Making Go/No-Go Decisions at ASAE, for KCSAE, by Mariah Burton Nelson
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The document outlines ASAE's strategic process for making go/no-go decisions on product development and innovation, emphasizing the importance of balancing the portfolio and serving member needs. It details criteria for evaluating product viability, the composition and role of the new product development team, and steps for generating and assessing ideas. Key takeaways include fostering innovation through collaboration, structured processes, and prioritization based on member value and strategic fit.
Making Go/No-Go Decisions at ASAE, for KCSAE, by Mariah Burton Nelson
- 1. Making Go/No-Go Decisions & Generating Fresh Ideas Mariah Burton Nelson, MPH, CAE VP, Innovation & Planning, ASAE
- 4. Agenda 1) Share ASAE’s disciplined, strategic process for deciding what to create, what to discontinue, and how to balance the whole portfolio. 2) Help you create your own process.
- 6. Alignment
- 7. Embracing new ideas together
- 8. New Product Development (NPD) Product Development & Management Product Lifecycle Management Portfolio Management Product Innovation Process Stage-Gate Whatever You Want to Call It
- 9. Good Decisions about what to do – and not do
- 10. What’s the Purpose? Spark Innovation. Serve Members. Strengthen the Organization.
- 11. What Are the Benefits? • Better products • Better ROI • Happier members
- 13. Product Review • Green-light products that… – Serve members AND – make good business sense… • “Sunset” products that… – have outlived usefulness – OR generate low ROI
- 14. What Counts as a “Product”? Anything ASAE produces & distributes, for a fee or for free
- 15. What Does NOT Count as a Product? • “Support and Enablers”: Governance, Executive Management, Finance, IT, Web, Social Media, Marketing • Projects (plans, undertakings, tasks) e.g. Web updates, research, presentations, meetings.
- 16. What Criteria Does ASAE Use? Innovation (not required, but desired) Value (Strategic Fit, Member Needs, Market Viability, Feasibility) Financial Net (Projected $) Red Flags (potential problems)
- 17. Scoring 1) If Value <3.5 = RED* 2) If Value = 3.5+, review $Net a) If $Net >0 = GREEN. b) If $Net <0, discuss 3) If Red Flags >3.5, discuss. 4) *If Innovation >3.5 -> R&D
- 18. How Was Our Process Created? 1) Corporate best practices, especially Robert G. Cooper’s Stage-Gate, modified for ASAE 2) Staff input via “Listening Tour” 3) Pilot testing
- 19. Staff Requests 1) Inclusion 2) Transparency 3) In-person communication 4) Departmental trainings 5) Clear information in variety of formats 6) Systems thinking 7) Research and data-based decision-making 8) Simple software design 9) All info in one easily accessible place 10) Streamlined, fast process 11) Decouple discontinued products from staff performance. Don’t say "Product X is being discontinued because it was run poorly."
- 20. Who’s on the NPD Team? 9 Review Team staff members with expertise in business, fundraising, innovation, membership, programs, publications, & partnerships. 6 Resource (budget) Team : IT, Web, HR, Meetings, Research, Marketing, Finance
- 21. APPLICATION STEP ONE Staff/Members Develop Idea
- 22. STEP TWO Applicant Proposes Idea to NPD Team
- 23. STEP THREE NPD Team Reviews Proposal with input from CEO
- 24. Two Possible Decisions Green: Approved (with recommendations) Red: Declined (with explanation)
- 26. 1) Product Title 2) Status (proposed, new, legacy) 3) Department 4) Category (book, online course, etc) 5) Level (intro, applied, strategic) 6) Revenue (recent FYE or proposed) 7) Expenses (recent FYE or proposed) 8) Net (recent FYE or proposed) 9) GL Code 10) Lead Staff Person 11) Member need (content, community, career) 12)Target audience (senior staff, managers, etc) 13)Target staff size (small, medium, large) 14)Volunteers involved? 15)Projected reach 16)Evaluation scores from attendees 17)Evaluation scores from NPD Team SAMPLE PORTFOLIO DATA
- 27. Quiz: What Drives Innovation? A) Innovative leaders B) Innovative products C) Environments that foster innovation --Jim Collins, Leading for Innovation
- 28. Relentless Creativity How can we get better? What else might we try? What if… What did we learn from that?
- 29. Innovation Formula Study Portfolio and Market Choose Strategic Buckets Solicit LOTS of ideas Beta-Test, Revise, Launch
- 30. 1) Online consultation? 2) Webinar? 3) One-day workshop? 4) Four-day course? 5) Workbook? Beta Tests
- 31. Complaints and Challenges 1) “Who gets to be on the NPD Team?” 2) “Will decisions be fair?” 3) “We’re losing autonomy.” 4) “Hurry up – but everyone must be included & happy.” 5) “We were already successful without this.” 6) “Why focus on money? 7) “How many products DO we have?” 8) “How many products SHOULD we have?” 9) “How can we be truly innovative?”
- 32. How Can You… Spark Innovation, Serve Members, & Strengthen Your Organization?
- 34. People: Build the Team a) Who will be the decision-makers? b) What expertise should they have? c) Who will be in charge? d) How can you obtain and communicate CEO support?
- 35. Priorities: Decide What’s Important a) What review criteria will you use? b) Begin with Product Review, Portfolio Analysis, or Idea Generation? c) Review all products, or just new?
- 36. Process: Create an Efficient Method a) How often will you meet? b) What goals will you set? c) How will you involve other staff and members? d) How can you measure – and ensure – success?
- 37. Let’s stay in touch MNelson@asaecenter.org ASAE Member Collaborate Group: Ideas & Innovations Twitter: TallMariah Innovation is always unfinished: a work in progress!
Editor's Notes
- #2: Thank Cynthia, Keith Kansas City… American Academy of Family Physicians… Stacy Brungardt, ED, Society of Teachers of Family Medicine? Founding board member, American Board of Family Medicine (Practice). No one grows up wanting to become an association executive. My story: Writer, athlete, SWGet. Travel. AAHPERD. ASAE Agenda: ASAE, then Exercises – interactive. Q and A Promise- Process for making deliberate decisions about what to create, what to discontinue, how to free up time for innovation, execution, excellence.
- #3: Here’s a typical association exec. Can you relate?
- #4: When you try to be all things to all people, and try to satisfy every member or board member who wants you to create something to meet their needs, you can get buried by all your STUFF, and your members can have a hard time finding what’s important.
- #6: This is what we’re after. Order. Beauty. Space. Space to think.
- #7: This is the goal too: Alignment of all the programs, products, and services you offer.
- #8: This is what we’re after too: A celebration of new ideas.
- #27: Mary Byers