leading strategic change european association summit 2017 · •operating a large dbase with...
Post on 03-Aug-2020
1 Views
Preview:
TRANSCRIPT
Leading Strategic Change European Association
Summit 2017
Leading strategic change
How associations should anticipate changing markets and policy developments.
In today’s environment, associations face challenges in terms of governance, structure and long term strategy development. This session will analyze some of these challenges and provide solutions in the areas of strategic governance; audit and environment scanning and strategic planning. We will also share some case examples of current relevant major challenges; including Brexit, Data Privacy and Global policy – and how to anticipate and adapt.
TRUE GLOBAL ASSOCIATION MANAGEMENT COMPANY
FOUNDED IN 1964,
MORE THAN 375
PROFESSIONALS
OFFICES IN USA, Europe &
ASIA
ALLIANCE PARTNERS
Around the world
CHARTER-ACCREDITED
ASSOCIATION
MANAGEMENT COMPANY
WITH AMC INSTITUTE
PORTFOLIO of SERVICES
SPECIALIZE IN STRATEGY
AND GROWTH
© 2017 Kellen, Inc.
3
Kellen Background
© 2017 Kellen, Inc.
4
Kellen Services
MANAGEMENT COMMUNICATIONS DIGITAL STRATEGY REGULATORY
AFFAIRS
MEETINGS & EVENTS
CONSULTING
Full-Service Management
Accounting
Member and Customer marketing
Board strategic planning and Management
• Public Relations
• Websites
• Social Media Management
• Crisis Communications
• Education
• Industry Landscapes
• Competitive Benchmarking
• Digital roadmaps
• Social Media Strategy
• Lobbying
• Public Affairs
• Trusted messages
• Regulatory Relationships
• Planning
• Execution
• Trade Shows
• Special Board and Member Meetings
• Delegations and Missions
• Global Expansion
• Alliances and Coalitions building
• Board Education
• Succession Planning
Sample Client List
• Equipment rental, batteries
• Food products, fish, stevia
• Lighting designers, Utilities
© 2017 Kellen, Inc.
6
1. Change and the Adaptive Association: your key issues • Professional and industry changes • Role of regulators • New industries
2. Strategic Governance and Planning • Board Managment • Strategic Planning • Audit and Evaluations
3. Examples
4. Tools • Benchmarking: tool understand how your association compares • Power, legitimacy and urgency – tool to assess position
5. Challenges • Brexit, and state of health – how to deal with it? Trade agreements (Canada-EU) • Data privacy and GDPR
Content
© 2017 Kellen, Inc.
Change is difficult?
© 2017 Kellen, Inc.
© 2017 Kellen, Inc.
8
• Professional and Industry Changes
• Role of Regulators
• New Industries
• Discussion points: your questions and input
• What are your key issues: what is perceived as greatest change factor? Examples mentioned in the session included:
• Market consolidation
• EU better regulation plans
• Other organizations offer services “for free” (“EU project days”)
1. Change and the Adaptive Association
© 2017 Kellen, Inc.
9
• Board Management
• Strategic Planning – key issues from Kellen’s Report
• Audit and Evaluations
2. Strategic Governance
Vision?
© 2017 Kellen, Inc.
© 2017 Kellen, Inc.
11
1. Board is focused on strategic issues
2. Board works for benefits of the organization’s members through strong consensus building and effective decision making
3. Clear definition and understanding of roles and responsibilities
4. Board culture of engagement and diversity (small size but representative)
5. Strategic Board recruitment and succession (term limits, elections)
6. Executive / strategic session every few years (with follow up)
7. Keeping track: Board Evaluation and member surveys
Board Success Factors
Buy-in to Strategic Planning
Trust, in those who pay the invoices
Who is in the paying your association?
• Companies
• Professionals
• Associations
• Other non-profits
• Agencies
• Sponsors
• Government
• .....
© 2017 Kellen, Inc.
Kellen Thought leadership Experience
Strategic Planning for Associations, 2014 indicates our leadership in this field
Social Media Reports 2013, 2014, 2015, 2016 (review Europe, US, China) illustrate our forward thinking on important factors for associations regarding social media, based on a wide field research project.
Several colleagues are teaching on alliance building, management and strategy.
© 2017 Kellen Company Inc.
13
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
14
• Survey: 152 participants
• Focus Groups
• Discussed in sessions
• Available
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
15
• How often do you engage in strategic planning? • Every 3 years seems to be the benchmark
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
16
• Strategic direction /business plan is key reason for a session
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
17
• Content: Projects, communication, future direction stand out
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
18
• Participation: input members sometimes
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
19
• Tools: along the lines of our program
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
20
• Measuring the results:
© 2017 Kellen, Inc.
BENCHMARK – Kellen Europe’s Report
21
• Result: is created by all who follow up….
© 2017 Kellen, Inc.
22
A) US based international professional society
B) European based global trade association
3. Global Development Examples
© 2017 Kellen, Inc.
23
3. A) US based international professional society
• Type: International Association of Professionals
• Location: International Headquarters in US
• Purpose: Expansion and Operations in Europe
• Next 3 slides are from a Board global strategy session facilitated by Kellen
© 2017 Kellen, Inc.
1. Introductions
2. Board Orientation Principles 3. Five Themes for Globalization
4. Other Points of Discussion
5. Wrap up
1
© 2017 Kellen, Inc.
3. Five Themes for Globalization I. Governance
II. Public Policy
III. Membership
IV. Education and Events
V. Finance and long term strategy
15
© 2017 Kellen, Inc.
III. Membership Membership Conversations
The “on-off switch” of member attention: - Value conversation: propositions and services options; integrity &
membership; The numbers – what do they say (internal and external consultants
via research and surveys)
Global Recruitment and retention situations – Open up and accept international based professionals who also run a
manufacturing representation business?
24
© 2017 Kellen, Inc.
27
3. B) European based global trade association
• Type: Global association of companies with focus in various global regions, at least 3 well developed and 2 in development
• Location: Global headquarters in Brussels
• Purpose: Research, Organization and Operations in China
• Next 2 slides are steps for a strategy in China facilitated by Kellen
© 2017 Kellen, Inc.
28
3. B) Approach for one region: typical checklist for China
• Start with research: conducted by Kellen
• Strategic: Why is China part of the long term plan
• Comparison with other trade associations
• How China fits in the influence across Asian markets
• Importance of China, eg. as an regional influential regulator
© 2017 Kellen, Inc.
29
3. B) Regional Development – Typical outcomes, eg. China
• Board meeting in the new geography – a local insight
• Stakeholder event
• Regular monitoring and research report with local / global consultant
• Newsletters, information sharing
• Briefings and roadmap how to develop next in the specific market and regulatory environment.
© 2017 Kellen, Inc.
30
A) Benchmarking: tool understand how your association compares with “likewise” or totally different samples. Beyond the typical SWOT
• It can be of interest to compare to with other associations because: • Are in the same industry / profession
• Have a similar position in another industry / profession
• Focus on similar geography(ies) (but in a different sector). Geography is useful but is only one aspect, and think also about range of services, types of membership and financial clout
• Offer similar type of services (but in a different sector)
• Face comparable issues to deal with – challenges and opportunities
• Kellen uses this tool often to get a broader view of options to develop the association specific to the sector or profession involved
4. Examples of tools
A B
Sector Sector X Sector Y
Members 25 National Associations and 10
companies
47 Companies, split in Regular
and Associate
Voting rights % 100 Total (one vote each) One vote each (not associates,
except for their member fee)
Funding % Majority by companies Companies only – link only to
few N.A.
Turnover 10bn 6bn
Staff 5 3
Structure
All members welcome to
committees; mixed E.C; CEO
forum every 2 years; and
member of the Int’l Federation
Board of 11, including a
representation of companies
according to type product, size
and geography;
Example BENCHMARKING BY KELLEN
© 2017 Kellen, Inc.
Sector EU = sector Global = sector EU EU EU EU
Members
18 National &
regional
Associations
10 National &
regional
Associations
3 Companies
23 National
Associations
17 Companies
25 Sector
Federations
>100 Companies
17 Associations
6 Companies (+2
affiliated Cos.)
27 Associations
9 Companies
(variable levels)
Voting rights % 100 60 / 40 51 / 34 / 15 100 70 / 30 Assoc 1 vote each
Cos 10 votes each
Funding % 100 60 / 40 51 / 34/ 15 100 100 / 0 50 / 50
Turnover 15bn 60bn 1.00 bn 70bn 35bn
Staff 3 tbc 24 7 6 15
HOW ARE THE OTHERS ORGANISED? BENCHMARKING
Basic comparison of sector bodies with similar objectives © 2017 Kellen, Inc.
© 2017 Kellen, Inc.
33
• B) Power, legitimacy and urgency – PLU tool to assess position:
• Kellen developed and adapted this business tool specifically for assessing an association’s impact.
• It can help to position the association itself, and how it compares to other associations in the sector or profession.
• Kellen offers the opportunity to work with associations using the PLU: to facilitate and execute hands-on and outcome oriented break-out or plenary sessions.
4. Examples of tools
Power Legitimacy Urgency (PLU)
34
Assessment to map and identify stakeholders for the reasons of, for example: - Can either positively or negatively impact your organization and the objectives you want to
reach
- Planning tool to assess and position most important players in association landscape.
- Points to the relative positioning and strengths & weaknesses
- Prioritization model, for development of a Public Relations or Public Affairs Strategy.
Power Legitimacy
Urgency
1 2
3
4
5 67
© 2017 Kellen, Inc.
Power Legitimacy Urgency (PLU)
35
Power: Power to influence decisions e.g. industry projects, advocacy, certification Legitimacy: Representativity of an industry: are only large, or only small players on board, or both: is there a balanced or specific geographic priority and how is the organization perceived by stakeholders and influencers Urgency: Efficient decision making within the association and undertaking timely action, which can be measured in the ability to react to issues e.g. crisis communication or change management
Power Legitimacy
Urgency
1 2
3
4
5 67
© 2017 Kellen, Inc.
Power Legitimacy Urgency (PLU)
36
Group A: Latent 1: Dormant: lack legitimacy or urgency – no power exercised 2: Discretionary: possess legitimacy, but no power or urgency 3: Demanding: urgency attributes but no legitimacy, no power Group B: Expectant 4: Dominant: legitimate claims and power to act 5: Dangerous: power and urgency, but no legitimacy 6: Dependent: urgent and legitimate claims but no power 7: Definitive: urgency, legitimacy and power
Power Legitimacy
Urgency
1 2
3
4
5 67
© 2017 Kellen, Inc.
© 2017 Kellen, Inc.
37
• Brexit, and state of health – how to deal with it? • Example, professional credentials and market access for the UK based professional in
the rest of the EU and for the EU based professionals who work in the UK.
• Kellen is building a preactical guideline and implementation for its client associations
• Trade agreements (Canada-EU) • Looks like the newest sample of how the EU wants to conclude bi-lateral trade deals
• Data privacy and GDPR • General Data Privacy Regulation (GDPR) will enter into force 1 May 2018: significant
compliance challenge for for those associations (and their suppliers) which are
• Operating a large dbase with members, people interested in newsletters, prospects, and social media presence
• Have sponsors and hold conferences where lists are generated and used.
• Hold sensitive Financial, Customer and HR information
5. Challenges
© 2017 Kellen, Inc.
38
Europe
Brexit – simple timeline
• 2-year negotiation
• Transition
• Adjustment
© 2017 Kellen, Inc.
HTTP://KELLENCOMPANY.COM HTTP ://WWW.FACEBOOK.COM/KELLENCOMPANY
HTTP://WWW.LINKEDIN.COM/COMPANY/KELLEN-COMPANY HTTP://TWITTER.COM/KELLENCOMPANY
CONTACT US
Brussels
Avenue Jules Bordetlaan 142,
1140 Brussels, Belgium
Phone: +32 2 761 16 00
Alfons Westgeest, Managing Partner
awestgeest@kellencompany.com
Beijing
11/F, R.1177, Block A
Gateway Plaza
No.18 Xiaguangli
North Road, East Third Ring
Chaoyang District
Beijing, 100027 China
Phone: +86 10 59231096
Steven Basart, Vice President
sbasart@kellencompany.com
Atlanta
1100 Johnson Ferry Road
Suite 300
Atlanta, GA 30342
Phone: (404) 252-3663
Chicago
One Parkview Plaza
17 W110 22nd Street 8th Floor
Oakbrook Terrace, IL 60181
Denver
10200 W. 44th Avenue, Suite 304
Wheat Ridge, CO 80033
Phone: 720-881-6100
New York
355 Lexington Avenue
15th Floor
New York, NY 10017
Phone: (212) 297-2122
Washington D.C.
National Press Building
529 14th Street, NW
Suite 750
Washington, DC 20045
Phone: (202) 591-2438
Travis Rush, Vice President
trush@kellencompany.com
top related