1. 2012-2014 Business Planning and Strategy Alignment Planning Process
Strengthening: Other options: Broadening, Advancing, Driving
Alignment: Other options: Evolution, Renewal, Update, Development, Refresh, Rejuvenation, Refinement,

2. High Level Summary
The following slide deck provides a snapshot into the various steps that will influence, inform and possibly impact our Business Plan and potentially a broader Strategic Plan. It also highlights some of the recent set of meetings (Strategic Alignment Workshop and Executive Team Retreat) that have taken place that helped us reaffirm the direction that we have set forth in our Business Plan. As a result of the work, and as reported out in the President's Report at the last Board Meeting, we have completed alignment on our current set of activities and are well aligned on the first 3 KSF's. We are implementing some additional activities to address two of the KSF's (Financial Sustainability and Well Functioning Organization). These activities include: the continuation and momentum of our Regional Bureau structure with the hiring of our new COO and the subsequent changes to our Regional Bureau Organization; ISOC's financial team has been strengthened by the addition of a Director of Finance (replacement) and a Director of Human Resources and internal policy, placing focus on employment and employee practices, reviews of our By Laws and our policies (e.g., Conflict of Interest, Investment and Financial Delegation Policies), and directing our energy to providing timely financial information.
These continued activities, along with our other resources and recommendations we will pursue over the next several months, will be the foundation and focus of our Business Plan. Concurrently, we will also embark on a broader set of longer term strategies, over the next months. This body of work will also include a refresh and evaluation of our current Mission, Vision, Core Values and Principles. This was one of the action items that came out of the recent Strategic Alignment Workshop in March.

3. Current Situation
The Executive Team is embarking on 2 complementary processes to produce our Business Plan and a broader Strategic Alignment Plan:
Business Planning Process
Process is underway, much earlier than in previous years, with the following objectives:
Integrating the KSF’s in our business objectives and operations; no major shifts in current 2011 Business Plan
Aligning near-term activities towards a broader strategic plan
Provide a “terminology” framework that simplifies and describes our key activities, programs and strategies more concisely
Delivery of Business Plan to the Board 1st week of October
2) ISOC Strategy Alignment Plan Process
Also commencing is future-looking, strategic alignment process with the following objectives:
Identifying key trends likely to impact the future of the Internet over the next 3 – 7 years to inform the Business Plan
Assessing and ensuring ISOC is organisationally well position to advance its relevance, mission, and impact in the evolving Internet environment
Recommending to the Board, as needed, updates to ISOC’s Vision, Mission, Values, and Principles
Goal is to complete strategy alignment process by Q3 2012
Strengthening: Other options: Broadening, Advancing, Driving
Implement: Progress, execute, carry out/forward, accomplish,
*bracket bullet not well worded – but the idea here was to indicate alignment towards “future-looking” organisational opportunities/imperatives.
Alignment: Other options: Evolution, Renewal, Update, Development, Refresh, Rejuvenation, Refinement,

4. Process Timeline and Key Activities
Business Planning and Strategy [Alignment] will progress together to ensure responsiveness and integration of emerging issues into business plans and strategic directions
Both will be informed by Board objectives and stakeholder consultations
March: Board Strategic Alignment Workshop
July – Aug: Functional Plan Development/Board Input to Plan
May: Management Strategic Workshop
Key Activities / Dates to be determined in consultation with Board
June: Exec Strat. and Biz. Planning Retreat
Sept.: Biz Plan Refinement and Financials
April: Exec Planning Mtg.
Strategy Alignment Pre-Work
Strategy Alignment Pre-Work
Strategy Alignment Continuation / Completion
Business Plan
Business Plan
May – June: Chapter/Member Consultations on Emerging Issues/ Priorities
Oct: Delivery of Business Plan to Board
Q3 2012: Completion of Strategy Alignment and Delivery of Biz Plan

5. A Strategic Approach: Moving from “Activities” to “Impact”
Given the nature of ISOC’s work, most of the “impacts” we seek to achieve are ultimately implemented by others.
Moving from “Activities” to “Impact” requires a systemic, strategic approach to creating the change needed to catalyse and sustain the actions of others.
Both our Business Planning and Strategy [Alignment] Process will focus on leveraging ISOC actions and influence towards demonstrated outcomes and real-world impact.
Internal Project or Programme External Actors
Most projects/programmes get only to here
Systemic, Strategic approach required to get here
Map Context
ID Key Influencers
ID Change Indicators
Engagement Strategy
ID Capacity to Effect Changes
Monitor Outcomes
Adapted from IDRC

6. Activity Overview Key Activity Objective
March: Board Strategic Alignment Workshop
Strategy definition through an aligned process by Board of Trustees and management; Generate mid-term Strategic Objectives (KSF’s) and indicators of accomplishments
May: Exec Strategic Workshop
May: Exec Strategic Workshop
Identify trends and potential impacts on a 3-7 year horizon; begin preparation of our Business Plan
Identify trends and potential impacts on a 3-7 year horizon; begin preparation of our Business Plan
June: Strategy and Business Planning Retreat
Outline and identify new activities and resources for our Business Plan; simplify our terminology; tools to benchmark progress and impacts
June-August: Functional Team Meetings
Functional teams meet to further advance their key activities/programs in support of the Business Plan; solicit Board input into plan
September: Finalize the Business Plan
Provide the Business Plan to the Board of Trustees the first week of October/2011
May 2011-August 2012: Strategic Plan activities
Create a broader Strategic Plan that includes refreshing our Mission, Vision, Core Values, and Principals