ARRL: Does The ARRL Need A Strategic Plan?
Why are organizations failing to develop a strategic plan?
I'd like to cite an example of a common question asked during a job interview, "Where do you see yourself in 3, 5, or 10 years?"
That question requires personal strategic planning. It means developing measurable goals and objectives leading me to a particular place. I would also mention that my strategic plan is an evolving document subject to continuous change while acting like a point on a compass.
I'm fast approaching this conclusion that Amateur Radio is a niche hobby. Wait a second? I have reached that conclusion. The glory days are in the rear view mirror and, now is the time, to begin charting a new course. I'm also fast approaching this conclusion as well--Amateur Radio is niche within niche and needs to be treated as such.
Certainly, I'm one of those embracing the brave new world of the Internet of Everything (IoE) and the sensor revolution like social media is like a new born infant. Likewise, I'm embracing information channels, I won't need to search anymore because feeds like Twitter, Facebook, and Google+ are delivering information specific to my choosing.
My perspective is fluid social dynamics replacing repetitive top down directed atrophy. The most recent example of organizational decision making success was Oreo's deployment of the dunk in the dark advertisement on Twitter.
It was a split second decision of great risk with it followed great reward. Likewise, Google+ is growing niche Amateur Radio Communities dedicated to DIY, satellite, digital, as examples in addition to #hamr Twitter lists tailored to Amateur Radio operators and their specific interests. And, there is Facebook, too.
Then the question becomes, "Why do I need an organization like the ARRL?"
Disruptive technology has unhinged 20th Century institutions and a strategic plan is a vision for what follows because I can't walk into an interview and say, "I really don't know where I see myself in 3, 5, or 10 years."
I'd like to cite an example of a common question asked during a job interview, "Where do you see yourself in 3, 5, or 10 years?"
That question requires personal strategic planning. It means developing measurable goals and objectives leading me to a particular place. I would also mention that my strategic plan is an evolving document subject to continuous change while acting like a point on a compass.
I'm fast approaching this conclusion that Amateur Radio is a niche hobby. Wait a second? I have reached that conclusion. The glory days are in the rear view mirror and, now is the time, to begin charting a new course. I'm also fast approaching this conclusion as well--Amateur Radio is niche within niche and needs to be treated as such.
Certainly, I'm one of those embracing the brave new world of the Internet of Everything (IoE) and the sensor revolution like social media is like a new born infant. Likewise, I'm embracing information channels, I won't need to search anymore because feeds like Twitter, Facebook, and Google+ are delivering information specific to my choosing.
My perspective is fluid social dynamics replacing repetitive top down directed atrophy. The most recent example of organizational decision making success was Oreo's deployment of the dunk in the dark advertisement on Twitter.
It was a split second decision of great risk with it followed great reward. Likewise, Google+ is growing niche Amateur Radio Communities dedicated to DIY, satellite, digital, as examples in addition to #hamr Twitter lists tailored to Amateur Radio operators and their specific interests. And, there is Facebook, too.
Then the question becomes, "Why do I need an organization like the ARRL?"
Disruptive technology has unhinged 20th Century institutions and a strategic plan is a vision for what follows because I can't walk into an interview and say, "I really don't know where I see myself in 3, 5, or 10 years."
http://frrl.wordpress.com: If there is no new challenge and no new opportunity and you are satisfied with the organizations current performance then there is no need of any strategic plan. One simply operates in a state of sustainability by repetition - for as long as you can maintain it within a budget, or for as long as you continue to not recognize a challenge or opportunity in the external environment, or for as long as you can get away with it until stakeholders commission a “comprehensive assessment” (as in the case of Congress and NASA above) to find out why you don’t have a compelling vision of the future that can engage a national interest.73 from the shackadelic near the beach.
