Strategic framework – a framework for change and growth

Improve Infrastructure and Organisation•Integrated systems and digital capabilities

•Aligned and simplified organisation

Clarify Purpose, Vision, Values

Protect and Grow Core Business

•Quals•Training and learning

•Membership offers

Focus and Strengthen Growth Areas•Expand B2B

•International strategy

Exploit New Areas of Opportunity

•Support to SMEs•HR Practices and

metrics

Refine and Extend Assets and Capabilities•Integrated content management

•Portfolio of products, tools, frameworks

Strengthen Market and Brand Positioning

•Research led with a clear framework•Magnified through strategic partnerships

Bu

ild

an

d S

up

po

rt

Fle

x an

d G

row

Ali

gn

Horizon 1 Horizon 3Horizon 2

Policy and public affairs

Branches and

Regions

Media outreach

Assessment and

Diagnosis

Quals and Awards

Define and Diagnose Build and Develop

Centres and

learners

Members and

affiliates

Membership services and

support

B2C

Engage and support

HR teams Corporate membershi

p

Member, market data

Our value chain – end to end

Research and Thought Leadership

Research partners

Gov and Policy Makers

PR partners

B2C

Content Mgt and Product Developmnt

Training and

learning

CPD incl Conferences and Events

Content and

Products

B2B Sales and Consulting (direct and indirect)

B2C Marketing and Sales

B2B

Enabling functions

Key strategic imperatives

• Extending impact and voice – being clear in our research and policy agendas, and open and collaborative to ensure we’re maximising our influence and impact on behalf of the profession, and making better use of the learnings and insights gained

• More flexible standards and means of recognition – including clearer direction for different specialisms, roles and career paths

• New ways of thinking about membership – segmenting our membership offer to recognise the different interests, skills and experience, seniority, and roles that current and potential members have, and better definition of the different professional levels

• Extending our reach and relevance – such as connecting to and supporting small to medium sized enterprises, building better relationships with consultants who support and influence our profession, and extending our capacity and capability to support organisations as well as individuals

• Strengthening branch networks and outreach – building a regional structure in the UK that can help share best practices, support branches, and bring together broader groups to better interact with local and regional communities and partners

• Clarifying and extending our international presence – responding with a clear strategy and framework to the increasing demand for support internationally, the growing of best practices, and HR and learning skills development and recognition.