[arrl-odv:27946] HQ reorganization
Dear HQ Staff, In the three months since I was hired, I have tried to understand ARRL’s current operations and simultaneously envision what ARRL will look like in the future. And then craft a smooth transition as ARRL evolves to cope with the changing landscape of membership organizations. I see ARRL as a membership association, a business, and a 501(c)(3) public charity. As CEO, I intend to strengthen all three aspects. And all three must remain in balance for ARRL to function effectively. As a business, ARRL is not just QST, The Handbook, DXCC or the VEC program. We can’t allow ourselves to continue to think within those traditional parameters. Four years ago, when I was President of IEEE, I wrote an editorial “Towards a more secure future.” It started “History is littered with companies that did almost everything right, but nevertheless failed. Some of these organizations did not understand what their business was, or should have been.” I went on to say “Companies like Eastman Kodak and Polaroid thought they were in the film business. They were in the business of capturing and preserving images. They ignored potentially disruptive innovations that would render their traditional film businesses obsolete.” ARRL’s businesses are not membership, publishing and advertising. ARRL’s businesses are value creation, value delivery and advocacy. I plan to architect ARRL along those lines. To quote Steve Jobs, “More important than building a product, we are in the process of architecting a company that will hopefully be much more incredible, the total will be much more incredible than the sum of its parts.” I have attached a high-level organization chart to this email. The new organization will become effective on February 11th. I anticipate that there will be a few changes below the major departments as we further refine the implementation. There are three areas in the new organization that I’d like to call your attention to. First, the major key change is the creation of a management council (MC). The MC members are indicated in blue in the attached organization chart. The MC will be a deliberative and generative body to discuss ideas, operations and long-term planning for ARRL. They will foster “horizontal” lines of communications. Direct horizontal lines of communications are much more efficient than “up, over and down.” We need to be efficient. Second is the addition of a Product Development Manager. His responsibility will be to create new ideas for products and services, create pilot programs to quickly test those ideas, and then if the pilot programs are successful, transition them to operations. The motto in startups is to fail fast. Let’s innovate like a startup. Third is the creation of a MarCom (Marketing Communications) Manager. Our brand works with our traditional members. It is not working for newly licensed hams. If we are to create a demand for the value we bring to amateur radio, we need a coordinated and consistent message, across all forms of media, that resonates with current and potential members. I am pleased to report that the ARRL Board of Directors has endorsed my plans, and also approved the Mintz & Hoke project (described further below), and the purchase of a modern association management software system. These are big investments the Board is making in ARRL, and a strong positive vote of confidence that we can deliver. They are giving us the tools to be successful! As some of you are aware, a small group of staff have been working with Mintz & Hoke to analyze data and define segments, called personas, of ARRL members and non-members. We need to keep these personas in mind in everything that we do. ARRL needs to develop products and services for all these segments. To help everyone be successful, and to feel part of the team, Mintz & Hoke will be making two presentations on February 1st. You will be contacted shortly about attending one of the Mintz & Hoke sessions. I look forward to leading you into the future. 73, Howard, WB2ITX -- Howard E. Michel, WB2ITX Chief Executive Officer ARRL, The National Association for Amateur Radio® 225 Main Street, Newington, CT 06111-1494 USA Telephone: +1 860-594-0404 email: hmichel@arrl.org<mailto:hmichel@arrl.org>
Dr. Michel; Just a quick question: I may have missed something, but where does the Emergency Preparedness Manager fit on this org chart? 73; Mike W7VO
On January 25, 2019 at 9:35 AM "Michel, Howard, WB2ITX (CEO)" <wb2itx@arrl.org> wrote:
Dear HQ Staff,
In the three months since I was hired, I have tried to understand ARRL’s current operations and simultaneously envision what ARRL will look like in the future. And then craft a smooth transition as ARRL evolves to cope with the changing landscape of membership organizations.
I see ARRL as a membership association, a business, and a 501(c)(3) public charity. As CEO, I intend to strengthen all three aspects. And all three must remain in balance for ARRL to function effectively.
As a business, ARRL is not just QST, The Handbook, DXCC or the VEC program. We can’t allow ourselves to continue to think within those traditional parameters.
Four years ago, when I was President of IEEE, I wrote an editorial “Towards a more secure future.” It started “History is littered with companies that did almost everything right, but nevertheless failed. Some of these organizations did not understand what their business was, or should have been.” I went on to say “Companies like Eastman Kodak and Polaroid thought they were in the film business. They were in the business of capturing and preserving images. They ignored potentially disruptive innovations that would render their traditional film businesses obsolete.”
ARRL’s businesses are not membership, publishing and advertising. ARRL’s businesses are value creation, value delivery and advocacy. I plan to architect ARRL along those lines. To quote Steve Jobs, “More important than building a product, we are in the process of architecting a company that will hopefully be much more incredible, the total will be much more incredible than the sum of its parts.”
I have attached a high-level organization chart to this email. The new organization will become effective on February 11th. I anticipate that there will be a few changes below the major departments as we further refine the implementation.
There are three areas in the new organization that I’d like to call your attention to.
First, the major key change is the creation of a management council (MC). The MC members are indicated in blue in the attached organization chart. The MC will be a deliberative and generative body to discuss ideas, operations and long-term planning for ARRL. They will foster “horizontal” lines of communications. Direct horizontal lines of communications are much more efficient than “up, over and down.” We need to be efficient.
Second is the addition of a Product Development Manager. His responsibility will be to create new ideas for products and services, create pilot programs to quickly test those ideas, and then if the pilot programs are successful, transition them to operations. The motto in startups is to fail fast. Let’s innovate like a startup.
Third is the creation of a MarCom (Marketing Communications) Manager. Our brand works with our traditional members. It is not working for newly licensed hams. If we are to create a demand for the value we bring to amateur radio, we need a coordinated and consistent message, across all forms of media, that resonates with current and potential members.
I am pleased to report that the ARRL Board of Directors has endorsed my plans, and also approved the Mintz & Hoke project (described further below), and the purchase of a modern association management software system. These are big investments the Board is making in ARRL, and a strong positive vote of confidence that we can deliver. They are giving us the tools to be successful!
As some of you are aware, a small group of staff have been working with Mintz & Hoke to analyze data and define segments, called personas, of ARRL members and non-members. We need to keep these personas in mind in everything that we do. ARRL needs to develop products and services for all these segments. To help everyone be successful, and to feel part of the team, Mintz & Hoke will be making two presentations on February 1st. You will be contacted shortly about attending one of the Mintz & Hoke sessions.
I look forward to leading you into the future.
73, Howard, WB2ITX
-- Howard E. Michel, WB2ITX Chief Executive Officer ARRL, The National Association for Amateur Radio® 225 Main Street, Newington, CT 06111-1494 USA Telephone: +1 860-594-0404 email: hmichel@arrl.org mailto:hmichel@arrl.org
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Hi Mike, The chart I sent to ODV was only a high level chart. The Emergency Preparedness Manager currently reports to the Radio Sport and Field Services Manager. I don't anticipate changing that , but since both manager positions are open, this is a good time to look at that structure. 73, Howard, WB2ITX On 01/26/2019 3:00 PM, Ritz, Mike, W7VO, (Dir, NW) wrote: Dr. Michel; Just a quick question: I may have missed something, but where does the Emergency Preparedness Manager fit on this org chart? 73; Mike W7VO On January 25, 2019 at 9:35 AM "Michel, Howard, WB2ITX (CEO)" <wb2itx@arrl.org><mailto:wb2itx@arrl.org> wrote: Dear HQ Staff, In the three months since I was hired, I have tried to understand ARRL’s current operations and simultaneously envision what ARRL will look like in the future. And then craft a smooth transition as ARRL evolves to cope with the changing landscape of membership organizations. I see ARRL as a membership association, a business, and a 501(c)(3) public charity. As CEO, I intend to strengthen all three aspects. And all three must remain in balance for ARRL to function effectively. As a business, ARRL is not just QST, The Handbook, DXCC or the VEC program. We can’t allow ourselves to continue to think within those traditional parameters. Four years ago, when I was President of IEEE, I wrote an editorial “Towards a more secure future.” It started “History is littered with companies that did almost everything right, but nevertheless failed. Some of these organizations did not understand what their business was, or should have been.” I went on to say “Companies like Eastman Kodak and Polaroid thought they were in the film business. They were in the business of capturing and preserving images. They ignored potentially disruptive innovations that would render their traditional film businesses obsolete.” ARRL’s businesses are not membership, publishing and advertising. ARRL’s businesses are value creation, value delivery and advocacy. I plan to architect ARRL along those lines. To quote Steve Jobs, “More important than building a product, we are in the process of architecting a company that will hopefully be much more incredible, the total will be much more incredible than the sum of its parts.” I have attached a high-level organization chart to this email. The new organization will become effective on February 11th. I anticipate that there will be a few changes below the major departments as we further refine the implementation. There are three areas in the new organization that I’d like to call your attention to. First, the major key change is the creation of a management council (MC). The MC members are indicated in blue in the attached organization chart. The MC will be a deliberative and generative body to discuss ideas, operations and long-term planning for ARRL. They will foster “horizontal” lines of communications. Direct horizontal lines of communications are much more efficient than “up, over and down.” We need to be efficient. Second is the addition of a Product Development Manager. His responsibility will be to create new ideas for products and services, create pilot programs to quickly test those ideas, and then if the pilot programs are successful, transition them to operations. The motto in startups is to fail fast. Let’s innovate like a startup. Third is the creation of a MarCom (Marketing Communications) Manager. Our brand works with our traditional members. It is not working for newly licensed hams. If we are to create a demand for the value we bring to amateur radio, we need a coordinated and consistent message, across all forms of media, that resonates with current and potential members. I am pleased to report that the ARRL Board of Directors has endorsed my plans, and also approved the Mintz & Hoke project (described further below), and the purchase of a modern association management software system. These are big investments the Board is making in ARRL, and a strong positive vote of confidence that we can deliver. They are giving us the tools to be successful! As some of you are aware, a small group of staff have been working with Mintz & Hoke to analyze data and define segments, called personas, of ARRL members and non-members. We need to keep these personas in mind in everything that we do. ARRL needs to develop products and services for all these segments. To help everyone be successful, and to feel part of the team, Mintz & Hoke will be making two presentations on February 1st. You will be contacted shortly about attending one of the Mintz & Hoke sessions. I look forward to leading you into the future. 73, Howard, WB2ITX -- Howard E. Michel, WB2ITX Chief Executive Officer ARRL, The National Association for Amateur Radio® 225 Main Street, Newington, CT 06111-1494 USA Telephone: +1 860-594-0404 email: hmichel@arrl.org<mailto:hmichel@arrl.org> _______________________________________________ arrl-odv mailing list arrl-odv@reflector.arrl.org<mailto:arrl-odv@reflector.arrl.org> https://reflector.arrl.org/mailman/listinfo/arrl-odv -- Howard E. Michel, WB2ITX Chief Executive Officer ARRL, The National Association for Amateur Radio® 225 Main Street, Newington, CT 06111-1494 USA Telephone: +1 860-594-0404 email: hmichel@arrl.org<mailto:hmichel@arrl.org>
participants (2)
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Michael Ritz -
Michel, Howard, WB2ITX (CEO)