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K&C Technical Communities Business Model Update and Path Forward

K&C Technical Communities Business Model Update and Path Forward Technical Communities Operating Board Meeting New Orleans, Louisiana March 1, 2012. Desired outcomes.

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K&C Technical Communities Business Model Update and Path Forward

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  1. K&C Technical Communities Business Model Update and Path Forward Technical Communities Operating Board Meeting New Orleans, Louisiana March 1, 2012

  2. Desired outcomes • Review where we’ve been and where we’re going: (past) (future) • Process owners to report accomplishments/ challenges to date for their respective improvement plans • Commit to path forward for prioritized process improvementsteps

  3. Introduction • Technical Communities (TC) has and will continue to provide great value to the engineering community • We can improve the effectiveness and efficiency in delivering that value • This presentation provides an update of our blueprint for evolution & continuous improvement

  4. Purpose • Align our business model with the strategic intent of Technical Communities • Illuminate the impact/revenue/costs of Technical Communities activities • Enable discretionary investment decisions to position ourselves for growth • Increase tech footprint, increase delivery mechanisms, grow new communities 4

  5. And Realize the Vision To Drive Growth... Needed to Produce Content... To Build Technical Communities... Provide Governance & Business Support… Business Operations Systems , Funding & Staff Our business model operational concept Energy Committee Congress Steering Committee Research Committees Interdisciplinary Councils Technical Committees Products & Services Divisions Technical Groups TCOB BTKD -SPC -CPC -TPC BDS -CDOT -CAF -CoH BRTD 5 5

  6. Our business model Key Activities(next slide) 6

  7. TC Business Model (cont’d) 7 7

  8. Focus on 4 dimensions of success and measures to deliver on Value Proposition • Engagement Effectiveness • Increasing tech footprint • Influencing research funding/direction • Further professional achievements • Expansion of relationships • Business Management • Alignment of non-financial resources (volunteers, staff & systems) • Division health and effectiveness • Leveraging effective delivery mechanisms • Process Management • Administrative/operations process • Financial reporting • Program management process • Conference approvals • Financial Management • Investment to support product development (akin to "R&D Intensity" budgeting) • Reduction in subsidy 8

  9. Our progress to date • TC Business Model approved Spring 2011 • Agreed on recommended improvement steps • Committed to execute on 7 prioritized process areas • Process owners developed work plans and began implementation of gap closure plans • Establish New Product Development (NPD) process and funds

  10. TC business model evolution blueprint START   WE ARE HERE A closed loop system that facilitates continuous improvement     Completed for this cycle 10

  11. Summary: Areas being addressed now 11

  12. Questions

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