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Forums > IEEE Computer Society Forums > 7 Measures of Success - Book discussion
Subject: 2. Alignment of Products and Services with Mission
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scooch
Posts:44
02/23/2007 10:31 AM Alert 
Alignment of Products and Services with Mission - mission is central and the products align
To find the right mix of products and services that align with their missions, remarkable associations willingly engage in experimentation. They doggedly protect their core purpose and related activities while investigating new initiatives. What's more, they fully expect many of their efforts to fall flat.
walz
Posts:25
02/23/2007 4:41 PM Alert 
The mission statement of the Computer Society is:

The purposes of the Society shall be scientific, literary, and educational in character. The Society shall strive to advance the theory, practice, and application of computer and information processing science and technology and shall maintain a high professional standard among its members. The society shall promote cooperation and exchange of technical information among its members, and to this end, shall hold meetings for the presentation and discussion of technical papers, shall publish technical journals, and shall, through its organization and other appropriate means, provide for the needs of its members.

The vision statement for CS is:

The IEEE Computer Society's vision is to be the leading provider of technical information, community services, and personalized services to the world's computing professionals.

The alignment of products and services with the mission was excellent in the past.
At the present time the alignment seems to be weakening. The reason is the change in customers (members) not a change in the organizations capabilities.
Customers now have different needs than before due to the introduction of on-line availability of information.
Aligning the products and services to the changing customer (membership) base is possibly the greatest challenge facing the Computer Society.

Jon Rokne, 11-Feb-07
rokne
Posts:14
05/21/2007 9:38 AM Alert 
One of the difficulties of the current overall structure of the society is the management of innovation. Where does it occure in the structure and who is reponsible for it happening and who is in charge of implementation? When the Board meets new ideas may be approved and implementation is left to staff. What sort of flexibility does staff have outside the meetings? Should staff be given room to act between meetings? Should the Board micromanage the activities of the society or should it set strategic directions and then leave the staff to execute these directions (aligning products and services with mission)?
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