-Processes; Suppliers; Customers; Supporting Structures
Organization Design Key Assignments Dimensioning
Core Competencies
IT Systems Definition
1.1 1.2
MISSION
VISION
Administration & Governance
Detailed Business Process
Definition of Core Competencies
Definition of a Detailed IT Architecture
Definition of Strategic Tools for Tracking the Unit (BSC)
Governance Committee Manuals of Procedures &
Operations
Full Workflow Definition Critical Activities Workflow Definition of Product Standards Performance Indexes
Definition of Basic Necessities,
Expertise and Attitude Necessary HR Development
Actions
Definition of IT Systems Selection of Necessary
Applications & Functionalities
Implementation Implementation ImplementationImplementation
2.1 2.2 2.3 2.4
IEEE Member Business Unit (MBU)DescriptionIEEE Member Business Unit (MBU)Description
• The MBU will be responsible for all membership and member development in IEEE.
• Membership includes recruitment, admissions, retention and elevation. • Member development includes technical, professional and service development through the member’s life cycle.
• The MBU will be responsible for determining current member expectations of IEEE and forecasting future member expectations.
• To fulfill these expectations, the MBU will collaborate with all other BUs in IEEE.
• The MBU will contain all of the resources necessary to efficiently and effectively manage and administer membership and member development.
IEEE Member Business Unit (MBU)Vision & MissionIEEE Member Business Unit (MBU)Vision & Mission
Vision
Ensure Quality Member Opportunities Through Continuous Engagement
Mission
Inspire, Enable, Empower and Engage Members of IEEE
IEEE Member Business Unit (MBU)PrinciplesIEEE Member Business Unit (MBU)Principles
• The Member is IEEE and IEEE is the member.
• Members shape IEEE's future.
• Members collaborate to create IEEE's future.
• IEEE enhances members' future.
IEEE Member Business Unit (MBU)GoalsIEEE Member Business Unit (MBU)Goals
• Increase member engagement.
• Improve relationships with and between members.
• Increase operational efficiency and effectiveness.
• Improve staff job satisfaction.
• Enhance collaboration with other business units.
• Increase membership.
IEEE Member Business Unit (MBU)StrategiesIEEE Member Business Unit (MBU)Strategies
• Increase the value of IEEE membership.
• Utilize member life cycle concept.
• Provide a simple, consistent interface to members and prospective members.
• Track member involvement and development.
• Make the process of joining and maintaining membership simple and straightforward.
• Facilitate member collaboration.
• Become more transnational in look, feel and language.
• Strengthen the relevancy of IEEE membership to industry.
IEEE Member Business Unit (MBU)Strategy & Scope of the MBU - CompleteIEEE Member Business Unit (MBU)Strategy & Scope of the MBU - Complete
• Ensure Quality Member Opportunities Through Continuous Engagement
• Inspire, Enable, Empower and Engage Members of IEEE
• The member is IEEE and IEEE is the member.• Members shape IEEE's future.• Members collaborate to create IEEE's future.• IEEE enhances members' future.
• Increase member engagement.• Improve relationships with and between members.• Increase operational efficiency and effectiveness.• Enhance collaboration with other business units.• Increase membership.
• Increase the value of IEEE membership.• Utilize member life cycle concept.• Provide a simple, consistent interface to members and prospective
members.• Track member involvement and development.• Make the process of joining and maintaining membership simple and
straightforward.• Facilitate member collaboration.• Become more transnational in look, feel and language.• Strengthen the relevancy of IEEE membership to industry.
Strategic Positioning
Vision
Mission
Principles
Goals
Strategies
Scope• Member strategy:
• Research and data driven insight• Strategic direction• Benefits• Pricing guidelines • Products/service offerings
• Member development: • Membership sales strategy, planning
and execution management (recruiting, renewal, recovery)
• Affinity management• Member lifecycle management
• Member operations: • Call center/tech support• Applications processing
• Member-specific product/service development and management:
• Community (MyIEEE, spam blocker/ alias, online member directory, Institute)
• Benefits (Financial Advantage)• Knowledge (IEEETV, Potentials)• Professional (Career services)
• Geo-unit management
IEEE Member Business Unit (MBU)Full-Concept MBUIEEE Member Business Unit (MBU)Full-Concept MBU
• Affinity strategy, measurement and monitoring
• Product portfolio management
• New product development process
• Member data management
• Member strategic planning
• Strategy for affinity and society membership pricing
New Activity
• Affinity groups (WIE, Consultants)
• Society membership
• Member inbound/outbound call center (Business Admin.)
• Member tech support (Business Admin.)
• Applications/renewal processing (Business Admin.)
• Renewal process management (Business Admin.)
• Financial Advantage (Business Admin.)
• Career products/services (US and Publications)
• The Institute (PSPB)
• Spectrum (Publications)
• Member market, in part, research being done by Research
• Member database and list management
• Membership pricing
Current Responsibility
External to RAB
• Geo-unit administration
• Life Members
• GOLD
• Recruiting and recovery
• Marketing collateral (e.g., member-get-a-member brochure)
• Management of MyIEEE, IEEE TV, Potentials, spam blocker/alias, online member directory
• Some member strategy development
Current Responsibility
Internal to RAB
Affinity management
Call Center/ processing
Sales activities
Member strategy function
Member Products/ Services
Data Management/ Market Research Functions
Recommended
Change
• Affinity strategy, measurement and monitoring
• Product portfolio management
• New product development process
• Member data management
• Member strategic planning
• Strategy for affinity and society membership pricing
New Activity
• Affinity groups (WIE, Consultants)
• Society membership
• Member inbound/outbound call center (Business Admin.)
• Member tech support (Business Admin.)
• Applications/renewal processing (Business Admin.)
• Renewal process management (Business Admin.)
• Financial Advantage (Business Admin.)
• Career products/services (US and Publications)
• The Institute (PSPB)
• Spectrum (Publications)
• Member market, in part, research being done by Research
• Member database and list management
• Membership pricing
Current Responsibility
External to RAB
• Geo-unit administration
• Life Members
• GOLD
• Recruiting and recovery
• Marketing collateral (e.g., member-get-a-member brochure)
• Management of MyIEEE, IEEE TV, Potentials, spam blocker/alias, online member directory
• Some member strategy development
Current Responsibility
Internal to RAB
Affinity management
Call Center/ processing
Sales activities
Member strategy function
Member Products/ Services
Data Management/ Market Research Functions
Recommended
Change
IEEE Membership Business Unit (MBU)Improving Member Experience & Value of Membership and Operations
IEEE Membership Business Unit (MBU)Improving Member Experience & Value of Membership and Operations
Role of MBUDriver
Make IEEE a member-centric organization Utilize data and analysis to drive strategic decisions Track and understand member needs and behavior Work across channels to enhance member involvement
Increase MemberEngagement
Reduce duplication of efforts Simplify processes Create single point of contact where possible
Increase OperationalEfficiency and Effectiveness
Create meaningful roles with decision making power Define clear responsibilities (utilize RACI methodology)
Improve EmployeeSatisfaction
Support member communities Make member communication and messaging consistent across the
organization Manage the member across his/her lifecycle and across all channels
Improve Relationships withand Between Members
Utilize member lifecycle concept Develop processes that include input from expertise in other parts of IEEE Encourage sharing of member information
Enhance Collaborationwith/between Business Units
Me
mb
ers
hip
Overview of Non-Financial Business Case Drivers
Focus on acquisition, retention, renewal and recovery strategies Improve member value proposition (price/benefit trade off)Increase Membership
Op
era
tio
ns
an
d M
an
ag
em
en
t
IEEE Member Business Unit (MBU)Benefits to Education ActivitiesIEEE Member Business Unit (MBU)Benefits to Education Activities
• 360º view of the member
• Lifecycle management enhance member career management
• Improved Teacher In-Service Program support structure
• Improved accreditation support structure
• Enhance geographic unit partnerships
• Tracking and enhancement of soft skill training
• Member research and analysis expertise
• Free-up resources so EAB can focus on core competencies
• Consistent membership marketing material
• Enhance member value – grow the member
• Member segmentation across geographic boundaries and interests
• 360º view of the member
• Member research and analysis expertise
• Free-up resources so Societies can focus on core competencies
• Consistent membership marketing material
• Ability to look at better packaging methods
• Customization of publication packages to specific member interests
• Enhance member value – grow the member
• Member segmentation across geographic boundaries and interests
IEEE Member Business Unit (MBU)Benefits to Technical ActivitiesIEEE Member Business Unit (MBU)Benefits to Technical Activities
• 360º view of the member
• Member statistical expertise
• Free-up resources so PSPB can focus on core businesses
• Membership marketing material
• Ability to look at better packaging methods
• Enhance member value – grow the member
• Customization of publication packages to specific member interests
• Member segmentation across geographic boundaries and interests
IEEE Member Business Unit (MBU)Benefits to PSPBIEEE Member Business Unit (MBU)Benefits to PSPB
IEEE Member Business Unit (MBU)Benefits to IEEE-USAIEEE Member Business Unit (MBU)Benefits to IEEE-USA
• 360º view of the member
• Lifecycle management enhance member career management
• Enhance geographic unit partnerships
• Tracking and enhancement of soft skill training
• Member research and analysis expertise
• Free-up resources so IEEE-USA can focus on core competencies
• Consistent membership marketing material
• Enhance member value – grow the member
• Member segmentation across geographic boundaries and interests
IEEE Member Business Unit (MBU)BenefitsIEEE Member Business Unit (MBU)Benefits
360º view of the member
Member research and analysis expertise
Member life cycle management
Enhanced geographic unit partnerships
Free-up resources to focus on core competencies
Membership marketing material
Enhance member value – grow the member
Member segmentation across geographic boundaries and interests
Customization of publication packages to specific member interests
Ability to look at better packaging methods
Tracking and enhancement of soft skill training
Improved Teacher In-Service Program support structure
Improved accreditation support structure
TAB USAEAB PSPB
IEEE Member and Geographic ActivitiesRegional Activities OrganizationIEEE Member and Geographic ActivitiesRegional Activities Organization
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IEEE Member and Geographic ActivitiesMember and Geographic Activities OrganizationIEEE Member and Geographic ActivitiesMember and Geographic Activities Organization
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Member Strategy and Operations MGA Operations
IEEE Member and Geographic ActivitiesMember and Geographic Activities TeamIEEE Member and Geographic ActivitiesMember and Geographic Activities Team
IEEE Member and Geographic ActivitiesMember and Geographic Activities TeamIEEE Member and Geographic ActivitiesMember and Geographic Activities Team
IEEE Member and Geographic ActivitiesQuestionsIEEE Member and Geographic ActivitiesQuestions
Presentations at the 2007 June Board Series:
PSPB – 7:30-7:50 PM Thursday, 14 June 2007
TAB – 4:30-4:50 PM Friday, 15 June 2007
EAB – 10:00-10:30 AM Saturday, 16 June 2007
USA – 10:30-11:00 AM Saturday, 16 June 2007
ember& Geographic Activities BoardM