BYU Management Society “One Page Business Plan” Ver. 2
Posted on October 30, 2007
Filed Under Focus Efforts
Tags: "growing moral ethical leadership around the world", BYU management Society, One Page Business Plan, vision
Vision
Within the next 2 years we will grow the BYU Management Society into an international business association with over 7,000 paid, active members and 80 chapters worldwide. Our primary aim is to extend the values and influence of moral and ethical leadership, the Marriott School and BYU, for the development of management and business leaders around the world. To do so we will focus our efforts, meet purposefully, grow people, act professionally, think globally, align with BYU and the Marriott School and live the vision.
Mission
Growing moral and ethical leadership around the world.
Objectives
- 50% of all Chapters will have Stake Representatives and 100% will have a Chair-Elect by the end of 2008.
- 50% of all Chapters will have a 12 month calendar of events on the MS website by the end of 2008.
- Increase the number of active dues paying members from 3,390 to 5,000 by the end of 2008.
- Increase the number of active chapters worldwide from 55 to 60 by the end of 2008.
- 100% of chapters will be using the MS website for membership, events and calendar by the end of 2008.
- Raise and distribute $200,000 in scholarship funds in 2008 and do one service project per Chapter per year.
- Each US Chapter and non-US Region will have at least one NAC member visit during 2008.
- Publish an article per month in Meridian Magazine during 2008.
- 50% participation in monthly Steering Committee conference call and monthly regional conference call.
Strategies
- Provide valuable resources that draw people who share our values into the Society.
- Create and maintain a “Speakers’ Bureau” from which chapters can select high caliber speakers.
- Use monthly signature events, coordinated with constituent groups, and a 12 month calendar to create loyalty.
- Grow membership through existing stake and ward networks of LDS business professionals.
- Expand our local influence and brand through local levels of community service
- Use website and other technology to manage chapters, build membership & promote our brand/events.
- Leverage the BYU brand and our relationship with MS NAC to enhance professionalism-resources-network.
- Use LDS Employment, Industry Specific Councils and Job Matching Service to assist with employment needs.
- Search for and recognize businesses exhibiting “moral and ethical” leadership in each Chapter.
Action Plans
- Promote ways for US Chapters to provide support to International Chapters.
- Launch a worldwide membership drive in January 2008, including an email inviting all former members to return.
- One blog post per month per Steering Committee member.
- Create opportunities for International Chapters to participate in Steering Committee conference calls/events.
- Create/implement program for 100% of graduating MS students to join BYUMS.
- Expand online directory to include bios & photos of dues paying members.
- Hold the most successful Annual Leadership Conference ever in 2008 with 200 attendees.
- Hold an Asia Regional Conference in the Spring of 2008.
- Reinstitute the BYUMS electronic newsletter.
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8 Responses to “BYU Management Society “One Page Business Plan” Ver. 2”
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I would appreciate it if each of you could answer the following questions at your earliest convenience:
* Have you read the “One Page Business Plan” Ver. 2? (see above)
* Do you think it is too aggressive or do you believe it is doable?
* Do you recommend deleting or changing any of the goals? (Our space is maxed out, so if we add, we need to delete something)
* For which of the goals are you willing to be accountable? (27 goals, 12 Committee members, 2-3 each)
This phase is critical, because, as Joel says, if we are not realistic, we will not achieve our goals and will be very frustrated. We look forward to your feedback. Thanks.
Bill
from Troy:
1. Yes
2. Doable
3. No.
4. I will take whatever assignments you want to give me. I would likely be most energized about taking responsibility for: a) inviting the “lost sheep” back to the fold (Action Plan Item 2) and/or b) creating the speaker’s bureau.
From Helena:
I have read the the Plan, I believe that the goals are doable.
Actually, we should exceed them. Rather than delegate the goals 2-3 per
steering committee member, we should all establsh goals for each
objective and have regional and chapter goals to meet the Plan
objectives. I will have an article for Meridian by the end of
November…and can have another in January.
Bill:
I have read the plan and I believe it is doable. I agree with Helena and I would like to have us take ownership for our regions in establishing and promoting these goals within the chapters we are responsible for. I would like to have a more in depth discussion of this in our next scheduled conference call. I would also like to make sure we do not miss the forest from the trees by not having our goals be appropriate to our vision.
I have read it.
Most are doable.
Three that I have specific concerns with are:
1) # of chapters using the DB. I worry that may be difficult for international chapters who don’t get the full benefit of using the database because they can’t take money online and possible problems because the database is really only workable in English.
2) Having a NAC member to every chapter in 2008 seems like a big jump to me. I suggest we go for 50% the first year.
3) Students that graduate and move to an area without a viable chapter functioning can help establish a chapter but can’t really join the society very readily.
I’ll take accountability for the goal of graduating students to join the Society if we can adjust the goal to account for the concern mentioned above.
This is exactly what I expected to find out after reading the title Ver. 2 : BYU Management Society: Marriott School Blog. Thanks for informative article
David Guzy: Can you clarify what you meant by “I would also like to make sure we do not miss the forest from the trees by not having our goals be appropriate to our vision”? I am very interested in this comment because I think it is exactly what we need to do, keep coming back to the vision and measure all of our metrics by that vision. We need to encourage discussion and, even disagreement, to get everyone’s thoughts out.
Bill:
In my “not miss the forest from the trees” comment, I was expressing my thoughts, in agreement with you, that we only set goals that revert back to the vision and that are continually measured by that standard.