The Future of Rotary
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Be part of a conversation about Rotary’s future — in 2020 and beyond. What challenges does our organization face, and what opportunities can we seize going forward? We’ll discuss the charge of the Strategic Planning Committee as it works to develop the next vision for Rotary.
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The Future of Rotary
- 1. The Future of Rotary Stephanie Urchick 13 June 2017
- 2. Panelists • PRID Sangkoo Yun - Korea • PDG Nicki Scott - USA • PDG Francis Tusubira - Uganda
- 3. Agenda • Overview – Current Strategic Plan • Situational Analysis • Strategic Planning Survey Results • Update on Visioning Process • Q&A
- 5. Support and Strengthen Clubs
- 6. Focus and Increase Humanitarian Service
- 7. Enhance Public Image and Awareness
- 8. If Rotary is to realize its proper destiny, it must be evolutionary at all times, revolutionary on occasion. Paul P. Harris, Founder “ ”
- 9. October 2015 Decisions The Board agreed: We need to prepare for Rotary post-polio The end of polio is coming We need a vision and clear path
- 10. Building Blocks MISSION VALUES VISION Our Reason For Being Our Beliefs ?
- 11. Strategic Planning Committee Objectives • Analyze Rotary’s current state • Define Rotary’s vision • Develop a strategic plan • Assess Rotary’s capacity for change
- 13. Key Trends • Technological • Demographic • Economic • Political • Social • Competitive
- 14. Demographic Shifts • By 2050, the world population is estimated to grow to 9 billion • Advanced economies will see a rise in average age of population • Continued migration to urban areas Global population by age group, 1950 – 2050 60 or over 25 – 59 10 – 24 0 – 9 Source: United Nations Population Fund, World Population Prospects (2015)
- 15. Economic Shifts • China, India and the US are projected to be the world’s three largest economies • New players are on the rise and could affect the balance of power • Middle class in emerging markets is forecasted to grow considerably Sources: OECD, Outlook 2060; OECD, The Emerging Middle Class in Developing Countries; Carnegie Endowment, World Order in 2050
- 16. The World in 2050 Engagement may shift to emerging markets, which are rapidly urbanizing and exposed to new opportunities Age divisions may continue to widen across the world Shift in world powers may cause a shift in world issues that are important Rising incomes lead to increase in choices, which may leave Rotary behind
- 17. Next Generations • Born into social media • Strong and diverse global social circles • Self-starters with a strong tendency toward entrepreneurialism 25% of Gen Z interact daily with peers in other countries 32% would prefer to work for themselves rather than an employer Sources: Universum Global, Generation Z Grows Up (2017); Sapient Nitro, Generation Z: Rules to Reach the Multinational Consumer (2013)
- 18. Technology Worldwide mobile subscriptions – anticipated growth from 2010 to 2021 Sources: Pew Research Center, Digital Life in 2025 (2014); Ericsson, Mobility Report (2015) • Increasing connectivity • In 2015, the number of mobile subscriptions surpassed the world population • Annual 10% rise in the use of smart phones, with most growth in Asia Pacific
- 19. Mobile Capabilities 2007 2017 2027?
- 20. Technology Sources: Facebook.com; Catchafire Technology will: • Continue to provide organizations with the tools to create positive change • Serve as an enabler allowing anyone, anywhere to create impact on their own and connect with like-minded people • Break down boundaries and reinforce a global mindset
- 21. Competition
- 22. Crowdfunding
- 23. Online Community
- 25. Survey
- 27. Diversity Rotarians Very Important- Important Rotaractors Very Important- Important Alumni Very Important- Important Variety of professions/vocations 92% 93% 88% Diversity of perspective and opinion 87% 94% 93% Members of all ages and generations -- from 20s to 90s 80% 76% 83% Members at all career stages from new graduates to retirees 77% 84% 83% Diversity of socio-economic background 75% 78% 83% All job levels from non-management to CEO 67% 77% 75% Membership from 200 different countries 64% 73% 73% At least 30% of the organization's leaders < 45 years old 55% 70% 63% At least 30% of the organization's leaders are women 54% 66% 72% About equal percentage of male and female members 43% 66% 65% Importance of Diversity by Rotarians, Rotaractors, and Alumni
- 28. Ideal Membership - Rotarians % RANK 30 % 1 28 % 2 27 % 3 % RANK 25% 4 24% 5
- 29. Ideal Membership – Rotaract/Alumni Rotaractors 1 2 3 Alumni 1 2 3 4 5
- 30. Pace of Change
- 31. Vision
- 32. Organizational Strengths CAPABILITIES GLOBAL INFRASTRUCTURE RI and TRF; 34,000 clubs in over 200 countries around the world 1.2 MILLION MEMBERS Professionally diverse group from various facets of civic life COMMON BOND Rotarians are united in their commitment to making a positive impact SOLID REPUTATION Around the globe, awareness for Rotary is high and impressions trend positively
- 33. Opportunities REVENUE DIVERSIFICATION Develop alternative streams of revenue beyond membership dues STRUCTURAL FLEXIBILITY Become more flexible to adapt to competitors and market changes TECHNOLOGY ENHANCEMENT Leverage advances in technology to help us deliver on value BRAND AWARENESS Capitalize on the power of our brand and tell a consistent story
- 34. Vision Framework Conduct Situational Analysis Understand Core Tenets Revisit Central Purpose Define Envisioned Future Create Vision Statement Sources: Nanus, Burton. Visionary Leadership (1992); Collins, Jim and Porras, Jerry I. Building Your Company’s Vision (1996)
- 35. Vision Framework Sources: Nanus, Burton. Visionary Leadership (1992); Collins, Jim and Porras, Jerry I. Building Your Company’s Vision (1996) Conduct Situational Analysis Understand Core Tenets Revisit Central Purpose Define Envisioned Future Create Vision Statement
- 36. Vision Framework Sources: Nanus, Burton. Visionary Leadership (1992); Collins, Jim and Porras, Jerry I. Building Your Company’s Vision (1996) Conduct Situational Analysis Understand Core Tenets Revisit Central Purpose Define Envisioned Future Create Vision Statement
- 37. Vision Framework Sources: Nanus, Burton. Visionary Leadership (1992); Collins, Jim and Porras, Jerry I. Building Your Company’s Vision (1996) Conduct Situational Analysis Understand Core Tenets Revisit Central Purpose Define Envisioned Future Create Vision Statement
- 38. Vision Statement Outreach Surveys Three separate surveys on Rotary’s future, vision concepts and vision statements Over 1 million surveys sent with more than 75,000 respondents Focus Groups and Interviews Conducted with more than 400 participants representing 29 countries from around the world Total Input from all 34 zones across all membership tenures, ages and roles
- 40. Questions?
- 41. This presentation and others from throughout the convention are available through the convention mobile app and on SlideShare at www.SlideShare.net/Rotary_International.
- 42. Rate this session in the Rotary Events app, available in your Apple or Android app store.
Notas del editor
- Intro by Moderator Stephanie Urchick
- STEPHANIE - Rotary currently has a strategic plan that was developed in 2010. After review in 2013, it continued to hold support from the Rotary world and remains in place today. The plan provides clubs and districts with a road map to advance Rotary in communities around the world. However, our world is changing at an unprecedented rate. It is critical to examine our relevance five to ten years down the line and plan for the future.
- Our current strategic plan has three interrelated priorities. Keeping Rotary strong and attractive to new members starts with supporting and strengthening our clubs. Rotary has advanced this priority by: Developing, evaluating and improving regional membership plans that are customized to suit unique regional needs Streamlining our membership leads program, making it easier for prospective members to express interest And by implementing Rotary Global Rewards, our member benefit program offering discounts and special offers on products and services around the world.
- The second priority of the current strategic plan is to focus and increase humanitarian service. Rotary continues the fight to end polio which is this close to being eradicated. In addition to PolioPlus, the many grants awarded by the Rotary Foundation allow Rotarians to implement sustainable humanitarian projects around the world. Thanks to our new grant model launched in 2013, these projects continue to become more measurable and have an even greater impact. Rotary is celebrating the centennial of its foundation here in Atlanta to commemorate all of the good work that has been done over the last 100 years and to look into the future of what will be accomplished through the Rotary Foundation.
- And the third and final strategic priority under our current plan is enhance public image and awareness. We continue to enhance awareness of our work around polio. Last year’s World Polio Day was a huge success with over a million engagements on social media. And right here in Atlanta, we are rolling out a new virtual reality video highlighting Rotary’s work in eradicating polio. Also, Rotarians have access to Rotary’s brand center which houses tools and digital assets to help clubs develop their own promotional materials. Rotary is currently working on a new marketing campaign called People of Action that will help us tell the story of Rotary in an engaging and exciting way.
- Our current strategic plan has guided us in many successful endeavors over the past six years. But the world is changing rapidly and needs the connections and impact that Rotary fosters more than ever. This quote from Paul Harris has never been more relevant than it is today.
- In October 2015, both Boards recognized that Rotary must keep up with an ever changing world. The fast-paced nature of our society creates even greater competition for our time, energy and resources. Therefore, as leaders in this organization, our energy must be focused on members having absolute certainty of the benefits and value of being a Rotarian. With the end of polio in sight, we need to prepare for Rotary in a post-polio world. To do this, we need a vision and clear path forward.
- We will look to our mission to guide the next steps, our values to keep true to what makes us Rotary, and a renewed vision to take us into the next 100 years.
- The Strategic Planning Committee is excited to be working with so many people to bring Rotary forward into the next century. The Board has asked our committee to work with all of the stakeholders in Rotary’s future, to: Take a hard look at how Rotary works today and where there might be opportunities to grow Define a vision for the future that inspires Rotarians around the world to action Work out a strategy and a plan that will support the successful achievement of that vision Develop a plan to measure our success along the way so we can communicate progress and make changes to the plan if necessary Look at a new structure for Rotary that can better support our forward-looking vision Assess Rotary’s capacity for change so we can ensure smooth transitions on the path to the Rotary of the future
- SANGKOO - In order to understand Rotary’s position in the global marketplace, we first undertook a situational analysis to better understand how Rotary is positioned today and opportunities for the future.
- One of the first things we wanted to understand in looking at Rotary’s future was where the world is heading and what key trends could affect Rotary over the next few decades, including technological advances, demographic shifts and traditional and new forms of competition.
- For instance: The world population is expected to grow to 9 billion by the year 2050, with most of that growth occurring in developing nations Advanced economies will see the age of their population rise with approximately 20-30% of their citizens aged 60 or older Continuing migration to urban areas will see an estimated 66% of the world’s population living in cities by 2050 As emerging markets continue to urbanize and gain access to new opportunities, Rotary’s value proposition will become increasingly important for engagement. And, as age divisions widen worldwide, it will become more difficult to deliver on a consistent brand and experience.
- And in terms of economic shifts: By 2050, China, India and the US are projected to be the world’s largest economies Countries like Brazil, Mexico, Russia and Turkey are on the rise as well, which could shift the balance of power The middle class in emerging markets is growing rapidly, particularly in Asia
- Looking forward to the world in 2050: Engagement will likely shift to emerging and urbanizing markets that provide new opportunities making Rotary’s value proposition even more important As age gaps widen across the globe, the ability to make brand and experience consistent will become more difficult and there will be a stronger need to market to different demographic groups Shifting world powers could, in turn, shift issues that are important to people around the world. Also, rising incomes will lead to an increase in choices which could leave Rotary behind especially as the younger generations today grow into tomorrow’s leaders.
- Rotary’s continued strength will rely on the next generation of leaders. Their experiences and environments will look very different from those many of us are familiar with. Already, these generations: Have a global mindset Know how to leverage social media to build relationships and create positive social change Have a strong tendency towards entrerpreneurialism And live in a world that places increasing expectations on governments, businesses and other entities to “do good”, a premise that could compete with Rotary’s value proposition These characteristics are especially true of the members of generation Z, which is those born in late 1990s and beyond.
- As these generations grow, the ease of use and access to technology will spread far and wide. Already accessing the internet is becoming effortless for most across the globe In 2015 the number of mobile subscriptions worldwide surpassed the world population Smart phone use is anticipated to rise at 10% year-over-year through 2021, with the largest growth in the Asia Pacific region
- Just think how much mobile phone have changed over the last decade, moving from primarily communication devices to tools that can navigate roads and traffic, allow us to share high-quality images instantly, and even shop for almost any item in the world instantly. What might the next decade bring?
- Technology has and will continue to provide cutting-edge organizations with the tools to create positive change. It will also serve as an enabler allowing anyone, anywhere to create impact on their own and/or quickly connect others that share their passion. Technology will break down boundaries and reinforce a global mindset that will amplify the ability to access people, locations and cultures from afar. These trends can either compete with Rotary or enhance Rotary’s ability to build bridges across continents. It is up to us.
- Nicki - In addition to those we think of as our traditional competitors like Lions and Kiwanis, Rotary now has many other types of competitors that are offering free, convenient and customizable services similar to those that can be found in Rotary. For instance:
- Organizations like Gofundme and Kickstarter offer opportunities to donate directly to initiative or even an individual facing adversity through a simple online platform.
- It is easier than ever before to find others that share similar interests and causes through Meetup and Facebook Events.
- Also, there are now more and more ways for younger professionals to find ways to use their specific skillset toward good causes on their own schedule. Organizations like Catchafire and Volunteer Match allow individuals to search for volunteer opportunities based on level of time commitment, location and skills. Even LinkedIn has entered this market bringing a search tool for members to find opportunities to volunteer or serve on a nonprofit board.
- In addition to a situational analysis and a review of our traditional and non-traditional competitors, we engaged Rotarians from all geographies and demographics as well as Rotaractors and prospective members through our triennial strategic planning survey. In this year’s survey, we asked all of these groups about their ideal organization, meaning an organization they would be most likely to join or support. What we found out was very interesting.
- When asked about the importance of traits for their ideal organization, alumni, Rotaractors and Rotarians reveal similar preferences. All three groups share the view that transparency and accountability is the most important quality for an organization they would join or support. Like Rotarians, Rotaractors and alumni also highly value friendship. There are some distinct differences to note here as well. Rotaractors and alumni are more interested than Rotarians in their ideal organization being global and less concerned than Rotarians about the organization’s reputation among their peers. Also, while a slight majority of Rotarians feel that invitation-only membership is important or very important, only around a third of Rotaractors and alumni say that invitation-only membership is important or very important.
- We can also see some differences in opinions on membership diversity between Rotarians, Rotaractors and alumni. The greatest differences we see here are: Around 2/3 of Rotaractors and alumni say that an equal percentage of male and female members would be important in their ideal organization while less than half of Rotarians said the same Similarly, only around half of Rotarians feel it’s important that at least 30% of an organization’s leaders be younger than 45 years old compared with 2/3 of Rotaractors and alumni
- This can best be illustrated by looking at the pictures Rotarians chose when asked to select photos that best represented the membership of their ideal organization. Rotarians’ most popular choices are shown here.
- And here are the most popular selections for membership of their ideal organization chosen by Rotaractors and alumni (there was a three way tie for 5th place among alumni).
- If we are going to keep pace with the next generation of emerging leaders, we will have to be more flexible and quicker to adapt to change. Which is exactly what we are hearing. When asked about the pace of change in Rotary as a whole and in their clubs, a large percentage of Rotarians express frustration that the pace of change is too slow.
- Tusu - So what does all of this mean for Rotary as we look into the future and ensure that Rotary’s vision keeps us relevant and thriving into our next century?
- Rotary will need to recognize and build on its organizational strengths while also being ready to adapt in a world of rapid change. Rotary has many capabilities that can be leveraged to ensure Rotary’s ongoing success. We have global reach with over 34,000 clubs in over 200 countries The diversity of our membership allows us to offer a multi-disciplined approach to impact Rotarians are committed and persevere – it’s how we’re this close to eradicating polio Rotary has a highly respected platform to allow people to make a positive difference
- In addition, societal and market trends offer us many opportunities to capitalize on as we move into the future. Currently most of our revenue comes from our membership dues, making us highly reliant on this funding source. Pursuing alternative streams of revenue would allow us to experiment with new ideas and technologies. Providing for more opportunities for flexibility in our structure would allow us to adapt to changes and demands quickly We can leverage new technologies to engage wider audiences and increase our impact And we can use many different tools including social media to enhance our brand awareness
- All of these trends and opportunities that we have discussed make up a situational analysis that is the basis for determining a vision. We have to understand where we are now and what the environment is around us before we can chart a course for a successful future. Once we’ve conducted this analysis, we can employ the vision framework shown here. This is exactly what our committee has done to help us arrive at an exciting and compelling new vision for our organization.
- Our next step was to understand our core tenets, which is to be able to describe the enduring character of our organization and the timeless and consistent set of our principles that will transcend trends and withstand the test of time. For Rotary, these are things like leading by example, committing to do good in our daily lives and building connections with others beyond boundaries.
- With a solid understanding of our core tenets, we revisited Rotary central purpose. This is our reason for existing, describing not just what we do but why we do it. Our research shows us that Rotarians around world agree that Rotary exists in order to bring people together that create positive social change – a bigger change than one can make alone.
- With our core tenets and central purpose in mind, we started to define an envisioned future. This is a vivid description of where we see Rotary in the future and the desired impact we wish to have. To do this, we need to look at what impact Rotary hopes to make in the future and what it looks like to achieve that impact. We can then capture that in a compelling and inspiring statement that will energize Rotarians and all of those that share in Rotary’s vision for the future.
- In our work to develop a vision statement, the Strategic Planning Committee invited current Rotarians, former Rotarians, Rotaractors, alumni, Youth Exchange students, Rotary staff and people not affiliated with Rotary to participate in research activities to provide input. We conducted three separate surveys asking participants about Rotary’s direction in the future and also testing vision concepts and potential statements. In total, we sent over one million surveys and received over 75,000 responses with a 7.2% response rate We conducted focus groups and interviews in our research with over 400 participants in 29 countries In total, we collected input representing a wide variety of stakeholders, demographics and geographies including all 34 zones
- As a committee and with the input of all of the stakeholders in the future of Rotary, we are working to share a vision statement for Rotary with you very soon so that we can get down to the work of figuring out just how to achieve that bright future for Rotary and for generations to come.
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