sae international organization annual leadership seminar january 25, 2002
TRANSCRIPT
SAE International Organization
Annual Leadership SeminarJanuary 25, 2002
Purpose
History of AssociationsSAE ProfileStructureTrends Changing AssociationsStaff RoleMember RoleOperating Board and Committee Overview
Associations
Trade Professional
Company Driven Individual Driven(Common Interests)
Serving Public Interest
Enhance economic, social, and political climate (country world) Desirable atmosphere
Trade Associations
ProfessionalSocieties
Japan
AncientChina
India
Egypt
Scientific Society(Naples, Italy)
Organized 1560
American PhilosophicalSociety
(Philadelphia, PA, USA)Founded 1743
Professional Associations are a manifestation of organized
volunteerism
Information Sharing
Vehicle/medium through which specialists in given fields share their expertise/experience to advance particular field.
Evolution of an Association
New Emerging Developing Large
Society ofAutomobile Engineers
Society ofAirplane Engineers
and Tractor Engineers
SAEInternational
Serving members and automotive industry
Profile
Individual memberships based on education and experiencePublisher and distributor of technical literatureWorld’s leading resource for mobility technologyNon-for-profitNo lobbying
Corporate/Stockholder Structure
E m p lo ye es
C E O C o m m itte es
B o ard o fD ire c to rs
Association Structure
President & Board
Committees,Program Offices
Exec. Vice Pres. & Staff
Operating Board
Operating Board
Operating Board
Operating Board
Operating Board
For-Profit Decision Making
Boss
IndividualDecision Making
Subordinates
Hierarchy
AssociationConsensus Decision Making
Committees/Teams Make Consensus Decisions
Decision Making-Comparison
Boss
IndividualDecision Making
Subordinates
Consensus Decision Making
Chair
5 Key Trends Changing Associations
1Change in the nature of change itself2 Increased demand for outcome
accountability3Volunteer members’ life style changes4Technology advancements5Globalization
5 Key Trends. . . Rate of Change
1900 1950 20000
5 Key Trends. . .Change in the Nature of Change
Rate of change is increasing dramatically.Change is here to stay.Successful leaders demonstrate flexibility.September 11, 2001Roles of OEMs/Tier 1s
SAE’s Response. . . Change in the Nature of Change
SAE’s Governance Process enables rapid response to change: Flexible structure Knowledge-based decision making Empowered operating
boards/committees
5 Key Trends. . . IncreasedDemand for Outcome Accountability
Focused on resultsCustomer needs drive changePerceived and real benefits are assessed What’s in it for me?
Board’s focus on assuring achievement by OBCs and staff
Standards
Networking
TechnicalLiterature
TechnicalConferences
ProblemSolvingSessions(TOPTECs)
LeadershipSkills
New Products
Cost
Reduction
ImprovedQuality
ProcessImprovements
Standards
ManagementSkills
ENGINEERS
COMPANY
SAE’s Response . . .Increased Demand for Outcome
Accountability
5 Key Trends . . .Less Time From Volunteer
Members
Increased complexity of work and lifeCompetition for discretionary timeCompetition among not-for-profits for talented volunteers
SAE’s Response. . .Volunteer Members’ Life Style
ChangesBoard of Directors selected “Changing Member Needs” as a strategic issue in 1997. Board of Directors identified eight factors influencing the changing needs of members.Board of Directors requested all operating boards/committees to modify their Relationships Policies of the Board Governance Manual to include diversity.Workshop on Transforming SAE into a Knowledge Providing Society was conducted in 2001.
Volunteer Members’ Life Style Changes
“Crave” New Information
Want Interactiv
e
“Experience”ProfessionalDevelopment
ManagementSupport
ElectronicCommunication
5 Key Trends . . .Technology Advancements
Communication technologies are changing the way we do business Internet CD-ROM Video teleconferencing
SAE’s Response . . . Internet
Board of Directors Electronic Product Development & Delivery Task ForceInformation Technology Strategic PlanSAE Personalized WebsiteFour Areas of Focus: TIMS Website e-Commerce CMS
On-line Discussion Forums
SAE’s Response . . . Internet (Cont’d)
Standards and papers - Digitized 85% of Congress Papers received in digitized formatLaunched personalized web pages in December 2000Over 600 standards committees use electronic communications for committee work.Tailor corporate packages of SAE Information
5 Key Trends . . .Technology Advancements
Automotive technologies are expanding and advancing, creating opportunities for SAE.SAE responds to the information explosion
Increased knowledge products Computerized combining of information Rapidly addressing new technologies in Cross-OBC manner
SAE is focused on assuring technical excellence 42 Volt Fuel Cells Intelligent Vehicles Lean Operating Systems Motorsports Aerospace Topic (Get from Scott Klavon)
SAE’s Response . . .Technology Advancements
Service Technicians Society Advanced technical information for
technicians
Performance Review Institute Developing strategic, non-proprietary
intelligence on quality based upon analysis of audit results database
SAE Response . . .Information Knowledge
Board of Directors has directed SAE to: “Further transform SAE from an
Information Providing Society into a Knowledge Providing One.”
Personalized web page
5 Key Trends . . .Globalization
Worldwide mobility communityThink globally and act locallyOpportunity to build international relationshipsFacilitate technology exchangeCreate a global network of mobility professionals
Summary
The mobility community is changingThe role of societies is changingSAE is aggressively responding
Board Blue Ribbon Panel
Met throughout 2000 to develop recommendations for SAE – to assure SAE’s success over the next decadeDeveloped 12 recommendationsThe SAE Board is responding to each
Board Blue Ribbon Panel (Cont’d)
OBCs have a key role in three of the recommendations Create infrastructure and decision-making
processes that encourage reasonable risk-taking, facilitate reduced cycle-time for all new products, and respond to customer needs.
Customize products and services based on membership/customer needs.
Work with SAE staff to utilize SAE and Affiliates to rationalize processes, help companies develop internal standards, and provide high level neutral forums for competitive cooperation.
Board Blue Ribbon Panel Other Recommendations
SAE staff organization should be diverse and function globally.
Assigned to EVP Expanded training Satellite sites (6)
Structure EVP job criteria based on BRP conclusions.
Transition Planning Task Force (Complete)
Hire next EVP based on revised criteria developed by Transition Planning Task Force.
Transition Planning Task Force (Complete)
Board Blue Ribbon Panel Other Recommendations (Cont’d)
Develop business model to include overall society financial stability and value chain of SAE products and services.
Finance Committee Subteam
Seek mergers, joint ventures, cooperative agreements and alliances that enhance value to stakeholders.
SLT continues to address Tier 1 Supplier relationship explored and
enhanced. Missionary commitments
Board Blue Ribbon Panel Other Recommendations (Cont’d)
Take a more active role in the area of harmonization of standards and possible alliances with regional standards organizations.
Technical standards Board addressing Performance Review Institute AECMA and Japan relationship
Board Blue Ribbon Panel Other Recommendations (Cont’d)
Change the ANC process to ensure the election of effective leaders that satisfy all Board and Blue Ribbon Panel criteria.
Agreed to nine additional delegates to ANC Change in ANC voting process ANC modifications Letter from Neil encouraging nominations
from non-U.S. Three Vice Presidents Rotate “automatics”
Board Blue Ribbon PanelOther Recommendations (Cont’d)
Board of Directors’ membership should reflect the broader mobility areas.
Change in voting process Addition of “three” Vice-Presidents Affiliates on nominating committee Rotation of “automatic” seats to six OBCs
EEB, EMB, FBOT, MSB, SB, TSB
Board Blue Ribbon PanelOther Recommendations (Cont’d)
Become the leading source for technical information/knowledge in the mobility industry and provide networking capability for individuals to update their skills to maintain their career mobility. This should include providing professional resources, technical information and knowledge continuity to an evolving career. Career Pathway concept by Career Mobility Subteam Agreed to strategic direction of SAE Brands of the
future.
Principals of Policy Governance
A Board should Define and Delegate, rather than React and Ratify.
Ends determination is the Pivotal Duty of Governance.
Defining Member and Staff Roles
Member Organization
EngineeringMeetings
Board
EngineeringEducation
Board
Foundation Board ofTrustees
Membership Services
Board
Sections Board
ServiceTechnicians
Society
TechnicalStandards
Board
Committees
PRI
Board ofDirectors
Program Offices
Member Role. . .
Determine SAE’s purpose and Objectives (Ends)Determine membership qualificationsEstablish policies (Ends/Means)Approve budget (Finance Committee)Monitor performanceMake technical decisions
Staff Organization
ExecutiveVice President
Executive OfficeSAE Foundation
Human Resource OfficeWashington Office
Executive Director
Performance Review Institute
Executive Director
DesignatedBusiness Units
DesignatedBusiness Units
Board Expectations of StaffVisionary Strategis
tPlanner
Advisor to Board/
Committee
Facilitator of Board/
Committee Meeting
Meeting Organizer
Administrator
Serve and
Support
EVP and Group Directors
Business Unit Managers
Professional Staff (e.g. Engineers)
Support Staff
Early years of SAE Recent Past of SAE Current Expectations
Changing Staff Role . . .
Traditional staff role: take minutes help develop and distribute agendas provide communication mechanisms provide continuity of knowledge base
Changing Staff Role . . .
Changing staff role: member role and staff role complementary asked to provide higher level of participation
in generating ideas for achieving Objectives (Ends)
in developing plans for achieving Objectives (Ends)
Asked to increase capability in the Organizational Development (OD) area
You Can Expect Staff to . . .
Provide guidance in implementing ObjectivesServe as a continuity link and conduit to informationMaintain measuresCoordinate customer feedbackFacilitate committee meetingsBe aware of and stop activities which contradict policyMake suggestions on new strategic issues related to your OBC
SAE Organization
Committed to responding to customer needsConsensus decision makingLarge range of products and servicesVision and direction setting by Board of DirectorsOperating board/committee empowered to implementDedicated to member satisfaction