Issue link: https://industrialengineer.epubxp.com/i/920036
January 2018 | ISE Magazine 29 background but functionally not be an ISE. These people have needs and wants that vary from other midcareer ISEs. In addition, generational segments must be managed differ- ently. The process of uncovering unmet and unfulfilled needs is the heart of growing franchise value rapidly and sustainably. The old model was a shotgun approach to investing in relation- ships, creating a bunch of offerings (often in a push fashion), offering them and hoping the customer base responds. The new model is more a rifled approach that can help the new ISE restructure the organization. Looking back at Figure 1, we have three ways to grow franchise value: • Positioning: This included rethinking who we serve and envisioning the chapter as a virtual unit that doesn't serve one geographic area. So we repositioned who we were, who we serve, what we offer, how we offer things. As ISEs do everywhere to create value, the Columbus chapter got creative and innovative with positioning. • Stakeholder value exchange management: This included things like understanding that our segments are more about unfulfilled and unmet needs than generation type or age group. So Columbus launched small group member calls and did just two things. First, we shared our vision, where we were headed and received feedback. Second, we asked what we could do for members that we weren't doing. We started monthly memos, webinars and calls. But we went a layer deeper to really understand specific topics of interest. This input formed the basis for our evolving webinar port- folio. Value exchange management is all about managing the give-get process – we give you this; you get this; you give us this in return. • Organizational system performance. This has to do with, to take a page from business consultant and author Jim Col- lins, who's on the bus, where's the bus headed, how are we going to get there, what is possible, what is full potential performance and what are the requirements to achieve that. In short, we had to crack the code on how we organize ourselves to succeed with this model. We're still working on this piece. An integrated plan These three ways to create more franchise value must be de- signed and developed in an integrated, planned fashion, as no single approach will optimize franchise value. Let's examine how IISE's Columbus chapter built an integrated plan for sig- nificantly improving its franchise value from its initial current state. In late 2015 and early 2016, what can happen to many chap- ters and organizations happened to Chapter 1: Succession plan- ning failed, and save for one member, the leadership team dis- banded. Longtime IISE volunteer Dave Harry contacted me for ideas. First, we appraised the situation by interviewing past chap- ter officers, who indicated a level of exhaustion and frustration with member engagement. It appeared more of a push strategy rather than a pull strategy was in play with volunteer leaders doing what they thought made sense, not what members nec- essarily wanted or needed. While they had a well-established technology infrastruc- ture (Facebook, LinkedIn, website, e-mail), two things were missing: The definition of roles and accountabilities and, more importantly, process/workflow definition and docu- mentation. Our second step was to establish a model and strategy for success and build and execute a plan. ISEs engineer value by bringing models, principles, tools/methods/techniques to bear on complex opportunities and problems. Turning a new model onto an old problem requires reframing, rethinking and re-engineering rather than continuous improvement. The Columbus chapter needed to re-engineer or engineer its in- frastructure, its planning, its measurement system, the voice of its members, its positioning and its technology. Under infrastructure, we needed to rethink the seats on the bus. Where is the bus going? Who do we need to help us get there? What roles do we need? Who will be good in those roles? Traditional IISE chapter organization doesn't match up well with the roles in an organization that is designed to manage the exchange of value. Choosing different labels and titles reflect- ed that all transformations begin with an assault on language. The new role of segment owner is someone accountable for understanding a specific segment of members. Columbus' 196 members have been distributed into three to five segments that are getting refined all the time, and each segment has an own- er, which makes relationship management more manageable. However, getting segment owners to embrace the role and the work involved is easier said than done. The code is partially cracked So, while we have cracked the code on how to better manage the exchange of value with members, our planning stage still has not cracked the code on how to sustain a pipeline of active volunteer leaders. The initial team involved in the planning sessions discussed our vision for the chapter's membership and IISE, as well as initiatives that we needed to focus on to realize the chapter's full potential. This involved 10 critical chunks of work: 1. Develop our leadership pipeline. 2. Improve the process maturity level for the chapter from one to four. 3. Integrate with other IISE initiatives such as IAB, the Young Professionals group and the Connect Community initiative.