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AIAA’s Publications Business

AIAA’s Publications Business. Rodger Williams. Publications New Initiatives Subcommittee. AIAA Publications Strategic Plan Update. AIAA Strategic Plan AIAA Core Values AIAA Vision AIAA Mission AIAA Strategic Imperatives Strategic Goals by area (Pubs, Membership, TAC, etc.)

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AIAA’s Publications Business

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  1. AIAA’s Publications Business

    Rodger Williams Publications New Initiatives Subcommittee
  2. AIAA Publications Strategic Plan Update AIAA Strategic Plan AIAA Core Values AIAA Vision AIAA Mission AIAA Strategic Imperatives Strategic Goals by area (Pubs, Membership, TAC, etc.) Strategic Action Plans (Pubs, Membership, TAC, etc.) SWOT Strategic Action Plans
  3. AIAA Strategic Plan: Vision, Mission, and Strategic Imperatives The AIAA Vision AIAA’s vision is to be the shaping, dynamic force in the aerospace profession – the forum for innovation, technical excellence, and global leadership. The AIAA Mission AIAA’s basic mission is to address the professional needs and interests of the past, current, and future aerospace workforce and to advance the state of aerospace science, engineering, technology, operations, and policy to benefit our global society.
  4. AIAA Strategic Plan—In support of the vision and mission To advance the aerospace profession and the community it supports by acting as a catalyst for information flow and creative interchange to keep our members well informed, through meetings that address technical developments as well as critical issues facing our community, and through a world-class technical information and publications service; To sustain and strengthen the profession by stimulating workforce development through lifelong learning for today’s professionals, by enhancing the development of future professionals through support of students, faculty, and academic institutions, and by enhancing retention of the aerospace workforce; To stimulate progress in the state of the art of aerospace science and technology by promoting communication and personal interaction among students, engineers, and scientists as well as with other professional groups, and by recognizing outstanding professional accomplishments; and To serve as an advocate for the profession by highlighting the tremendous societal contributions of aerospace systems and technologies, by focusing the scientific and technical capabilities of the profession on areas of international importance, and by providing an appropriate voice for the professional community in public policy discussions at both national and local levels.
  5. AIAA Strategic Plan: Strategic Imperatives (1/2) Sustain a Robust Aerospace Workforce and Develop Next-Generation Professionals. AIAA must provide the leadership to promote the professional growth of today’s aerospace workforce and overcome the challenges of developing tomorrow’s aerospace professionals. Faced with an aging workforce and an inadequate supply of new graduates educated in the STEM subjects of science, technology, engineering, and mathematics, AIAA must establish and lead a collaboration of government, industry, and academic partners to guarantee the availability of a high-quality aerospace workforce for future needs and challenges.
  6. AIAA Strategic Plan: Strategic Imperatives (2/2) Improve Aerospace Energy Efficiency and Advance New Energy Technologies. AIAA must provide a collaborative, information-sharing environment to ensure that the best technical professionals and most creative innovators are focused on fuel efficiency challenges facing the aerospace industry and on emerging opportunities to contribute to future sources of clean, affordable energy. Advance Technologies to Monitor and Reduce Environmental Impacts. AIAA must continue to provide technical venues and programs focused on key advancements necessary to measure global climate changes due to natural and human-induced effects and to minimize the environmental impact of aerospace activities while sustaining the many positive societal contributions of air and space systems.
  7. AIAA Publications Vision 2013 AIAA Publications will be the worldwide publisher of choice for all aerospace topics and the primary source of global aerospace technical information and supporting materials for the aerospace community.
  8. Publications Strategic Actions Continue to identify and address the content needs of the aerospace professionals, educators, and researchers who develop the technology, and of the leaders of industry and academia. Continue to provide affordable, high-quality technical content. Extend and expand AIAA’s technical and scientific constituencies into emerging technology areas and related entrepreneurial markets: specifically addressing our Strategic Imperatives. Enable the efficient development and dissemination of content in the most appropriate media. Identify, explore, and as appropriate, embrace new business models/strategies, such as: Electronic-only content delivery. Multiple format/media content delivery. E-first publication for journals.
  9. Publications Strategic Actions Use of the latest electronic technologies to integrate and offer customizable access to content, e.g., custom bundled packages for individual customers. Reduce the time from submission to publication for journals and books. Develop marketing and sales strategies and techniques to encourage and incentivize customer adoption of electronic-only journals. Organize and archive all published content electronically to allow production of custom-bundled collections or custom publications, both for sale and as a member benefit where appropriate. Expand international consortia sales for online archive products. Determine the best means of making AIAA’s content available to emerging economies without threatening its financial value and contribution to the Institute. Focus the effort of the non-technical aspects of the Library of Flight to foster aerospace awareness of the nontechnical audience and to complement or support aerospace workforce development.
  10. Publications Strategic Actions Complement non-publication offerings by aligning with conferences, educational outreaches, public policy efforts, and other content offerings. Identify, develop, and leverage publishing partnerships with other associations. Increase volunteer involvement in book acquisition by identifying and recruiting editorial board members and new authors to contribute content related to our Strategic Imperatives and originating from international aerospace communities. Assess AIAA textbook’s market position within the aerospace curriculum, modify marketing and sales strategies, focus acquisition strategies to address gaps, and modify product style and development guidelines to make them more attractive to educators and students. Focus efforts on establishing translation programs or partnerships where English-language knowledge and skills present a learning and market challenge.
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