'IAMC 2020' Leader:
"Change is inevitable, and being ready for it is imperative ..."
Strategic plans traditionally looked five to ten years into the future. That's just what IAMC intends to do with its unfolding strategic planning project called IAMC 2020.
In this article, we will interview IAMC 2020 Task Force members Mert Livingstone of Johnson & Johnson and Jim Harbaugh of Bristol Myers Squibb for their perspectives on the project and how it could energize the organization over the next 10 years.
The Inside Story
IAMC Dispatch Newsletter: Mert, as Vice Chair of IAMC, give us some perspective on how the idea for the program came about.
Mert Livingstone: The Board of Directors, its Executive Committee and Committee Chairs get together at Board meetings four times a year to discuss the status of the organization and to work to secure the future of IAMC. Each year, there has been a strategic planning effort that has typically looked out over the coming year and set goals aimed at growth and value to members. Now we are almost 10 years old, and we are not a "start up" anymore. We are growing; we are financially stable; and our BRAND is well known and respected. However, the world around us is changing rapidly, and the leaders of the organization believe it is imperative to look ahead and anticipate how we need to change to ensure we are successful over the next 10 years. We must be agile and able to serve the industry and our members, raising the quality and continually enhancing our value proposition to the next generation of IAMC leaders in their organizations.
Dispatch: Why now? Isn't there a risk to changing a model that seems to have worked well for IAMC over its first decade?
Mert Livingstone: I'll answer this question with a question - Why wait? Every organization must evolve and adapt to change. Should we smile at one another and be congratulatory about our successes, or should we strive to address the future?
We are not proposing change for change sake, rather we will be seeking input from the membership and others in the industry in a forward looking way so that we can consider how to continue to engage our membership and prepare them to lead the industry, no matter the situation they find. Change is inevitable, and being ready for it is imperative to maximize success. We temper everything we do with respect to the principles of the founders of IAMC, and we owe them a debt of gratitude, but we can also build the future on those principles, adapting them to the days we face.
Dispatch: What's the significance of the year 2020? Why was that picked?
Mert Livingstone: You know, it was 10 years beyond the 2010 date when this conversation started, so I guess that makes sense. But it is also a VISION analogy - we want our view to be perfect - 20/20!
Dispatch: Who are the project's leaders?
Mert Livingstone: As Vice Chair of the organization, the strategic planning effort is part of my role to lead. We decided to create a special IAMC 2020 Task Force, and the members of this include:
- Jim Harbaugh, Bristol-Myers Squibb
- Sam Foster, Jones Lang LaSalle
- Robin Roberts Krieger, Greater Oklahoma City Chamber
- Mike White, Charleston Industrial, LLC
- Sarah Roberts, Greater Waco Chamber of Commerce
- Doyle Shea, 3M
Dispatch: Jim, what is your role?
Jim Harbaugh: Mert Livingstone asked me to serve on the 2020 Taskforce, and I agreed to lead the communication effort. Those who know me understand I don't mind communicating, and I also have a lot of energy around IAMC and giving back to the organization. 2020 is a very important concept for the members if we want to maintain and deliver a sustainable organization for our future members.
Mission and Vision*
Dispatch: In your own words, what's the mission of IAMC 2020? What are you trying to fix and/or accomplish?
Jim Harbaugh: Let me answer your second question first. We are not trying to FIX anything! We are an organization in great shape. Nothing is broken, but it's better to be ready for change rather than have it sneak up on you and ruin your day!
Below is how I think about our Mission and Vision. I don't think this has been formally adopted by the organization, but it embraces the ideas we've discussed.
Mission: To assure that in 2020 and beyond IAMC retains its position as the organization of choice for Industrial Asset Managers
Vision: Through a program of continuous review, analysis and adjustment, IAMC will engage its members to implement programs and policies, which adapt to change and build on prior success based on the organization's guiding principles to sustain IAMC for the long term.
Dispatch: Paint a picture for us of how the organization will look and feel after IAMC 2020 has been implemented.
Jim Harbaugh: I've given you a lot of that above, but in 2020 I think our goal is that IAMC is still a successful and thriving entity whose members provide their employers with leadership with an enterprise-wide view. IAMC will be forward looking and provide the forum for education, collaboration and learning.
IAMC 2020 at the Philadelphia Forum
Dispatch: With the Philadelphia Professional Forum coming up in early September, what can the attendees expect to see and hear there about this project?
Jim Harbaugh: They may hear a lot. Mert Livingstone, Vice Chair of IAMC and Leader of the 2020 taskforce, will address the membership and give them his views of the effort. All of the taskforce members are ready to talk with members about the effort and how they can get involved. While the 2020 effort is gaining momentum, it is still just starting, and we are seeking the opinions of our members.
Getting Involved
Dispatch: With this project's potential for changing IAMC, I expect that many members will want to stay closely in touch with it and have their views heard by the Task Force. How can they get involved?
Jim Harbaugh: We plan to communicate regularly with the membership. There are surveys planned and sessions at Forums. In fact, the theme for the Spring Professional Forum in Austin is "Evolution and Revolution: Will you be ready to lead in 2020?" This will give us a big opportunity to discuss the future of the organization and engage the membership in many ways so we can all add to the success of the effort.
Dispatch: What about members who won't be in Philadelphia and those who can only attend Forums infrequently? How will you engage them?
Jim Harbaugh: Stay tuned. The communications plan is rolling, and we will seek every opportunity to gain insight from the members. Our [IAMC's] Web page is going to have a link to the 2020 effort. We may use flash calls when issues arise, and of course our members aren't bashful about letting us have the benefit of their thoughts, and that is what we are looking for.
Staying Informed
Dispatch: How are you getting the word out about IAMC 2020? Where should we go for updates?
Jim Harbaugh: We have already published a teaser article in IAMC Notes (see the August 9 issue). We intend to have regular updates published in IAMC Notes, IAMC Dispatch Newsletter and articles on the IAMC website.
Dispatch: We've asked you a bunch of questions. But is there anything we haven't asked you about that you believe IAMC members should know about IAMC 2020?
Jim Harbaugh: I think most important is that this is their organization and unless they want 10 or 12 of us deciding the future, they should get involved! What I've learned about IAMC is that getting involved, even a little, raises the quality of your experience exponentially. It's truly an organization where the more you give the more you get.
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* Editor's Note: The definitions of the terms "mission" and "vision," as applied to corporate planning, can vary from company to company. If your understanding of one or both of these is different than the usage in the article, that's probably why.
