1. “RACE TO INNOVATION: Winning in the Age of Disruption” Business Model Innovations

2. Outline Review of Past Challenges Biggest Challenges/Issues
Shaping the Future

3. 1. Review Photos Courtesy of
Segmentation
Multiple Associations vs Single Association
Focus
Focus on Present vs Future
Target Stakeholders
Benefits to Members vs Benefits to Country
Economics
Certification Programs vs Sponsored Events
Photos Courtesy of
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Clipart Panda,

4. 1. Review
Interest Groups
Multiple Associations vs Single Association

5. 1. Review
Focus
Focus on Present vs Future

6. 1. Review Benefits to Members vs Benefits to Country
Target Stakeholders
Benefits to Members vs Benefits to Country

7. 1. Review
Economics
Certification Programs vs Sponsored Events

8. 1. Review Business Models that Emerged Exclusive Focus on Present
Segmentation
Exclusive
Focus
Focus on Present
Target Stakeholders
Benefits to Members
Economics
Sponsored Events
Business Models that Emerged

9. 2. Biggest Challenges
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10. 2. Biggest Challenges Intrusion of Mobile Phones in all Facets of
Business
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11. 2. Biggest Challenges Work force that acts differently
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12. 2. Biggest Challenges Influence of social media
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13. 2. Biggest Challenges Importance of Innovation
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14. 2. Biggest Challenges Members’ Wants/ Needs
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15. 2. Biggest Challenges Expectations of Sponsors
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16. 3. Shaping the Future Good Governance & Sustainability Board
Management
Staff
Members
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17. 3. Shaping the Future

18. Institute of Corporate Directors
Good Governance is a journey towards
PERFORMANCE
TRANSFORMATION
The basic elements of a performance-oriented corporate governance system needs be put in place so that genuine transformation as well as the breakthrough results associated with such a transformation would be delivered over a specified period of time.
Thus, the central focus of the Board of Directors and the executive team is the major responsibility
for securing breakthrough results and other performance achievements,
particularly those of a
strategic,
long-term, and
transformative character.
Institute of Corporate Directors

19. 3. Shaping the Future
GOOD GOVERNANCE FRAMEWORK

20. 3. Shaping the Future Governance is a Shared Responsibility
Shared Vision
Balanced Strategy
Accountability
Discipline of Execution
Sustainability

21. The Tricker++ Model: Board Functions
Conformance Roles
Performance Roles
Outward
Looking
Accountability
Report to shareholders
Legal & Reg. Compliance
Audit reports review
Strategy
Review of Stratplan
Set company direction
Determine strategy
Inward
Monitoring and Supervision
Executive performance
Review results, budgets
Corrective action
Policy Making
Approve budgets
Exec. Compensation
Corporate Policy
Corporate culture
Past and Present
Future
CEO
Governance is a Shared Responsibility
Remember this slide? We mentioned yesterday that the Board is responsible for setting company direction and determining strategy. The CEO has a critical role to play in terms of assisting the Board and proposing a strategy but the Board is ultimately responsible.
Origin of the term “board”
Yet we at ICD believe that it isn’t enough to leave the Board to itself. It meets at most twice a month and none of them are fully-focused on the organization. The Chairman should be yet probably can’t – especially if he or she is the head of a government agency. So you have to MANAGE YOUR BOARD.
Add: (1) Ethics (2) Social Responsibility (3) Sustainability

22. 3. Shaping the Future 360-Degree Connectivity
Board
360-Degree Connectivity
Direct External
Other Stakeholders
Governance is a Shared Responsibility
Organization

23. Shared Vision Fully consistent with Core Values and Mission
The first “Indication” of a governance system that aims to deliver high-level performance is a natural offshoot of one of the key duties and responsibilities of a Board of Directors.
Such a “vision” sets a clear direction that the corporation is taking as it builds itself towards a dreamed-of future, one that realizes a few strategic, “stretch” (“bold, hairy, audacious”) goals.
Such a “vision” is fully consistent with the corporate mission and the core values the corporation has decided to adopt.
Moreover, once formally adopted, the corporate “vision” needs to be shared (and effectively sold) to everyone closely associated with the corporation.
The responsibility for sharing the enterprise “vision” ultimately rests with the Board, which delegates all the duties of execution associated with sharing the “vision” to the CEO and through the CEO to top management.
Shared Vision
Institute of Corporate Directors

24. SOCIAL IMPACT
In what way can the community benefit from our services?
FINANCE
How should we grow, manage and allocate our financial resources for maximum impact? What do we commit to our shareholders?
CUSTOMER
How do we satisfy the needs and expectations
of our customers?
INTERNAL
PROCESS
To meet the needs and expectations of our stakeholders, at which processes must we excel?
Balanced Strategy
LEARNING &
GROWTH
How do we align our intangible assets to improve critical processes?

25. Institute of Corporate Directors
BALANCED scorecard
Measures and targets
For each of the strategic priorities included in the strategy map, the following should be spelled out and clearly defined:
strategic measures, and
targets of performance
for different time periods moving forward, towards the end of the vision period.
These targets need to be quantitative and measureable.
An enterprise need to be up-front and transparent about its performance scorecards.
Accountability
Institute of Corporate Directors

26. Strategic initiatives
Discipline of Execution
For each strategic measure with clearly set stretch targets, the company must pursue and implement strategic, game-changing initiatives that will catapult the company to meeting the targets.
Strategic initiatives
Programs and projects to close the value gap
Institute of Corporate Directors

27. A Corporate Governance Improvement Pathway
The PGS is composed of 4 phases that guide the corporation through a governance pathway starting with awareness of corporate governance and ending with a sustained governance culture within the corporation. Each phase has two benchmarks which are paralleled by ICD’s services and programs.
INITIATION
COMPLIANCE
PROFICIENCY
INSTITUTIONALIZATION
Corporate Strategy Map
Orientation Seminar
Board Protocol and Board Committees
Subsidiary Road Maps
Office of Strategy Management
Internal Corporate Governance Scorecard
Center for Leadership and Governance
Performance Evaluation System .
Sustainability

28. 1. Review Business Models Segment Inclusive Focus Focus on Future
Target Stakeholder
Benefits to Country
Economics
Democratized
Business Models

29. 3. Shaping the Future The Accountancy Profession
The Nursing Profession
Government Service Insurance System