show us where Sassda is most useful, where the gaps are, and what a practical strategy for the next phase should look like.” The questions reach beyond which services Sassda should provide. Researchers will examine which parts of the value chain and which end markets the association should prioritise; what it should lead, coordinate, support or leave to other institutions; and what members would be willing to support financially. Governance, staffing, systems, partnerships and data capabilities will also be considered. Setting a course for success The outcome is expected to be an implementable institutional strategy, setting out a clear purpose, mandate, vision and strategic position. It will define what Sassda will and will not do, develop member propositions for different segments, and test those propositions against members’ willingness to participate and pay. Three- to five-year financial scenarios will inform a more balanced funding model. An operating model and costed implementation roadmap will translate those choices into action, with milestones, responsibilities, risks and performance measures. Some suitable initiatives may begin before the full strategy is complete, provided there is sufficient evidence, resourcing and accountability. Sassda will also receive tools to monitor progress and refresh the strategy as conditions change. The review is a significant undertaking, but its purpose is practical: to turn a broad set of expectations into choices the association can act on. For Sassda, the test will be whether a clearer mandate can strengthen member confidence, reduce funding concentration and support the stainless steel industry in ways that are relevant, credible and sustainable.
Made with FlippingBook - professional solution for displaying marketing and sales documents online