Strategy to Increase ASME s Global Impact. Michael Michaud, MD Global Alliances Orlando, FL November 16, 2009

Transcription

1 Strategy to Increase ASME s Global Impact Michael Michaud, MD Global Alliances Orlando, FL November 16, 2009

2 ASME s Global Strategy Statement: ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world. Specifically, ASME will provide locally relevant standards, certification, technical information, and networking for business, government, academia and practicing engineers to positively impact the quality of life throughout the world.

3 ASME s Global Strategy Framework Roadmap to outline overall strategy and prioritize: Markets Needs Initiatives Resources Sustainable presence and business or delivery platforms Expand ASME s Global Impact Create new, locally relevant Content for target markets Empower individual engineers to help change the world Products and Services that meet global and local needs Partnerships to increase effectiveness reach and impact of initiatives

4 Expand ASME s Global Impact Growing overall, global presence Lower the overall barriers of entry (price, language...) Develop local ASME community and relationships Assess local market and opportunities Expand delivery of ASME programs. Current Major Market Focus Establish base of operations Build and strengthen local relationships Establish ASME brand recognition Develop and deliver local products

5 Global Impact Roadmap Strategy and Plan to Address Priority Markets Identify priorities and new target markets Market-driven approach to increase ASME s overall global impact Create a Matrix of ASME Opportunities cut, customize and paste programs for global distribution Build a base of local partners, users, volunteers and advocates

6 Create new, locally relevant Content for target markets New, Local Content Projects to be included in FY11 budget planning Europe: Local Training Platform India: Pipeline Personnel Certification China: Training Courses in Chinese Workshops & Symposia with Local Partners Latin America: ASME Codes in Spanish, Pipeline Personnel Certification Middle East/Africa: Local Training Providers, Workshops and Symposia

7 A Collaborative Approach Engineers without Borders (EWB) Engineering for Change (E4C) Empower individual engineers to help change the world World Federation of Engineering Organizations (WFEO) Pan-American Federation of Engineering Societies MOUs and Agreements with National Bodies and Corporations Bi-Lateral Agreements and Projects with National Societies

8 Maintaining Balance: Global and Priority Markets Enterprise and Sector Activities Opportunities and Resources Generating Revenue and Serving Needs Future priorities must be set by balancing opportunity and relevance and matched against expected impact, limited time and resources by opportunity according to country interest in ASME S&C; countries already predisposed towards working with ASME by need; emerging markets especially large rapidly developing economies by size and relevance of key industrial sectors (relevance of major industries to key ASME standards pressure technology, pipelines, nuclear). by logistical opportunities such as language, culture, law (including membership in WTO)

9 The ASME Global Impact Index* Comprised of key indicators including: Web visits, Membership, Conference and Training Course Participants, Committee Members and Certified Manufacturers. Growth Indicators measure percent of growth over same period in previous FY. Shows positive or negative growth. Global Impact 3% 1,012,720 Collected quarterly, totaled by country and adjusted by weights. *Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review. Available for all ASME, outside North America, by region, by country or by focus area. Volume indicators measures current value.

10 China +27% 107,377 India -4% 66,520 Europe +2% 301,846 Nuclear Nations +2% Steps to Increase ASME s Global Impact Engage government and industry Promote the value of ASME Conformity Assessment Encourage participation in ASME activities and Volunteering Organize relevant workshops and conferences Create roadmaps for cooperation through the establishment of Memorandums of Understanding (MOU) and partnerships Project a positive image of the public-private partnership that exists between ASME and government agencies (in the US and abroad) 2,901,646 Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.

11 Engaging with the Global Strategy Execution Team: Coordinate sector/unit strategic planning with enterprise matrix for prioritization Share global projects for planning, coordination and reporting Register new/locally developed content projects with G-SET for Enterprise tracking in FY-11 Identify and encourage qualified individuals to join the Global Volunteer Resources Network For more information, contact:

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13 Global Impact (sans North America) 3% The ASME Global Impact Total Index (all inclusive) 2% 1,012,720 Index (Q4 FY08-Q4 FY-09) 3,076,989 Europe 2% Asia 9% Mid-East / Africa -6% Latin America -3% North America 2% 301, ,119 85,051 72,815 2,231,156 China 27% 107,377 India -4% 66,520 Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current quarter volume and are subject to final review. Nuclear Nations: 44 countries that currently have, or are seeking to develop, nuclear power according to the IAEA. Nuclear Nations 2% 2,901,646

14 (0.2) India -2% -47% 38,952-4% China 27% 66, ,377 27% -7% 1,789 24, web visits membership web visits membership % Change Current Value Weight: (10) 373% 746% -48% 147% (10) training course attendees conference attendees training course attendees conference attendees (10) 29% 0% 29% 40% (250) certified manufacturers S&C committee members certified manufacturers S&C committee members (50) Percentage reflects growth Q4,FY08 - Q4,FY09. Value reflects current (quarterly) volume and are subject to final review.