1. Advanced Operations: Case Study I

2. 2 Share experiences and lessons learned Strategic vs Tactical Thinking Legacy Thinking Session Objectives

3. 3 Session Outline –Discussion of Case –When Tactical Strengths Turn to Strategic Weaknesses –Leaving a Legacy

4. 4 Case Take-Aways What about this is typical of Sections? Technical Divisions? How big a deal is it to be Section Chair? …Technical Division Chair?

5. Biggest Problems What are Bob’s biggest problems? What are Rakesh’s biggest problems? 5

6. Hindsight For those of you who have held offices: What would you do differently in hindsight? What is your advice to current officers? 6

7. 7 Case Analysis Where is the faulty thinking?

8. 8 Ludeman & Erlandson, Harvard Business Review May 2004

9. 9 Planning Your Future How does a Chair leave a legacy?

10. 10 Example Events that Align with ASME Strategic Goals Professional Development Conference –Workforce Development Speaker on Renewable Energy Issues (live and/or webinar) –Energy Grand Challenge Webinar with Global Audience –Global Impact

11. 11 Breakout Instructions (please identify levers and obstacles for each step) 1. Choose an event 2. Event Committee –Who (strategic and tactical reasons) –How will you approach them? (What is the value proposition for them) 3. What is your role, your specific activities and your schedule? 4. How will you estimate cost? Who is responsible for resolving funding?

12. 12 Session Take-Away What is one thing you will do differently because of what you’ve learned it this session?

13. 13 Summary of Key Points The difference between tactical and strategic leadership The timeline for being the leader and seeing a project implemented The notion of leaving a legacy

14. 14 Advanced Operations: Case Study I For questions or comments Elaine Seat 865-277-6800 elaine.seat@circlespring.com Presentation available at events.asme.org/ltc11 /presentations.cfm