1. Ken Baker ISA President October 2006
ISA Key Strategies
Ken Baker
ISA President
October 2006

2. Key Strategy: Be Market Driven
Increase the revenues and surpluses from market-driven products
Reduces reliance on the fall event
Expand the number and variety of product offerings
Expand the customer
Corporate (Industry)
Academia
Government
Entities around the world
Engineers (electrical, chemical, mechanical, industrial, and computer/software)
Operational and design
Manufacturing IT professionals
Scientists (R&D)
Technicians
Managers (engineering, operations, and business)
Companies (end users, suppliers, vendors, and engineering consultants/service providers)

3. Key Strategy: Value Proposition
Establish the unique value proposition that the Society offers
Communicate the indispensability of ISA as a technical and career resource
Establish and promote the professional identity of automation
Develop an active public policy advocacy program
Take a role in workforce development that enhances the attractiveness of automation
Communicate the indispensable nature of ISA as a marketing partner and technical resource to suppliers, end users and government
Enhance connectivity to the Society through the local Section, the technical Division, the web, and other direct means

4. Key Strategy: Diversification of Product Portfolio
Technical divisions
Geographic sections
Web communities
Education and training
Books
Standards
Conference programs
Certifications
Exhibits
Investigate research projects leading to credibility as a source of unbiased industry information
Particular emphasis on those that deliver both content and community for automation professionals

5. Key Strategy: Corporate Relations
Conduct meetings with key individuals in industry
Manufacturers
Engineering firms
System integrators
Users
Market ISA and learn what industry needs and wants

6. Key Strategy: Globalization
Assess and provide product and service offerings in response to the demand and opportunities outside North America
Cooperation between ISA headquarters and the local ISA business network
Address unique cultural, educational, and business needs in each area
Facilitate the program and organizational needs of the local entities
Facilitate growth for ISA products and services

7. Key Strategy: Collaboration
Pursue appropriate strategic alliances with other organizations
Enhance program development and product offerings via effective and efficient collaboration
Work through The Automation Federation ( whenever appropriate

8. Key Strategy: Operational Efficiency
Volunteer governance
Staff infrastructure
Operating practices
Modify to efficiently utilize volunteer and staff resources
Adjust to changing business conditions
Identify and respond to member needs and motivations

9. Key Strategy: Operational Efficiency
Assess the capabilities of each of ISA’s formal organizational elements
Divisions
Sections
Central headquarters
Optimize each and find the right balance among them to deliver the maximum value to ISA members and other customer groups
Examine the value of communities of practice and determine their place within the Society structure
Facilitate and work with ISA’s Department and Division volunteer leaders to make them more active and productive operations so they can more effectively create the Society’s technical content

10. Key Strategy: Marketing, Communications & Branding
Establish an aggressive marketing plan for the Society’s core competencies
Continue the reinforcement of ISA’s branding statement, “Setting the Standard for Automation”
Core competencies are:
Standards
Certification
Education and Training
Publishing
Conferences and Exhibits.