1. Actions of the 2005 IEEE Strategic Planning Committee Ben Johnson, 2005 SPC Chair 1 November 2005

2. 2005 IEEE SPC Roster l Ben Johnson, Chair l Mike Lightner, 2005 IEEE President-Elect l Don Heirman, IEEE Director l Roger Sullivan, IEEE Director l Lew Terman, IEEE Director l Joey Duvall, GOLD l Evelyn Hirt, RAB l Celia Desmond, TAB l Leah Jamieson, PSPB l Moshe Kam, EAB l Ralph Wyndrum, USA l Guido Guertler, SA l Matt Loeb, Staff Liaison

3. SPC Meetings l Two face-to-face meetings l April in Newark, NJ l August in Colorado Springs, CO l Two teleconferences

4. 2005 SPC Action Items þDefine how SPC operates þComplete the IEEE Environmental Scan þEvaluate and Monitor IP Protection issues* þComplete an IEEE SWOT analysis* l Begin documentation of IEEE’s strategic directions þDeveloped initial list of 9 strategic objectives þDeveloped draft of strategy document linking strategic objectives to SWOT analysis l Work will continue into and be completed in 2006 l Establish an Asian Strategy with emphasis on Mainland China* l Scheduled for completion: Feb 2006 (*) denotes action item assigned to SPC by President Anderson

5. How SPC Operates

6. Making SPC More Effective l The IEEE SPC should provide guidance to the BoD on matters of strategy l SPC develops and maintains the framework of an organizational strategy that serves as a baseline to evaluate OU strategic directions to ensure alignment/integration l OUs vet their strategies, in consert with other OU’S along with proposed strategic actions, through the SPC l Assuming OU strategies are aligned, SPC enables OUs by advocating funding (new initiatives) for strategic actions, and assisting in bringing these proposals to the BoD l SPC addresses strategic issues not handled by OUs

7. If the proposed SPC Methodology Sounds Familiar… l IEEE FinCom provides the model for SPC l The IEEE FinCom provides guidance to the BoD on financial matters l Any OU requesting financial support for activities must pass through FinCom l FinCom evaluates the proposals and determines its recommendation to the Board l Proposal then goes before the Board, at which time, the FinCom weighs into the discussion with its recommendation l FinCom monitors “execution” of the budget and IEEE financial objectives l IEEE SPC proposal is to operate in a similar fashion l Future operation of IEEE SPC is dependent on outcome of BoD discussion about whether ExCom or SPC should be responsible for assisting the Board in its development of IEEE Strategy

8. 2005 IEEE Environmental Scan

9. Environmental Scanning Brainstorming Issues Trends Important topics Literature Review Periodicals, magazines, newspapers, newsletters and the Internet Outreach to members Surveys Focus groups Discussion groups Outreach to others Staff Volunteers Special Segments Environmental Scanning Internal and External Trends in the profession Trends in associations Trends in operating environment Analyzing information Applying insights Strategy making for IEEE Identifying strategic issues for IEEE

10. Environmental Scan l Required reading for IEEE volunteers l Information should be incorporated into volunteer communications and IEEE projects as appropriate l Demonstrates that we are “in tune” with what’s going on in the world l Increases the value and credibility of volunteer/member interactions l Shows IEEE is serious about addressing issues of strategic importance l Process is in place to keep the scan current http://www.ieee.org/research http://www.ieee.org/research l Scan accessible at http://www.ieee.org/researchhttp://www.ieee.org/research l Scan is IEEE Confidential

11. IP Protection

12. l Issue l Threats of pirating IEEE IP are coming from many directions l Action l PSPB explained steps it was taking to address issues l It was agreed that PSPB would continue to champion this issue l PSPB has made recommendations to step-up efforts of IP protection in 2006 by adding additional human resources dedicated to this effort l Note: how SPC handled this issue is representative of how SPC has proposed to operate

13. IEEE SWOT Analysis

14. SWOT Analysis Complete l Analysis identifies the organizational strengths, weaknesses, opportunities, and threats based on six (6) strategic themes: l Reputation l People l Global Reach l Knowledge l Innovation l Organization Vitality and Financial Viability

15. Strengths CategoryStrength Org Vitality & Financial Viability Strong financial condition through effective budget management and adequate reserves. Global reachDiverse, worldwide membership KnowledgeDepth of IEEE technical expertise KnowledgeThe scope of IEEE is driven by the technical breadth, volume and diversity of its IP. PeopleStrong, active, experienced volunteer community and a respected, well-educated staff. ReputationIEEE brand recognition and brand value ReputationIEEE’s highly cited intellectual property (IP) is recognized for its integrity and contribution to the advancement of technology. ReputationIEEE acknowledged as a key source of perspective on technology trends.

16. Weaknesses CategoryWeakness Org Vitality & Financial Viability Internal competition for capital stifles the development of new Knowledge, retards enhancements to key Knowledge while it enables support for weaker, declining Knowledge. Global reach Perception that IEEE is US-centric. Knowledge Lack of practical content to engage practicing engineers People Perceived value of membership is declining People Rapid turnover of volunteers and limited training for new volunteers Reputation Internal fragmentation detracts from IEEE image and the organization Innovation Lack of agility in decision making, the perpetuation of inefficient processes and rigid business systems restrain innovation and over-extend scarce resources

17. Opportunities CategoryOpportunity Global reachEnhance the global network and reach of IEEE to engage technology professionals worldwide. KnowledgeEasy access to cross-discipline information KnowledgeAggressively market to professionals in current and emerging technical areas, in an effort to increase the utilization of IEEE standards, continue IEL growth and increase corporate interest in IEEE. KnowledgeIncreased opportunities in continuing education (distance learning, certification, etc.) KnowledgeIncreased opportunities in global accreditation and curriculum development. KnowledgeDevelopment of practical information (overviews, synthesized technical information from publications and conferences, etc.) KnowledgeExperiment with a society-like structure that addresses fields of interest arising from innovation that occurs at the intersection of technologies and adapts itself to changes in the technology landscape in real time. PeopleLeverage the technical expertise of IEEE members (for example, IEEE Fellows) InnovationProvide an enhanced, comprehensive and integrated set of electronic tools to support increased productivity of IEEE members, customers, volunteers, staff and other stakeholders. InnovationBetter partnering among operating units, improved internal integration of efforts, more collaborative work environment InnovationBetter partnering with non-IEEE organizations ( i.e. sister societies, other professional societies, publishers, corporations and industry, conferences and tradeshows, international standards organizations)

18. Threats CategoryThreat KnowledgeCommercial publishers aggressively pursue readers, authors and advertising and have the financial strength to launch new conferences and trade shows. KnowledgeEnhanced search engines make it easy to obtain articles for free directly from author site KnowledgeOpen Access movement KnowledgeOther professional societies (e.g., competition from IEE, ASME international) KnowledgePotential drift of IEEE into technical irrelevance - the failure to capture a major presence new technologies and engage the new technical geographies KnowledgeIncrease of copyright abuse in misuse of information PeopleDecreasing industry support impacts decline in volunteers and volunteer activities. PeopleAuthors, speakers and presenters are lured away from volunteer work by compensation from competitive publications and conferences. PeopleFewer students studying in IEEE Fields of interest. PeopleDiminished volunteer time to devote to IEEE activities

19. Documenting IEEE Strategy

20. 9 Strategic Challenges l Evaluate alternative membership models that are affordable and attractive (People) l Position IEEE as a leader in Standards in the global marketplace (Reputation) l Transform IEEE into a highly respected provider of continuing and professional education products, services and activities (Innovation) l Protect IEEE’s high value IP products from threats derived from alternative publishing business models such as open access (Org Vitality/Financial Viability) l Make IEEE a highly visible force in global accreditation, certification, and competency demonstrations (Knowledge)

21. 9 Strategic Challenges l Evolve an IEEE-wide strategy in Asia with an initial focus on Mainland China (Global Reach) l Communicate the vision and reality of the profession to both members and nonmembers using a consistent, cohesive identity that recognizes our diversity, supports our position as the preeminent global technical, educational and scientific association, and emphasizes the overall value of the IEEE (Reputation) l Leverage member expertise by utilizing IEEE Fellows as an elite group to develop engineering/scientific position papers that would be globally focused (Knowledge/People/Reputation) l Evolve IEEE’s volunteer and staff organization and its governance processes in order to effectively and efficiently achieve our strategic objectives (People, Org Vitality/Financial Viability)

22. Suggested Focus of the 9 Strategic Objectives Enabling technical professionals to distinguish themselves in a globally competitive environment Still a work in process

23. Documenting IEEE Strategy – Next Steps l Draft of document mapping OU’s SWOT to the 9 objectives is now circulating for review by SPC l Formalize the alignment of the SWOT with the 9 objectives by developing a draft IEEE Strategy document that will l Leverage Strengths l Mitigate Weaknesses l Take Advantage of Opportunities l Minimize Threats l Review and recommend an improved process to link IEEE New Initiatives and IEEE Major Actions to the IEEE Strategies to better monitor and measure the organization’s progress with its implementation of the IEEE strategic plan (December 2005) l However, the degree to which SPC moves forward on this activity between now and year-end, and into 2006, is dependent on resolution of ExCom discussions on the future role of SPC, and the recommendations to be made by the ExCom ad hoc (November 2005)

24. IEEE Asian Strategy – Really an IEEE Growth Strategy in Fast-Developing Areas

25. l Initial charge was to develop an Asian strategy, but recommendation suggested alternative l IEEE Strategy in Fast-Developing areas of the world l Initial focus on Mainland China

26. Initial Focus on Mainland China þInventory current IEEE activities and member/volunteer contacts þConduct member interviews þBenchmark activities of other associations and corporations regarding these countries þAcquire and/or conduct complementary research that provides insights and helps to evaluate opportunities þHeld a China Summit in August 2005 þDetermine funding required for 2005 efforts þIdentify necessary actions as part of proposed plan þEvaluate the Business Case – Why China? þIdentify Preliminary Business Targets/Metrics þEvaluate Near-Term Business Opportunities – CSDP Certification (IEEE-CS), SA Corporate Members, Beijing Section, Sale of IP, Membership Development þBring proposal for due diligence to the BoD: November 2005 l Conduct due diligence regarding IEEE Physical Presence l Site search l Establish cost estimates for 2006 beyond New Initiative funding l Validate business case l Bring proposal to BoD to open office: February 2006 l If approved by BoD, target date to open office: March – April 2006