Strategic framework – a framework for change and growth Improve Infrastructure and Organisation...
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Transcript of Strategic framework – a framework for change and growth Improve Infrastructure and Organisation...
![Page 1: Strategic framework – a framework for change and growth Improve Infrastructure and Organisation Integrated systems and digital capabilities Aligned and.](https://reader035.fdocuments.in/reader035/viewer/2022071808/56649ef55503460f94c086f0/html5/thumbnails/1.jpg)
Strategic framework – a framework for change and growth
Improve Infrastructure and Organisation•Integrated systems and digital capabilities
•Aligned and simplified organisation
Clarify Purpose, Vision, Values
Protect and Grow Core Business
•Quals•Training and learning
•Membership offers
Focus and Strengthen Growth Areas•Expand B2B
•International strategy
Exploit New Areas of Opportunity
•Support to SMEs•HR Practices and
metrics
Refine and Extend Assets and Capabilities•Integrated content management
•Portfolio of products, tools, frameworks
Strengthen Market and Brand Positioning
•Research led with a clear framework•Magnified through strategic partnerships
Bu
ild
an
d S
up
po
rt
Fle
x an
d G
row
Ali
gn
Horizon 1 Horizon 3Horizon 2
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Policy and public affairs
Branches and
Regions
Media outreach
Assessment and
Diagnosis
Quals and Awards
Define and Diagnose Build and Develop
Centres and
learners
Members and
affiliates
Membership services and
support
B2C
Engage and support
HR teams Corporate membershi
p
Member, market data
Our value chain – end to end
Research and Thought Leadership
Research partners
Gov and Policy Makers
PR partners
B2C
Content Mgt and Product Developmnt
Training and
learning
CPD incl Conferences and Events
Content and
Products
B2B Sales and Consulting (direct and indirect)
B2C Marketing and Sales
B2B
Enabling functions
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Key strategic imperatives
• Extending impact and voice – being clear in our research and policy agendas, and open and collaborative to ensure we’re maximising our influence and impact on behalf of the profession, and making better use of the learnings and insights gained
• More flexible standards and means of recognition – including clearer direction for different specialisms, roles and career paths
• New ways of thinking about membership – segmenting our membership offer to recognise the different interests, skills and experience, seniority, and roles that current and potential members have, and better definition of the different professional levels
• Extending our reach and relevance – such as connecting to and supporting small to medium sized enterprises, building better relationships with consultants who support and influence our profession, and extending our capacity and capability to support organisations as well as individuals
• Strengthening branch networks and outreach – building a regional structure in the UK that can help share best practices, support branches, and bring together broader groups to better interact with local and regional communities and partners
• Clarifying and extending our international presence – responding with a clear strategy and framework to the increasing demand for support internationally, the growing of best practices, and HR and learning skills development and recognition.