Building ASMEs Foundation for the Future Part Three

Building ASMEs Foundation for the Future parte Three Building ASMEs Foundation for the Future Part Three Building ASMEs Foundation for the Future Part ThreeJuly 14, 2017 Keith Roe, ASME Immediate Past PresidentTo the ASME CommunityGreetings once again Allow me to pick up where we left off last time in this third article of the series Im eager to continue sharing the story of this year as well as where Im very pleased to say were heading.As mentioned previously, the team effort to execute the new Enterprise Strategy adopted by ASMEs Governors last year is all about Building ASMEs Foundation for the Future. We are working to put the pieces in place which together will make for a cutting-edge Society for the 21st century.As we finalize and commence implementation of the newly developed Integrated Operating Plan, which is based on the 10-3-1 (10 year3 year1 year) goals supporting ur technology-based strategy, we knew it was vital to integrate ur constituencies into the process. To make that happen, five Presidential Task Forces have worked unflaggingly in fiscal year 2016-17 to review the work ASME does on behalf of engineers in five critical areas Industry Leadership Engagement Strategy Planning Student Early Career Group Engagement/Alignment and Building a High-Performing Board. Theyve looked both at how we do it and how we can do better. These teams have analyzed ASMEs strengths and challenges and, with the fiscal year now recently concluded, have been presenting their top recommendations for how ASME can raise its game in each of these areas as we implement the strategy and build our expanded prowess in each of the five priority technology areas. Im excited to share each Task Forces recommendations, which will form the basis of our game plan for the next chapter of the ASME story.Sector Management Committee (SMC) Group Engagement/AlignmentThe SMC Group Engagement/Alignment Task Force (chaired by Rick Marboe) was formed with the understanding that every stak eholder at ASME should be linked efficiently and effectively with all resources ASME has to offer, including support systems, access to resources, leadership opportunities, and support for their career path. In recent presentations to the BOG, the Group Engagement/Alignment Task Force argued that the best ways to make these more accessible will beTo create a group engagement organization to develop rules of engagement with Sectors and the Committee on Finance and Investment (COFI)to oversee training of groups for alignment with ASME mission and strategyTo institute new Group Leader training along the lines of the previous Leadership Training Conference (LTC) and Volunteer Orientation Leadership Training (VOLT) to support leaders understanding of strategy, to communicate roles and responsibilities, and to create a common vocabulary for new geschftlicher umgang developmentTo create and deploy electronic or web-based tools for participants to self-track their interests, with regular updates phased in over timeTo create a product and/or program development fund to seed development of new events, with a replenishment mechanism and minimum balance controlled by the Board of Governors.Industry EngagementThe Industry Leadership Engagement Task Force (chaired by Stacey Swisher Harnetty) addressed a broad range of areas critical to ASMEs future success and vital to engaging industry leadership in ASMEs future how to support and advance the five core technologies product and standards development and training materials optimal support for public events and conferences determination of public policy priorities optimization of work with academia and how to build and optimize avenues of engagement for industry leaders around the world. Out of this universe of important work, the ILE Task Force believes that the highest-priority items must beTo bolster awareness of ASME and its work among global leaders in engineering by creating more industry-facing awards to recognize i ndustry leaders and leading companiesTo expand our leadership pipeline globally and strengthen the ASME team by forming rtlich or international Industry Advisory Boards (IABs) where we determine market opportunity is greatest and by targeting alignment and increased activity for specific local sections to those areas.Student Early Career EngagementThe Student Early Career Engagement Task Force (chaired by ASME Past President Terry Shoup) took on the issues that are central to our future how can we harness the energy and spirit of our Student and Early Career Engineers by creating and providing rich opportunities to make a difference for the world, to network with colleagues, and to find mentors and guidance for the path. With a total of over 30 recommendations, Terrys team has offered three top recommendations which will be the first we implementTo redouble our efforts to understand the issues that are most important to our youngest membersTo seek increased input and feedback on o rganizational leadership decisionsTo institute flexible membership dues and dues incentives to improve and broaden our engagement of engineers in the early stages of career building.Strategy PlanningThe Strategy Planning Task Force (chaired by John Goossen) has led the way this year in determining what will be needed in a continuing way in order to implement the vision as articulated in ASMEs new strategy. For an organization like ASME, regular leadership turnover is a significant challenge to strategic continuity. The SP Task Force has proposed three deliverables which I think will go a long way toward getting us thereThe creation of an annual process for maintaining, updating and communicating ASMEs strategic plan to the wider ASME communityInstituting a sustainable entity to engage the board, staff, and volunteers on strategy development, monitoring and implementation andCreating a mechanism or process by which the BOG can closely monitor ASMEs short-term and long-term progress towards each of its strategic goals.High Performance Board of GovernorsLast but surely not least, the Task Force for Fostering a High-Performing Board of Governors took on the re-engineering of what is arguably the central driver of all Society work. It is my own view that no organization like ours can achieve greatness without a governing body that operates at world-class levels. If we want to play at those levels competing with other global organizations that operate in our space, we simply have to start with a high-performing Board of Governors. This group, chaired by Bill Wepfer, articulated a set of six recommendations which, taken together, will contribute strongly to taking our Boards functioning to that placeImprove speed, efficiency and clarity for all in-person Board meetingsComplete the full articulation of all Board roles and responsibilitiesImprove the efficiency and effectiveness of the Board of Governors (BOG) and its committees operations and processesReview and enh ance BOG training for all current and incoming members, to improve individual members effectivenessReview and improve the Board nominating process so as to evaluate and recruit the strongest possible Board candidates equipped with necessary skills, experience, and depth and perspective.Overarching Goal Unparalleled Opportunity in a Cutting-Edge Engineering SocietyThe grand challenge of all of this years work has been to safeguard the heart and soul of ASME while building the foundation for the future of ASME strengthening our technology base in vital technologies, crafting new and enhanced programs, building our IT and other supporting infrastructure, and elevating the strength and effectiveness of our Board of Governors. One might say that we are working to build a vigorous hybrid we seek to make a historic and successful professional-networking-learning Society even more successful by helping it become, at the same time, an agile, high-performing, technology-driven, customer-orien ted organization inspired and guided by an historic mission.As this transformative year in the life of our organization enters its next phase, I believe we are well on our way. The strategy/technology work, the development of the 10-3-1 Integrated Operating Plan, and the Task Forces have provided a unique platform this year to set us on the road to success towards our strategic objective to become the go-to organization to address key technology challenges in the public interest. The new leadership is in place and moving forward under President Charla Wise and our new Board of Governors. But to make it real, were going to need you. How will you be a part of ASMEs bright future? I hope youll be inspired to get involved and make a difference.Thank you again for the honor of serving you this past year as your President.With all my best wishes Keith Roe, ASME Immediate Past PresidentRead Part One and Part Two of Roes series on Building ASMEs Foundation for the Future.