IEEE: A Strategic View
Michael Lightner
2006 IEEE President
Region 4
Annual Meeting
January 28, 2006
IEEE: A Strategic View



IEEE Today
New benefits and services
Strategies for the future
IEEE Today

World’s largest professional society
for the advancement of technology






Over 365,000 members
More than 70,000 students
Live & work in over 150 countries
Holds more than 350 international
conferences annually
Publishes over 30% of the world’s
literature in electrical engineering and
computing
Offers more than 900 active industry
standards
More about the IEEE

Grouped into geographic and technical
areas reflecting where we live and work






10 Regions (1-6 are in the US)
311 local Sections
More than 1,300 Student Branches in 80
countries
10 Divisions
42 Societies and Councils
1450+ Chapters
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
1990
1989
1988
1987
1986
1985
1984
1983
1982
1981
1980
1979
1978
1977
1976
1975
1974
1973
1972
1971
1970
1969
1968
1967
1966
1965
1964
1963
Membership Trends
Total IEEE Membership - 1963 to 2004
400000
350000
300000
250000
200000
150000
IEEE Membership



60.5% U.S.-based, 39.4% out of U.S.
49.6% work for corporations, 24.8%
in academia, 8.8% in government
91.2% male, 8.8% female
Source: 2004 IEEE Member Satisfaction Survey/ Annual
Statistics of the IEEE
Membership Trends
Total IEEE Membership - US vs non-US
80.0%
70.8%
69.7%
70.0%
68.5%
67.1%
64.8%
63.9%
Percent of Total Membership
Total US Members
62.4%
62.0%
62.2%
37.6%
38.0%
37.8%
2001
2002
2003
60.5%
60.0%
50.0%
Total non-US Members
40.0%
29.2%
30.3%
31.5%
35.2%
36.1%
39.5%
32.9%
30.0%
20.0%
1995
1996
1997
1998
1999
2000
2004
New and Expanding
Benefits and Services
IEEE Intellectual Property Supports
Members’ Research





More than 130 magazines,
journals and transactions
IEEE produces 18 of the
20 top-cited publications
in electrical and
electronics engineering
Over 400 annual
conference proceedings
Documents delivered
online through IEEE
Xplore® digital library
Five new publications in
2006
Average IEEE Xplore use:
Over 5 million downloads a
month
More than 1.2 million
articles

New Services Make Research Easier

IEEE Member Digital Library





Subscribers can download, save and print 25
articles/mo.
IEEE Enterprise for smaller businesses
Google and Yahoo searches of IEEE Xplore
CrossRef links to other journals
Online tools make it easier and faster to
submit, review and publish papers with
IEEE
IEEE SPECTRUM ONLINE
Offers New Features




Spectrum
Radio
Webcasts
RSS Feeds
Blogs
More Continuing Education Options
Expert Now IEEE

50 one- and two-hour
interactive online courses
based on IEEE’s best
conference tutorials


Subscriptions for
corporations
Available individually to
members later in 2006
IEEE Education Partners

6000 online courses
offered from university and
corporate institutions at a
discount for members
Online Communities
Continue to Grow:
Enable Global Collaborations



Over 100 in operation
with 20,000+ users
Topics include Power &
Energy, Embedded
System, Product
Safety, Ethernet P
Optical Networks,
Employment & Career
Strategies
IEEE governance-SPC;Section/Chapter
volunteers
Helping to Promote the Profession
IEEE Pre-university Initiatives
link engineers and educators

Pre-university Teacher InService Program for Sections




15 lesson plans aligned with
education standards
Over 600 teachers have been
trained impacting over 63,000
students
Goal is to reach another 2,000
educators by the end of 2006
IEEE Pre-University Educator /
Engineer Resource Site (PEERS)

Website that fosters collaborations to
help improve the pre-university teaching
of science, math, and technology
myIEEE
o
o
o
o
o
o
o
365,000 websites – unique to
each Member
Connects individual members to
their Section
One-stop resource for engaging
member benefits
Updated daily from IEEE’s core
databases
Putting the Member 1st,
regardless of IEEE organization
structure or benefit platform
Providing an interface to IEEE
membership which is
contemporary with younger
generations
Encouraging usage of benefits
via desktops and tools…
benefits usage = retention
myIEEE FEATURES
Section & peer-topeer networking
Integrated &
personalized benefit
access
Increasing and
personalizing the
Member’s connection
with IEEE
myIEEE FEATURES
“myIEEE” – entry page
(September 2005 release)
Personalized list of technical
memberships
Greeting module
Member’s name,
member #, and
Section
Volunteer
Recruitment
Utility desktops
Tool clusters and
member benefit
modules. Volunteer
desktop for
volunteers.
Benefit
modules &
other IEEE
news
Membership
Management
Self-service account
management
Personalized recommendations based
on technical interest profile
IEEE.tv
Inception …


New initiative approved in Nov 2004
Pilot project, concluding year end 2005
Vision …

To make broadcasting a vibrant and profitable
component of the IEEE experience
Mission …

Leveraging the advancement of broadband technologies
to enhance IEEE Member value, increase membership
and product sales, and advance IEEE as a leading-edge
professional society
PROJECT INTRO
Project Update - IEEE.tv Pilot
IEEE.tv TECHNOLOGIES
& VIEWER
IEEE.tv Viewer …
Playing program
Program menu
Banner
Advertisement
Integrated & real-time
IEEE resources
Project Update - IEEE.tv Pilot
Member “Pulse Survey” (IEEE.tv) …

May 2005 survey to
help target pilot
programming efforts

EVENTS
PRELIMINARY RESEARCH
FINDINGS
240 Respondents, +/- 6% - 7% margin of error, 95% confidence (IEEE Corporate Strategy & Research)
Graduate Student Member (GSM)

What is it?




A new Membership Grade
Qualifications:
 GSMs must meet existing qualifications for Member
grade, while also carrying at least 50% of a normal
full-time academic program as a registered graduate
student in a course of study in an IEEE- designated
field
Rights and Privileges:
 Graduate Student Members shall have all the rights
and privileges of Members, including voting and
eligibility to hold volunteer offices reserved for
Members.
Dues:
 At the present time GSMs will be assessed dues and
fees at the existing Student rates.
GSM Implementation Schedule




The formal assignment of the Graduate Student
Member grade will occur with the commencement of
the 2007 renewal cycle (Sept 2006)
Upon renewal for 2007, those eligible will be issued
membership cards reflecting their new grade.
Qualifying new members will also be assigned the
GSM grade and issued the appropriate membership
card commencing Sep 2006
GSM’s will be eligible to vote in the 2006 election (for
2007 officeholders) and will be issued ballots
Challenges and Strategies
Challenges Ahead

IEEE has been studying changes in global
workplace



Global growth of invention
Technology business - China and India
How engineers work

Changes in work patterns



Anywhere, anytime, always on
Multiple languages, multiple time zones
Helping decision makers understand
needs of members and technical
professionals
Demographics of BoD v. IEEE Members
Demographic
Members
Members
(no students)
Age
42.9
47.3
59.2
Years as a Member
13.8
16.7
33.6
Society
Memberships
0.9
1.0
4.0
Job Responsibility
12.9%
12.9%
36.4%
Education/Teaching
BoD
Demographics of BoD v. IEEE Members
Gender
Members
Gender
Members (no students)
BoD
Male
90.6%
93.0%
84.8%
Female
8.8%
6.5%
15.2%
Unknown
0.5%
0.5%
0.0%
Demographics of BoD v. IEEE Members
Membership Grade (%)
Grade
Members
Members
(no students)
Student
Associate
Member
Life Member
Senior Member
20.6
6.9
59.1
4.2
5.8
1.9
1.0
0.6
NA
8.6
74.4
5.2
7.3
2.4
1.2
0.8
Life Senior Member
Fellow
Life Fellow
BoD
0.0
0.0
0.0
0.0
33.3
12.1
42.4
12.1
Demographics of BoD v. IEEE Members
By Region (%)
Region
Region 1
Members
10.7
Members
(no students)
12.1
Region 2
Region 3
Region 4
9.2
8.4
6.7
10.3
8.8
6.9
15.2
3.0
9.1
Region 5
Region 6
8.1
16.7
8.6
18.5
15.2
9.1
US Total
Region 7
Region 8
Region 9
Region 10
59.8%
4.2
15.4
3.9
16.7
BoD
24.2
65.2%
4.1
14.3
2.2
14.1
75.8%
9.1
3.0
9.1
3.0
Demographics of BoD v. IEEE Members
Society Memberships (%)
Memberships
Members
Members
(no students)
0
42.3
38.8
0.0
1
37.6
39.0
21.2
2
12.9
14.0
39.4
3+
7.2
8.1
39.4
BoD
Demographics of BoD v. IEEE Members
By Line of Business (%)
Members
Members
(no students)
BoD
College/University
17.0
17.6
36.4
Other Allied Fields
6.9
8.5
3.0
Software
5.8
7.2
0.0
Comm. System & Equip.
5.2
6.4
9.1
Retired
4.8
6.1
6.1
Power Production
4.8
6.0
3.0
Govt. Agencies/Military
3.8
4.7
3.0
Ind. & Uni. Research
3.5
4.3
9.1
Semiconductors
3.3
4.1
0.0
Telecommunications
3.1
3.8
9.1
All others
21.0
26.2
21.2
Not Supplied
20.9
5.0
0.0
Line of
Business
Towards an IEEE Strategic Plan:
2006 IEEE Strategic Planning Activities
Michael Lightner
2006 IEEE President
Leah Jamieson
2006 President-Elect
23 January 2006
Environmental Scanning
Literature Review
Periodicals, magazines,
newspapers, newsletters
and the Internet
Brainstorming
Issues
Trends
Important topics
Outreach to members
Surveys
Focus groups
Discussion groups
Outreach to others
Staff
Volunteers
Special Segments
Analyzing
information
Internal and External
Trends in the profession
Trends in associations
Trends in operating environment
Environmental
Scanning
Applying insights
Identifying
strategic issues
for IEEE
Strategy making
for IEEE
Environmental Scan






Required reading for IEEE volunteers, and it was part of
your homework for this meeting
Information should be incorporated into volunteer
communications and IEEE projects as appropriate
 Demonstrates that we are “in tune” with what’s going
on in the world
 Increases the value and credibility of
volunteer/member interactions
 Shows IEEE is serious about addressing issues of
strategic importance
Process is in place to keep the scan current
Scan accessible at http://www.ieee.org/research
As part of keeping an eye on the changing environment
around us, the scan is being updated, and the revised
scan will be completed by the end of March
Scan is IEEE Confidential
Environmental Scan


New Ad Hoc Committee
Please send items you read/hear about to be
considered for adding to the environmental scan


We will develop a email alias and a process for vetting
with the ad hoc for inclusion into the plan
Plan will be continually updated and evaluated
Towards an IEEE Strategic Plan

The current basis for the Strategic Plan are 9
Strategic Challenges

Challenges were developed and reported to
the Board by SPC in 2005, focused around six
(6) key strategic themes








Reputation
People
Global Reach
Knowledge
Innovation
Organization Vitality and Financial Viability
SPC met on 12 January 2006 and is working
through some suggested revisions
These challenges are being used now as
guidance for IEEE operations today
concurrently with the plan’s development
9 Strategic Challenges
1.
2.
3.
4.
5.
Evaluate alternative membership models that are
affordable and attractive (People)
Position IEEE as a leader in Standards in the global
marketplace and a trusted source for assessing the
conformity of product and applications to
appropriate IEEE standards. (Reputation)
Transform IEEE into a leading provider of
continuing education and professional development
products, services and activities to support
member’s careers. (Innovation)
Continue to be a reliable provider of high-quality,
intellectual property (IP) products and services to
serve members, the profession and the public.
(Reputation, Org Vitality/Financial Viability)
Make IEEE a highly visible force in global
accreditation, model curricula development, and
professional credentialing of individuals who
demonstrate competency in IEEE-related fields of
interest. (Knowledge)
Last Revised by SPC: 12 January 2006
9 Strategic Challenges
6. Evolve an IEEE-wide strategy in fast developing
regions of the world with an initial focus on Mainland
China (Global Reach)
7. Promote public understanding, awareness and
appreciation of the engineering as a profession by
highlighting engineering leadership as recognized
sources of reliable information and advice on critical
issues in education, safety, human needs, social
responsibility and other areas affecting the world in
which we live. (Reputation)
8. Evolve IEEE’s volunteer and staff organization and its
governance processes to improve organizational
agility, support effective and efficient decision making
and build a sustainable and economically viable
organization. (People, Org Vitality/Financial Viability)
9. Embrace the diverse segments of the profession
worldwide in order to attract new members, serve new
markets in emerging technologies, foster
technological innovation, and build communities.
(Innovation)
Last Revised by SPC: 12 January 2006
Planning Challenge to all OUs

Based on member and volunteer input




Value of IEEE membership
Cost of IEEE membership
Major issues in non-renewal
Have challenged the Major Board to address the
following questions



If IEEE dues ONLY covered cost of member processing,
mailing membership card, IEEE website and email alias
How would you redesign your activities to be selfsufficient?
How would you suggest to reorganize our structure for
more efficient activitiy
Caveat




There are many answers to this challenge
that I would not like to see implemented
I assume the same is true for you
However, by understanding what services
people will value by paying for them we
can then look at a rationale level of dues
based on our vision for the Institute
This is true outside the box thinking and I
urge us all to engage in this seriously
2007 New Initiative Process
(Preliminary)
13 January 2006
2/04
The New Initiative Process





The NIC will consider proposals for new initiatives and
review progress of continuing initiatives
New Initiative funding is ultimately determined by the
IEEE Board of Directors, but for budget development
purposes, it’s set at 2% of IEEE Reserves (second year of
this policy)
The NIC can “set aside” up to 15% of the available funds
for consideration of out-of-cycle initiatives or other special
circumstances
Initiatives are defined as new efforts of strategic
importance distinct from support for ongoing programs
All new initiatives must map to the most current version of
the 9 Strategic Challenges* and OU Objectives
*Subject to Revision by SPC
2/04
Submitting A New Initiative



Anyone can submit a proposal directly to the NIC, but
working with an organizational unit is always a good idea
NIC members are advocates for proposals coming from
their respective OUs
Initiatives are submitted using IEEE’s New Initiative forms




The first step is an abstract of the initiative
If accepted, the next step is a full business plan
Life cycle costing of an initiative is required, as is an
estimate of the cost of sustaining an initiative when/if it is
incorporated into IEEE operations at the end of the new
initiative funding period
New Initiative proposals must request a net minimum of
$100K
2/04
New Initiative Proposal Review





The NIC reviews the initial proposal and determines
whether it should be developed into a full business plan for
further consideration as a new initiative
The NIC reviews the full business plans and determines
which initiatives will be recommended for funding
The review process is interactive between the proposer(s)
and the NIC through both online exchange and
teleconference
The NIC prioritizes the selected initiatives and reports its
recommendation to the IEEE FinCom/ExCom to be
incorporated into the proposed IEEE Operations Budget
The IEEE Board of Directors acts on the NIC
recommendations when it votes on the IEEE Operations
Budget at the November meetings
2/04
New Initiative Proposal Review





Requests for out-of-cycle funded initiatives are considered,
but such proposals require a compelling argument to
support the request
The NIC reviews out-of-cycle proposals consistent with its
review of those proposals submitted during the budget
development process
Out-of-cycle requests are reviewed by the IEEE FinCom
and approved by the IEEE Board of Directors at its next
scheduled meeting
The NIC conducts quarterly reviews on the progress of all
funded initiatives, and the NIC can make recommendations
for mid-course changes to funded initiatives at any time
The NIC is now evaluating the long-term impact of initiative
investment by analyzing results of initiatives vs. the
originally approved plan
2/04
2007 New Initiative Timetable
2/04
2007 Proposed New Initiatives Timetable
(Preliminary)












27 February – Call for New Initiatives
24 April - Proposed 2007 New Initiative Abstracts Due
28 April - Proposed 2007 New Initiative Abstracts reviewed by NIC
28 April – NIC Meeting to consider any new out-of-cycle 2006 initiative proposals for the
June meeting
8 May - NIC announces Initiatives advancing to full business plans
17 July – 2007 Proposed Initiative Business Plans Due
28 July - NIC review of proposed 2007 initiatives
4 August – NIC selection 2007 Initiatives
10 August – NIC prioritization of 2007 Initiatives
TBD August – NIC Reports recommendations to IEEE FinCom/ExCom
October – NIC Recommendations forwarded to IEEE Board of Directors
and incorporated into proposed 2007 IEEE Operations Budget
November – BoD acts on NIC recommendations as it approves the 2007 IEEE Operations
Budget
2/04
If you have questions, comments,
or if you need additional
information, please contact
Leah Jamieson or Matt Loeb
m.loeb@ieee.org
l.jamieson@ieee.org
2/04
Summary of Observations






The workplace is becoming even more fast-paced
Integration of work tools is a challenge, but it’s
required.
Communication, Collaboration and Knowledge
Management skills are vital in the technical
workspace
Nonverbal communications are occurring using
nontraditional mechanisms, including Powerpoint
Work teams are challenged to innovate due to
time constraints and primary project deadlines
It can be inferred that the observations made here
are impacting individual decisions to participate
in a professional association
IEEE Must Focus On…
Enabling technical professionals to
distinguish themselves in a globally
competitive environment.
And aggressively deliver value-added products
and services to support this strategic focus.
Thank You!