Mini-Workshop/Case Study on Strategic Planning
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Transcript of Mini-Workshop/Case Study on Strategic Planning
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State of Delusion, State of Confusion…
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ISA Challenges
• Structure• Stakeholders• Resulting environment
– Advocacy, Membership, Governance, Culture
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Conditions
• History• Regional Plan• Culture• Board Size• Allegiances
Commitment
• ISA Exec Committee
• ISA Board• Regional Boards• Regional Staff• ISA Staff
Plan
• Research• Design• Development• Communication• Implementation
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Conditions
• History• Regional Plan• Culture• Board Size• Allegiances
Commitment
• ISA Exec Committee
• ISA Board• Regional Boards• Regional Staff• ISA Staff
Plan
• Research• Design• Development• Communication• Implementation
![Page 5: Mini-Workshop/Case Study on Strategic Planning](https://reader036.fdocuments.net/reader036/viewer/2022081417/55764c63d8b42ac31b8b5277/html5/thumbnails/5.jpg)
Conditions
• History• Regional Plan• Culture• Board Size• Allegiances
Commitment
• ISA Exec Committee
• ISA Board• Regional Boards• Regional Staff• ISA Staff
Plan
• Research• Design• Development• Communication• Implementation
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Engagement Steps (2009-2012)
• Executive Committee forms task force• Develops/conducts research• ISA Board forms “Study Group”• 2 “Summits” and Town Hall meeting• Executive Directors meetings • Reorganization Implementation Committee
formed, Bylaws Committee tasked
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The Sign Industry Trade Show Market: A Review of ISA’s Competition and Market PositionVersion 1.0 Prepared By:
Robin WedewerSenior Associate, Tecker
Consultants(410) 414-5718
Confidential, September 2010
CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENTThis report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons.
RESEARCHMemberMarket
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Confidential, October 2010
CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENTThis report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons.
“Every organization is perfectly designed to do exactly what it does.”-Peter Drucker
Report on the Alignment of ISA’s Decision Structure and Current & Emerging Industry Realities
RESEARCHDecision
making Industry
Realities
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The Process of Informed
TransformationReformTransitionImprovement
Levels
of
Ch
an
ge CHOICES
AT EVERY STEP
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“Organizational Summit”
March 24 & 25, 2011 ISA Headquarters, Alexandria, Virginia
Research Strategy Learning
Designed & facilitated by:
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ISA “Organizational Summit” Agenda
Thursday, March 24: 12:00 Noon—5:00 p.m. (ISA offices; lunch will be provided)• Lunch, welcome and self-introductions – Lori Anderson • Introduction: conversations leading up to summit – John Allen, ISA Chairman of the Board • Overview: – Glenn Tecker • Brainstorming: Specifications and modeling – Glenn Tecker
6:30 p.m. – group dinner in Old Town Alexandria
Friday, March 25: 8:00 a.m. – 12:00 Noon (breakfast and lunch at ISA offices) • Brainstorming: Specification and modeling – Glenn Tecker • Assessing advantages and disadvantages to various potential models – Glenn Tecker • Wrap-up – Lori Anderson
CHOICES AT EVERY
STEP Involvement Understanding Ownership Support
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Page 12
Using a flip chart, draw a picture of ISA today if it were depicted as a form of transportation.
Be prepared to explain what organizational attributes are represented by certain details of the picture.
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What must any organizational model for the “XYZ” organization “be”, “be like” or “do”? What must any model of organization for the “XYZ”
organization not “be”, “be like” or “do”?
Design Specifications
Must be / be like / do: Must not be / be like / do:
TransparentAccountable Etc.
UnifiedRepresentativeDiverseEtc.
AdvocacyStrategicNimbleEtc.
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ISA
Possible Organizational Structure
What should the ISA of the future (whatever it ends up calling itself) look like?
a. What should membership structure look like?
b. What should governance structure look like?
c. What should the program structure look like?
d. What should financial structure look like?
CHOICES AT EVERY
STEP Involvement Understanding Ownership Support
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Membership
Board of Directors
Executive Committee
Regions
Committees
CSO
Example Structure Portrait
State Associations
Industry Sectors
Staff
Staff
Staff
ExampleOnly
Special Topics Groups
LocalChapters
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ISA RemodelingConsidering Choices
Model # ____
Advantages Disadvantages
Group recorder:______________
1. Really like it !2. Like it , but it needs some tweaking.3. Can live with it, but significant
modification will be required.4. Really do not like it.5. No way; not ever!
X = its our group’s model
ppplace rating here
CHOICES AT EVERY
STEP
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Engagement Steps (2009-2012)
• Shared vision created• Face-to-face meetings with regional groups• Video, written communications to members• ISA Board vote• Membership vote (10-1 margin)• Regional boards vote to become affiliates
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Membership StructureISA
18
Associate Members
Direct Sign Company Members
Suppliers/Distributors Direct Members
AffiliatedAssociations
AffiliatedAssociations
AffiliatedAssociations
Affiliated Associations Sign
Company Members
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Direct Sign Company Member
Council
ISA Board
Executive Committee
Leadership Development
Committee
Steering committee
Steering committee
Steering committee
15 members (11 plus EC) •Min of 6 from Sign Companies•Min of 3 from Supplier/Dist.• 2 Unrestricted
Governance Model
Affiliated Associations Sign
Company Member Council
Supplier/Distributor Council
19
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Implementation to Date
• 16 Affiliates• “Leadership Congress”• Steering Committee Engagement• Executive Director Engagement• Leadership Development Committee• Board Strategy
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Lessons Learned
• Go slow to go fast• Need 100% process buy-in from the top (solid core
of well-respected champions)• No preconceived notion of result• Expand circle of stakeholders• Trust building conversations• Open to changing along the way• Create enjoyable, hard working, environment• Create a clear envisioned future
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