4. Change Happens
In 1999 surveys told us..
• Can’t access internet at work
• Everything is too slow
• There are no applications for work or home
• Younger generation
10. Populations and Internet
• Est. 6.8 billion citizens in the world
• 1.9 billion Internet users( 28.7% penetration)
worldwide
• USA internet users 240,000 ( 77.3% penetration)
• 5 billion +cell phones worldwide
• 28% in US with smartphones and over 40% of all new
cell phone purchases are smart phones
22. Leadership Resources
• Video Vignettes
• Five questions for volunteer leadership
• Visual Prioritization Grid
• Tomi Ahonen’s latest manuscript & slides
23.
24.
25. Strategy Resources
• Insights to Action Framework
• 6M’s Mobile Creation Tool
• Going Mobile Questions
• You Tube Success Stories
26.
27.
28. Resources
• Association Total Enterprise Assessment Method
(TEAM)
• SAE case study
• The Essential Advantage Toolkit
• Why the Web is Broken
• Video Vignettes
32. Special Bonus Session:
digitalNow Board
Presentation
Tom Hood, CPA.CITP
CEO
Maryland Association of CPAs
Business Learning Institute
Grand Floridian
Disney World
April 9, 2011
33. Why are we here?
The tornado of changes from CPA Vision Project circa 2000
34. And to avoid this…
Associations:
Road Kill on the
Information
Super Highway
35. We chose to learn how to harness
the winds of change
36. Structure is about alignment
• Engagement
• Alignment
• Commitment
• Accountability
“First I get all of my men facing the same direction.”
- Napoleon
37. The Stakeholders
Leadership - Board
Members Grassroots
Staff – Your Team
38. The Projects
1. Structure & Governance & New MACPA Actual Results
services to members
2. Business Learning Institute +
on-site training
3. Social media strategy
4. Learning Management System
– Learning + Compliance +
Careers
39. The Learning
• O’ say can you see? – Make
your thinking visible to others
• The power of We – collaborative,
participative, engaging
• Innovate by finding your edge
• Jim Collins & David Sibbet were
right - Strategy as process
40. Humans are fundamentally
“sight” creatures
We need longer sightlines
during periods of rapid change
And the power of
making our thinking
visible to others…
44. MACPA’s Social Media Map
45,000 views
900+ connections
450 connections
43,000 views
2,943 followers
450 members
Top 10 Accounting
Blogs
Top 75 Business Blogs - 2010 34
57. Turn your Flywheel
1. Make your thinking visible to others
2. Collaboration and the power of we
3. Find your edge and focus on opportunities and
build on your strengths
4. Strategy as process – replicate and focus on
stakeholders
58. “It is hard to plan for the long term future when you don’t know what is going to happen
five minutes from now.
Today, a competitive edge is thin and temporary; the edge quickly becomes the margin.
The ability to define the edge, and the ultimate competitive advantage, is found in the
smarts, heart and ingenuity of your people - that's your powerhouse. Tap that, train it,
focus it and mobilize it; now you've engaged a network and inspired a sustainable shift.
Insight to action, one without the other is either useless or destructive.”
-Tom Hood & Gretchen Pisano
co-authors of the i2a: Insights to Action
Strategic Thinking System
59. Tom Hood, CPA.CITP Follow me on:
CEO
Twitter: http:// www.Twitter.com/tomhood
Maryland Association of CPAs
Business Learning Institute LinkedIn: http:// www.linkedin.com/in/tomhood
(443) 632-2301
Facebook: http:// www.facebook.com/thoodcpa
E-mail tom@macpa.org
Web http://www.macpa.org Plaxo: http://tomhood.myplaxo.com
Blog http://www.cpasuccess.com
Slideshare: http://www.slideshare.net/thoodcpa
Blog http://www.bizlearningblog.com
Youtube: http://www.youtube.com/thoodcpa
Second Life avatar name: Rocky Maddaloni
64. Let’s talk the same talk….
– Conventional Wisdom
• ideas or explanations that are generally accepted as true
by the public or by experts in a field
• ideas or explanations that although widely held are
unexamined and can be reevaluated upon further
examination or as events unfold
65. Let’s talk the same talk….
– Common Practice
• matter of course, customary or regular procedure, natural
state, routine, or usual practice suitable to many: as
adapted to or indicative of the understanding of many
• frequently encountered or widely accepted
• commonly liked or approved
66. SURVEY CAVEAT
• We cannot prove or disprove the validity of
these “conventional wisdoms”
• We can only state that conventional wisdom
would lead one to believe these characteristics
would be present/absent in the digitalNow
community
67. Survey asked the digitalNow Community to:
– Respond to statements that represent association
Conventional Wisdom
– Provide data on your organization’s actual practices
– Collect data on digitalNow Community common practices
77. Let’s talk the same talk….
– Best Practice
• a technique or methodology that, through experience and
research, has proven to reliably lead to a desired result
• repeatable procedures that have proven themselves over
time for large numbers of people/organizations
• usually recognized as “best” by other peer organizations
78. A Challenge
• There exists a significant body of association best
practices, processes, and guidelines from which
an organization can choose
…….but it is spread from pillar to post with no
central repository and, as a result, it is not easily
accessible
79. A Solution
The digitalNow Community can be a
Repository to Identify Common Practice….
Best Practice and Next Practice
80. Another Challenge
According to the American Productivity & Quality
Center, the three main barriers to adoption of a best
practice are:
1. a lack of knowledge about best practices,
2. a lack of motivation to make changes involved
in their adoption, and
3. a lack of knowledge and skills required to do so.
81. Another Solution
An organization assessment a process to look at
various areas of an organization in regards to what is
working and what could be different that enables
management to leverage its current assets as well as
choose to do some things differently in order to maximize
efficiency and effectiveness.
82. Thank You!
Pamela J. Hemann, CAE Jeffry W. Raynes, CAE
Association Management Services, Designing Sustainable Models for
Inc. Strategic Choices
pam@assnmgmt.net jwraynes@gmail.com
http://www.linkedin.com/pub/pam‐ http://www.linkedin.com/pub/jeffry‐
hemann/8/94a/920 raynes/7/818/91