From Strategic Planning to Strategic Doing
The AOM Strategic Plan describes four areas of Strategic Intent and several Strategic Objectives that the Academy aims to achieve
over a five year time frame (Year 1: August 2010 - August 2011;
Year 5: August 2014-August 2015). Throughout this time, AOM Leaders
are encouraged to participate in the process of Strategic Doing,
bringing the areas of strategic intent and strategic objectives to
life through member-initiated projects and initiatives .
Communicating the Strategic Plan
A website dedicated to communicating the Strategic Plan launched
in 2010, and the Strategic Plan was explained through the
President's message from Jim Walsh, which was sent
electronically to all members. At the 2010 Annual Meeting, AOM
Leaders were invited to discuss the plan at the Leadership Forum
and members were invited to learn about the plan at an open town
hall meeting. Since 2010, several initiatives have been
enacted and new ideas for projects have been encouraged through
open calls to the membership for strategic doing proposals.
AOM Leaders are encouraged to inform their constituencies about
the Strategic Plan and get involved in the Strategic Doing
process. Here are ways AOM Leaders can help communicate the
- Discuss the Strategic Plan at an executive committee meeting
and/or mid-year meeting.
- Establish a link from the division or interest group's website
to the Strategic Plan
- Send an e-mail announcement to the division or interest group's
members and listserv manager inviting members to visit the
strategic plan website.
- Encourage members to generate proposal ideas and get involved
as a member of a Project Team
- Establish a committee or task force to work as a Project Team
that writes and submits a proposal.
Soliciting Involvement of AOM Leaders and
Our Strategic Doing process assumes that many Strategic
Objectives will be advanced through projects initiated and carried
out by Divisions, Interest Groups, Committees, and other AOM member
We invite all AOM Leaders to study the Strategic Plan and
generate ideas for projects that address the Strategic Objectives.
The 2010 Leadership Forum was the kick-off event to solicit
Academy-wide leadership involvement. Each year since, the
Leadership Forum has continued to provide opportunities for
conversations to begin. We ask AOM Leaders to imagine how the
groups they represent can get involved, while also considering how
to collaborate with Leaders of other Divisions, Interest Groups,
Working through Project Teams and Project
At the grassroots level, Strategic Doing is accomplished through
the work of small, self-organizing Project Teams. Each Project Team
is dedicated to completing a project that addresses one of our
stated Strategic Objectives. The work of Project Teams is supported
at the Board level by four Board Liaison Committees (one for each
area of Strategic Intent). Each Project Team designates someone as
its Project Champion, and this person serves as the point of
contact for the relevant Board Liaison Committee.
Channeling Action through Formal Proposals
As the ideas of Project Teams mature, Board Liaison Committees
advise Project Teams about whether to develop a formal proposal for
review and endorsement by the appropriate Board Liaison Committee.
Projects that can be conducted within the normal activities of
Divisions, Interest Groups and Committees can proceed without
formal review and endorsement. Projects that require additional
resources or support must be reviewed and endorsed in order to
receive support. Examples of resources and support that might be
requested include: assistance from the AOM Headquarters staff, use
of the AOM logo or other forms of implied AOM endorsement to
solicit support from others, requests for conference time and/or
space beyond what is normally allocated to the participating
constituencies, and all forms of direct financial support.
Preparing and Submitting Proposals
Project Teams are asked to thoroughly review the proposal
guidelines before submitting complete, well-formulated
proposals. Each Project Team may submit one proposal only.
Proposals that are not endorsed after the first review may be
resubmitted if the Board Liaison Committee asks the Project Team to
prepare a revised proposal. A Project Team that submits a revised
proposal receives a final decision based on the revised proposal.
The Board Liaison Committees receive and review proposals
throughout the 5-year time frame of the Strategic Plan. We review
proposals in three cycles annually. A calendar of due dates for
proposal submission and feedback is provided on the Strategic Doing
Communicating Project Decisions. Board Liaison Committees
communicate decisions to Project Teams by the date posted on the
Strategic Plan website. Normally, this is no more than six to eight
weeks after the posted due date. For projects that are accepted and
endorsed, Project Teams receive details concerning how resources
will be allocated, and the associated responsibilities of the
Proposals that are accepted and endorsed include metrics and a
list of milestones to use in monitoring the project. HQ staff
assists by creating a process for flagging milestones and check-in
dates, requesting status reports from Project Teams, and forwarding
status reports to the relevant Board Liaison Committees. When
projects are underway, Board Liaison Committees continue to serve
as points of contact for Project Teams, providing continued
encouragement and advice.
As projects are completed, Board Liaison Committees ensure that
Project Champions and Project Teams are formally thanked, their
achievements recognized, and AOM members informed that a Strategic
Objective has been achieved. HQ staff assists by developing and
helping implement procedures to announce and celebrate the
successful completion of all projects.
Responsibilities of the AOM Board
This section describes a plan for managing the Board's new
Strategic Doing responsibilities. It assumes that most new Board
responsibilities are carried out by committees that have
significant decision making authority. Only rarely does the Board
as a whole discuss specific projects. The Board's work is conducted
through 4 Board Liaison Committees. In addition, Officers have
responsibility for broad oversight.
Board Liaison Committees
For each area of Strategic Intent, there is one Board Liaison
Committee. Each Board Liaison Committee is responsible for moving
AOM forward in their area of Strategic Intent. Board Liaison
Committees encourage the formation of Project Teams, provide
guidance to Project Teams as they formulate proposals, review and
decide whether to endorse proposals submitted for their area of
Strategic Intent, provide feedback to Project Teams, and ensure
continuing progress of endorsed projects.
Guidance. In the start-up phase of a Project, members of the
Board Liaison Committee are available for consultation as the
Project Team generates ideas and develops a proposal. Board Liaison
Committees assist Project Teams by providing initial reactions to
ideas, identifying potential collaborators, discussing resource
needs, helping Project Teams judge what is feasible and realistic
to accomplish, and redirecting Project Teams whose ideas do not
require or are not appropriate for Board-level involvement (e.g.,
they can be carried out by Divisions, Interest Groups, Committees
without Board resources and oversight).
Evaluation. Board Liaison Committees have authority to make
decisions about whether to endorse proposals that are designed to
achieve a specific Strategic Objective, require modest resources,
involve minimal reputational risk, and comply with existing AOM
policies and procedures.
Board Liaison Committees strive to make final decisions after no
more than two rounds of review. When a proposal is rejected, the
Project Team is disbanded.
Proposals that do not fall within the authority parameters of
Board Liaison Committees are reviewed by the Strategic Coordinating
Team. The Strategic Coordinating Team informs the Board Liaison
Committees of its decisions in writing and provides written
feedback that the Board Liaison Committees can use when
communicating these decisions to Project Teams.
Feedback. Responsibility for communicating endorsement decisions
and providing feedback rests with the Board Liaison Committee for
all proposals. Board Liaison Committees strive to provide feedback
that is timely, concise, useful, and respectful.
Follow-up. After a Board Liaison Committee endorses a proposal,
it continues to provide encouragement and advice to the Project
Team as their work unfolds. As a project is completed, the Board
Liaison Committee works with HQ staff to ensure the Project Team's
work is celebrated.
Strategic Coordinating Team
The Strategic Coordinating Team Committee evaluates project
proposals that fall outside the parameters of the Board Liaison
Committees, oversees the work of strategically focused task forces
that it appoints, and conducts annual assessments of AOM's progress
toward all Strategic Objectives.
Evaluating Proposals. The Strategic Coordinating Team focuses on
proposals that address more than one area of Strategic Intent, are
unusually complex, risky, large in scope, and/or require
significant resources. The Strategic Coordinating Team has
authority to (a) usually, make an endorsement decisions without
Board discussion, (b) if necessary, put a proposal on the Board
agenda for discussion, and then make a decision, or (c) rarely, put
a proposal on the Board agenda and request a vote on whether or not
to endorse a proposal. The Strategic Coordinating Team informs the
Board Liaison Committees of its decisions in writing and provides
written feedback that the Board Liaison Committees can use when
communicating decisions to Project Teams.
Task Forces. Occasionally, grassroots projects may not be
sufficient for achieving a Strategic Objective; instead, a Task
Force may be needed. The Board Liaison Committee may determine that
a Task Force is needed, and may establish a Task Force with the
permission of the Strategic Coordinating Team. The Strategic
Coordinating Team has authority to determine whether and when to
establish a Task Force to achieve a specific Strategic Objective.
If it determines that a Task Force is needed, the Strategic
Planning Committee may give authority for establishing and
monitoring it to the appropriate Board Coordinating Committee, or
may establish the Task Force itself. When a the Strategic
Coordinating Team determines that a Task Force is needed, it
determines who writes the charge for the Task Force, who officially
appoints members of the Task Force, and who provides oversight of
the Task Force.
Annual Assessment of Progress. Once a year, the Strategic
Coordinating Team prepares a brief report for presentation at the
August Board meeting. The report identifies areas of success and
notes areas of slow progress. Suggestions for possible adjustments
to the Strategic Doing plan may also be identified.
Officers serve as ex officio members of the four Board Liaison
Committees. The President serves as Chair of the Strategic
Coordinating Team. In these roles, Officers' Strategic Doing
- provide oversight across all approved and endorsed projects
within their assigned area of Strategic Intent
- identify areas of synergy, duplication, and conflict among
projects and alert Board members to these, as needed
- confer with Board Liaison Committees as needed to facilitate
rapid decision making and minimize the need for full board
involvement on issues related to specific projects
- serve as the contact person for HQ staff
- determine when a Task Force is needed to achieve a specific