Founded in 1880 as the American Society of Mechanical Engineers, today's ASME is a 120,000-member professional organization focused on technical, educational and research issues of the worldwide engineering and technology community.
ASME has five sectors:
Organizational Chart
The organizational chart shows the five Sectors in relation to staffed services and other units of the organization, which will work in projects to achieve across-the-matrix functionality. (Last posted: May 2006.)
Balanced Scorecard
The Balanced Scorecard allows organizations to implement strategy rapidly and effectively by integrating the measurement system with the management system, so that organizational objectives are built-in to the operations and all units work toward those objectives. ASME developed its own strategy map after study and systematic deliberation, and each unit of the society, in succession, will adopt its own mapped strategy to achieve these objectives, within the next year or so.
Balanced Scorecard Strategy Map: the clearest representation of ASME's strategy
New initiatives that reflect the momentum of ASME's new strategies and objectives are highlighted on the people and new initiatives pages of ASME Connections.
To continue the dialog:
- Join a Community of Practice (CoP):
- Visit the BOG Communication site
What has changed?
- ASME's strategic focus has five key market directions:
- industry
- government
- young engineers
- global leadership
- new revenue generators
- Forward-looking advisory capacities are now in place to drive strategies and operations, such as:
- environmental scanning
- best practices
- annual prioritization
- Balanced Scorecard-driven planning and execution
- A new organizational structure for volunteers and staff, has five Sectors:
- Knowledge and Communities (includes Sections, Technical Divisions, Districts)
- Institutes (IGTI, IPTI, Continuing Education Institute, etc.)
- Centers (Public Awareness, Education, Research, etc.)
- Codes and Standards
- Strategic Management (advisory capacity)
- Cross-functional matrix-model is in place for the responsive support of Sectors and realignment of resources
- Financial model for a sustainable organization, with resources for continual new product development, has been adopted
- Environmental scanning reports have identified six areas of opportunity that create critical organizational challenges for ASME:
- global harmonization of standards
- technology innovation networks
- systems thinking
- attracting and educating tomorrow's engineer
- collaborative learning communities
- bio-convergence: biology meets engineering
- Strategic Priorities Grant Fund has been established to support ASME's start-up projects targeted to broad-based, cross-sector proposals that further ASME strategic priorities
Considerations in planning:
- Improving growth and retention of members in key markets
- Improving viability and develop new revenue-producing sources
- Concentrating on core assets-knowledge, community and advocacy
- Responding agilely to industry needs and improve employer support
- Targeting support for engineering management
- Identifying and focusing on key strategic initiatives
- Adopting a more viable business model and processes (align strategies, operations, and resources)
See our New Initiatives for programs and activities.
Site: http://www.asme.org |
