1. 1 © APICS Confidential and Proprietary Chapter Board Transitions “A How to Guide” Now that your left holding the bag... Quinn Golden

2. Why bother? APICS Requires it… C-Bar Section E.3: (Chapter Minimum Standards) “Did the chapter hold at least four BOD meetings including one transition or orientation meeting for the BOD? (Attach BOD meeting minutes.)” C-Bar Section H.5 (Chapter Management) “Did the chapter follow a transition plan in which key chapter deliverables are detailed for review and information on variances is provided for incorporation into the next year's strategic plan?” 1

3. Who owns the process? Where do I find resources?...C-Box

4. Lets talks about a Checklist.... Why? To meet various requirements Chapter’s by-laws Government requirements (Articles of Incorporation) To meet the annual Channel Partner Agreement requirements To achieve the desired CBar Performance Status 3

5. What Should Happen at the meeting? Retirement of members of the existing Board Welcoming the passing of the baton Review of the previous year Strategic & Marketing Plan. Were goals met? Introduce the new Board members to available tools C-Box, Leadership Central, Partner Connect, Specify goals and objectives for the coming year. 4

6. To Support the Chapters Strategic Plan It is highly recommended that chapters review their Strategic plans at the time of leadership transition. Outgoing and incoming board members should do this as a joint exercise so new board members understand the decision-making processes that have formed the plan. This will help prevent reinventing the wheel each year. 5

7. What Should Happen at the meeting? Review your C-Bar Submission Present each Board Member with their Leadership Handbook. Current Officers can transfer to new owners. Remind Board Members that the Annual Budget need to be completed by September Develop the Chapter Calendar for the new year. Eat something and Celebrate! 6

8. The outgoing President needs to: Help the incoming president to connect with the District Manager and District Volunteer Team Update BOD Roster inside Partner Connect (Deadline June 30) Work with the incoming President to update the Partner Profile in Partner Connect (Deadline July 31) To support the Board transition: 7

9. Wouldn’t it be nice to actually have a Transition… 8

10. Chapter leadership succession planning helps to build stronger chapters Succession planning is smart business planning. It allows you to proactively develop job functions, rather than simply naming people as replacements, or letting them live in the position forever. Succession planning is about making sure your Chapter can continue to grow and move forward. Succession Planning 8

11. Succession planning does not start with people, it starts with the requirements of the position. Society grows when old men plant trees whose shade they know they will never sit in. ~Greek Proverb Succession Planning 9

12. Do you replace the entire Board at once ? (based on By-laws) What if terms lasted more than a year and they overlapped…. What if there were term limits? What if positions had to rotate? Succession Planning 10

13. New Talent is hard to find… 11

14. We no longer have the same customers that we used to have. Despite rebounding unemployment numbers, manufacturing is struggling. Manufacturing may be down, but your customers are still here… They are working in different jobs New Talent is critical to find… 12

15. New Talent is critical to find… In 1953 manufacturing accounted for 28% of GDP. In 2012 manufacturing accounted for 12% of GDP 1953~2012 U.S. GDP increased from $2.6 trillion to $15.5 trillion, which means that manufacturing output more than tripled in 60 years. In 1953 number of manufacturing jobs = 16 million In 2012 number of manufacturing jobs = 12 million Service industries—hotels, hospitals, media, and accounting—have taken up the slack. Even much of manufacturing involves services—about 1/3 of the total. More than half of all people still employed in the U.S. manufacturing sector work in services as management, technical support, and sales..

16. Certified in Logistics, Transportation and Distribution (CLTD) New Talent is critical to find… CIRM Certified in Integrated Resource Management CPIM Certified in Production and Inventory CSCP Certified Supply Chain Professional SCOR Supply Chain Operations Reference Model. Risk Management Education Certificate APICS Logistics Credentials Program CTL Certified in Transportation and Logistics Coming Soon 14

17. Without talented leaders pioneering a new course with original ideas, many of our chapters will continue to dry up. New Talent is critical to find… 15

18. New Talent is critical to find…

19. APICS Chapters are often lead by APICS types of people Long Term Members of the Association Often part of the (core group) that stays involved Employed in Supply Chain or Operations roles Often having served multiple terms on our boards New Talent is critical to find… 17

20. Which leads to a very interesting question. New Talent is critical to find… Would you ever consider letting an auto mechanic perform a root canal on you ?

21. Then why would you let a Master Scheduler manage your chapters finances? New Talent is critical to find… President Day job: Logistics & Supply Chain Professional VP Marketing Day job: Quality & Materials Management VP of Communications Day job: MRO Purchasing 19

22. The Shift~ Time to change our view A new model may be required “Industry Experience Required” Is a Mindset We Need To Get Out Of Every time you allow your organization to throw up a talent filter, you are saying that you are not innovative and that you simply do not want new ideas. In a lot of cases, hiring managers tend to feel that the only ones that can do their business is someone who has already been in their business. Successful firms are rethinking their approach to talent by reimagining their positions. 20

23. What if we took a different approach to the content and method of building APICS boards? A new model may be required 22

24. Heineken figured out how to select talent purely based on the skills and ability needed to be successful in the job. https://www.youtube.com/watch?v=a9JLJ4cm3W8 A new model may be required 23

25. The Opportunity How we can think differently about APICS Board structure at the Chapter level? 24

26. Here are some reasons why a number of successful people volunteer on boards: Provide community service / Long term networking / Keep up with industry / Fellowship / To have a voice / Carry on the cause / To give back / To add volunteer experience to my resume / For career networking / I have something to offer / I want to contribute / I do X for work, but Y is my passion. The Opportunity Why are People on Boards? 25

27. Could People from Other Industries Have Better Relatable Skills to Fill These Roles? President Professional Development Membership Treasurer Administration The Opportunity Why are People on Boards? Vice President VP Education Communications Student Relations VP Programs 26

28. Step 1. Understand the real KSA’s (knowledge, skills, and ability) needed to be successful in the position you need to fill. Step 2. Determine what types of people may possess these KSA’s? Step 3. Do you know any? If not use your network. Expand your network. Use your network’s network. Brainstorm. Step 4. Engage them in direct conversation to see if they have an interest in volunteering. Step 5. Be prepared to “sell” them on WIIFT, and how their knowledge, skills and ability can help you. The Opportunity What can we do at the Chapter level? 27

29. There are no crystal balls. Just like any decision some of the people you “recruit” for your team may not work out. But if you don’t attempt to engage new faces, you will never know. Suggestion, Ensure you have an exit strategy. Discuss “what if it doesn’t work?” early in process. Can you fire a volunteer? The Opportunity What can we do at the Chapter level? 28

30. “If you change the way you look at things, the things you look at will change.” -Wayne Dyer 29

31. Thank you