STRATEGIC PRIORITY DRAFT FOR DISCUSSION PURPOSES ONLY
LEAD ON THE FUTURE OF WORK
Based on Future of Work trends, the NAC identi ed 8 emerging trends that will impact NBMBAA® and its membership • Technology Advancement (A.I., automation, quantum computing, machine learning etc.) • International Opportunities & Global Economy • Changing Education & Labor Policy • Changing Demographics • The Gig Economy and Increased Entrepreneurial Opportunities • Space Exploration • Diminishing Value of the Traditional MBA Degree • The Acceleration of Ill-De ned “Disruption” as a Risk Factor to Business
START SMALL 2020 Breakthrough: Incremental
SCALE FAST 2022 Breakthrough: Substantial
THINK BIG 2024 Breakthrough: Transformational
• Prioritization & Re ning Nbmbaa®’s Scope Of Service • Strengthening Nbmbaa®’s Value Of Proposition
• Technology Integration • Enhanced Programming • Branding
CRITICAL INITIATIVES
2020 Prioritization & Re ning NBMBAA®’s Scope of Service • Determine 2 to 3 things the Association is best at providing . What problems is the NBNBAA uniquely positioned to solve? • Leverage third-party partners who may be better suited to provide services outside of the Association’s scope • Re ning the Association’s scope will better position the organization to compete and have the needed impact for the future Strengthening NBMBAA®’s Value Proposition • Develop an understanding of where the workforce of the future is headed • Understand clearly how to add value for Stakeholders, as a function of the newly identi ed ’re ne’ • Enhance the Association’s value propositions to meet Technology Integration • Its paramount for NBMBAA® to embrace technology as a tool for accelerating progress or else it will not be able to deliver on any required aspect of the Future of Work • Actively incorporate, integrate, and leverage technology into its strategy across all aspects of operations and programming • Increase pro ciency as a data-driven organization • Make technological pro ciency a vital provide of skills training for members both the future needs and the future state of Stakeholders over the full life cycle of their engagement with the NBMBAA
2022
2024 • Compare
Headline Indicators
Branding • Seismic changes in the marketplace and professional landscape has a ected NBMBAA®’s ability to keep
and resolve member experience variation across chapters
up with demand, negatively impacted the Association’s perception and brand u
• Consider renaming the Association to make it clear that membership is not limited to those who have an MBA • Take active measures to improve and more clearly de ne brand in all respects • This may involve rede ning the organization’s ecosystem, developing a new business model, and possible restructuring • De ne thought leadership • Improve in-house knowledge of emerging workforce trends • Increase exchange among C-Suite executives • Build meaningful relationships with government ocials • Recon gure relationships with universities (e.g. research commissions, faculty engagement, etc.) • Expand relationships with career services, technology, and agriculture education
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