2012-2014 Business Planning and Strategy Alignment Planning Process

1. 2012-2014 Business Planning and Strategy Alignment Planning Process

2. High Level Summary The following slide deck provides a snapshot into the various steps that will influence, inform and possibly impact our 2102-2014 Business Plan and potentially a broader Strategic Plan. It also highlights some of the recent set of meetings (Strategic Alignment Workshop and Executive Team Retreat) that have taken place that helped us reaffirm the direction that we have set forth in our 2011-2013 Business Plan. As a result of the work, and as reported out in the President's Report at the last Board Meeting, we have completed alignment on our current set of activities and are well aligned on the first 3 KSF's. We are implementing some additional activities to address two of the KSF's (Financial Sustainability and Well Functioning Organization). These activities include: the continuation and momentum of our Regional Bureau structure with the hiring of our new COO and the subsequent changes to our Regional Bureau Organization; ISOC's financial team has been strengthened by the addition of a Director of Finance (replacement) and a Director of Human Resources and internal policy, placing focus on employment and employee practices, reviews of our By Laws and our policies (e.g., Conflict of Interest, Investment and Financial Delegation Policies), and directing our energy to providing timely financial information. These continued activities, along with our other resources and recommendations we will pursue over the next several months, will be the foundation and focus of our 2012-2014 Business Plan. Concurrently, we will also embark on a broader set of longer term strategies, over the next 12-15 months. This body of work will also include a refresh and evaluation of our current Mission, Vision, Core Values and Principles. This was one of the action items that came out of the recent Strategic Alignment Workshop in March.

3. Current Situation • The Executive Team is embarking on 2 complementary processes to produce our 2012-2014 Business Plan and a broader Strategic Alignment Plan: • 2012-2014 Business Planning Process • Process is underway, much earlier than in previous years, with the following objectives: • Integrating the KSF’s in our business objectives and operations; no major shifts in current 2011 Business Plan • Aligning near-term activities towards a broader strategic plan • Provide a “terminology” framework that simplifies and describes our key activities, programs and strategies more concisely • Delivery of 2012-2014 Business Plan to the Board 1st week of October 2) ISOC Strategy Alignment Plan Process • Also commencing is future-looking, strategic alignment process with the following objectives: • Identifying key trends likely to impact the future of the Internet over the next 3 – 7 years to inform the 2012-2014 Business Plan • Assessing and ensuring ISOC is organisationally well position to advance its relevance, mission, and impact in the evolving Internet environment • Recommending to the Board, as needed, updates to ISOC’s Vision, Mission, Values, and Principles • Goal is to complete strategy alignment process by Q3 2012

4. Process Timeline and Key Activities • Business Planning and Strategy [Alignment] will progress together to ensure responsiveness and integration of emerging issues into business plans and strategic directions • Both will be informed by Board objectives and stakeholder consultations March: Board Strategic Alignment Workshop July – Aug: Functional Plan Development/Board Input to Plan May: Management Strategic Workshop Key Activities / Dates to be determined in consultation with Board June: Exec Strat. and Biz. Planning Retreat Sept.: Biz Plan Refinement and Financials April: Exec Planning Mtg. Strategy Alignment Pre-Work Strategy Alignment Pre-Work Strategy Alignment Continuation / Completion 2013-2015 Business Plan 2012-2014 Business Plan Oct: Delivery of 2012-2014 Business Plan to Board Q3 2012: Completion of Strategy Alignment and Delivery of 2013-2015 Biz Plan May – June: Chapter/Member Consultations on Emerging Issues/ Priorities

5. A Strategic Approach: Moving from “Activities” to “Impact” • Given the nature of ISOC’s work, most of the “impacts” we seek to achieve are ultimately implemented by others. • Moving from “Activities” to “Impact” requires a systemic, strategic approach to creating the change needed to catalyse and sustain the actions of others. • Both our 2012-2014 Business Planning and Strategy [Alignment] Process will focus on leveraging ISOC actions and influence towards demonstrated outcomes and real-world impact. Most projects/programmes get only to here Systemic, Strategic approach required to get here ------------- Internal Project or Programme - - - - - - - External Actors Adapted from IDRC

6. Activity Overview Key Activity Objective March: Board Strategic Alignment Workshop Strategy definition through an aligned process by Board of Trustees and management; Generate mid-term Strategic Objectives (KSF’s) and indicators of accomplishments May: Exec Strategic Workshop May: Exec Strategic Workshop Identify trends and potential impacts on a 3-7 year horizon; begin preparation of our 2012-2014 Business Plan Identify trends and potential impacts on a 3-7 year horizon; begin preparation of our 2012-2014 Business Plan June: Strategy and Business Planning Retreat Outline and identify new activities and resources for our 2012-2014 Business Plan; simplify our terminology; tools to benchmark progress and impacts June-August: Functional Team Meetings Functional teams meet to further advance their key activities/programs in support of the 2012-2014 Business Plan; solicit Board input into plan September: Finalize the 2012-2014 Business Plan Provide the 2012-2014 Business Plan to the Board of Trustees the first week of October/2011 May 2011-August 2012: Strategic Plan activities Create a broader Strategic Plan that includes refreshing our Mission, Vision, Core Values, and Principals