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2016SpringShotcreteEMag

ASA Strategic Plan Spring 2016 Update Back in the Fall 2014 issue of Shotcrete, Charles Hanskat wrote an excellent piece unveiling our Strategic Plan under what was then his ASA President’s Message. Charles spoke about our evolution from 1998 to present day and the need for a new vision to continue our impressive growth. A task group was formed to meet in By Scott Rand Detroit, MI, back in August 2014 and the results of that brainstorming session, led by Jon Hockman, a Consultant experienced in Organizational Strategy and Alignment, led to the formation of this new plan. The Vision Statement was updated; a new Mission Statement to support the vision was written; and four key priorities of Professional Development, Outreach, Credibility, and Organization Strength were adopted to accomplish the Mission. Goals and Objectives were outlined specific to each key priority and then in September 2014 the strategy was presented to the ASA Board, resulting in full approval. Our next step was to align each of these objectives with an existing ASA committee, understanding that a second committee may be required for additional resources, especially on some of the larger tasks. We were off and running, or so we thought. While we did start to accomplish some of our initial goals, it became apparent over the next year that our meetings were falling back into the usual habits previous to the development of the plan. Entire meetings were taking place without any specific mention of the Vision. Hanskat stated it well in his initial editorial: the Strategic Plan must not be a static document. We discussed the issues that we were experiencing at a couple of our Executive Committee monthly meetings midway through 2015, and the resulting direction was to have me dedicate effort to managing the Plan. The goal would be to bring more concentrated focus to the Plan itself, especially at our regular meetings, and to act as a liaison between the Committee Chairs and the Board/Executive Committee. Further discussions within the Executive Committee concluded in the adoption of some of the strategies that we at King were having success with in managing our Strategic Plan. The insight to many of our thoughts and practices can be found in The 4 Disciplines of Execution (4DX) by McChesney, Covey, and Huling. Their insight helps focus energy on “Wildly Important Goals” (WIGs) amid the “Whirlwind” of daily activities. Agreeing that this was speaking to our experience to date, we moved to completely change the agenda for the Denver, CO, ASA committee meetings held in October 2015. Insight from 4DX teaches us that executing a strategy like this will require lasting change in behavior. All WIGs require deadlines and committees would be best to not Shotcrete • Spring 2016 7


2016SpringShotcreteEMag
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