digitalNow 2011 Board Presentation

2. Matt Loeb
Staff Executive
IEEE

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

8. 7 Unique Benefits of 7th Mass Media
• 1st Personal mass media channel
• Permanently carried
• Always on
• Built in payment system
• Available at point of creative
• First media with near perfect audience data
• Captures social context of media consumption
© Tomi Ahonen

9. Who’s Online

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

11. Start to change now…
…or be lost in a sea of options

15. Closer to home: Today’s Conference

16. Publishing has changed

22. Leadership Resources
• Video Vignettes
• Five questions for volunteer leadership
• Visual Prioritization Grid
• Tomi Ahonen’s latest manuscript & slides

25. Strategy Resources
• Insights to Action Framework
• 6M’s Mobile Creation Tool
• Going Mobile Questions
• You Tube Success Stories

28. Resources
• Association Total Enterprise Assessment Method
(TEAM)
• SAE case study
• The Essential Advantage Toolkit
• Why the Web is Broken
• Video Vignettes

30. Tom Hood
Executive Director/CEO
Maryland Association for
Certified Public Accountants

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…

41. Vision Prioritization Grid
Where is your portfolio ?
10
Strategic Fit
Vision Aligned
5
1
1 5 10
Importance / Value
to members

42. Board Planning Sessions

43. Market Size $39,800,000 Market Size $9,950,000
Total Total
Maryland Maryland
MACPA Gross CPE Revenue On-site Training
3,000 1200
1071
2,489
2,500 1000
2,309 2,318
2,147 2,145
2,081
Gross Revenue $'s (000)
2,028 2,041
800 761
2,000 1,862
640
All Other CPE 600 Series1
1,500
In-House 485
1,071
400
1,000
761 238
640
181
485 200 154
500
68
181
238 35
154
35 68 0
- 1 2 3 4 5 6 7 8 9
1999 2000 2001 2002 2003 2004 2005 2006 2007
Fiscal Year

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

45. MACPA/BLI Team work

46. Opportunity Portfolio
Positioning Options Stepping
Stones
XBRL
Technical & execution
LMS Project Platform Launches
Scouting
BLI expansion Options
AMS
uncertainty
KPIs Community
Core Enhancement
Launches Social
Media
Market & organizational uncertainty

47. Engaged People

49. Real results

50. The Tools
1. Big Ideas from our i2a – Strategic
Thinking System
2. Vision alignment grid
3. Portfolio from Rita McGrath & Ian
MacMillan

51. I2a: Big Ideas Worksheet

52. Vision Alignment Grid

53. Opportunity Portfolio

54. I2a: Insights to Action
a Strategic Thinking System

55. Sight - Insight
• Look back
• Look around
• Look inside
• Look outside
• Look ahead

56. Create – Communicate –
Inspire!
Engagement – Alignment
Commitment - Accountability

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

61. Pam Hemann
President
Association Management
Services,Inc.

62. Jeffry Raynes
Principal
Designing Sustainable Models for
Strategic Choices

63. digitalNow Community
THANK YOU!
Pamela J. Hemann, CAE
Jeffry W. Raynes, CAE

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

68. What did we learn?
• There are divergent opinions on Conventional
Wisdom
• Common practices are varied
• Sometimes we agree with Conventional Wisdom,
but don’t practice it
• Sometimes we disagree with Conventional Wisdom,
but we still practice it

69. Our organization is a
Philanthropic Other
3% 6%
Trade
Association
24%
IMO
67%

70. Three data sets that
the survey revealed….
Other results will be found
online at the digitalNow website

71. Small Boards are better than big boards
Don't Know, Disagree,
3% 15%
Strongly
Disagree, 0%
Strongly
Agree, 56%
Agree, 26%

72. Size of boards in our organizations
Over 30 5 to 10
18% 15%
20 to 30
9% 11 to 15
21%
16 to 20
37%

73. 50% of annual expenses in reserves
Don't
Know
Disagree
6%
24%
Agree
70%

74. % of reserves in our organizations
over 70%
21%
under 50%
37%
about 70%
6%
about 60%
9%
about 50%
27%

75. Elections should reflect
the democratic process
Don't Know
0%
Disagree
33%
Agree
67%

76. Our organization’s board is elected by
Designees
from
Competetive Chapters or
Election Affiliates
Process 9%
25%
Slate of
Nominations
66%

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