Mapping Strategic Directions

ASME starts its program year building on successes in key areas, particularly in new programs for early career engineers, some exciting cross-discipline conferences, new industry and educational partnerships, and increased global growth in standards participation. Organizationally, our leadership training webinars, seminars, and conferences for students and volunteers were well attended with substantial representation from key areas of membership. As ASME strives to build momentum for growth in new markets and to deliver more to members as a knowledge-based, learning organization, we can say we're seeing progress.

Sam Zamrik

All ASME volunteer leadership has been asked to look to the future with renewed enthusiasm and dedication, but this has not been unconditional. It is a dialogue. Much work remains to be done to improve communications and realignment of all programs with ASME's strategic objectives, so that we are united in our vision and mission. The implied imperative is that we provide adequate resources to make volunteer leadership effective, productive, and rewarding.

During my year as president, for example, I will follow through on an audit report that will help our Knowledge and Community (K&C) Sector rise to the occasion and succeed. A task force has now reviewed the structure, relationships, knowledge base, competencies, and communications of the K&C Sector and outlined recommendations for the K&C Board of Directors, the five governance areas of K&C (affinity groups, global communities, programs and activities, technical communities, and financial operations), and changes to the sector strategy map to which each unit should be aligning its activities. ASME K&C Vice President Richard Laudenat, who has been heavily involved in ASME division and committee governance, and others of the operating boards, are well qualified to address these recommendations. We also plan to increase participation of the district leadership to act as advocates and support teams. This, along with continuing efforts such as webcast training on merit-funding programs and strategic planning grant funds, will help section leaders, affinity groups, and other members to plan and enjoy the fruits of their efforts all the more.

Every activity of any ASME unit needs to be driven by specific objectives from the strategy map. All sectors are challenged to perform and support the ASME enterprise Balanced Scorecard, and they in turn pass along their sector-specific scorecards for the leadership within their sectors. Sector or enterprise scorecards can be accessed on ASME.org ("About ASME's Strategic Directions"). One example of a K&C objective, for instance, is "to engage early career engineers through quality programs and activities." What is needed, according to the recommendations of the audit, are activities such as stronger support for career fairs and early career forums. In response, gleaned from reports this past year, we see that four Early Career Forums were held, some in conjunction with technical conference programming. We've also seen increased student attendance at technical conferences. These and other measures continue to be developed this year.

To move forward this year, all sectors (K&C, Institutes, Centers, and Codes and Standards) will focus more on producing beneficial outcomes in alignment with ASME strategies. This requires a vision of how, for instance, sections should evolve and technical divisions engage on an enterprise level. The governance areas (and district leadership, in particular) need to strengthen their grasp of responsibilities, authorities, and available resources so that they can communicate more effectively and engage others in a healthy and prosperous ASME that responds to member needs and values. Sector leadership needs to support this, but it needs to be outcome directed, with less time spent on developing processes. Where additional resources are required, the requests for these resources need to be based on well-developed strategies and business plans that effectively use resources to achieve results-oriented goals consistent with the strategy map.

Together we must continue to move forward with implementing a new mode of operation, based on agreed-upon, enterprise-wide objectives. However, strong leadership is needed to translate our vision "to be the premier organization for promoting the art, science and practice of mechanical and multidisciplinary engineering and allied sciences," into action with meaningful results.

The bottom line is to provide continued growth and value to engineers participating in ASME programs. The K&C Audit report serves as an example that provides input to a long-term performance improvement plan designed to keep us aligned with ASME strategy, strengthen our leadership, and provide members with the quality and value they expect from ASME. I look forward to meeting and working with many of you so that together we can set our sights on a new day for ASME.

— Sam Zamrik
ASME President 2007–2008

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