ASME is allocating a significant amount of time and resources to redirect itself as a knowledge-based, market-focused, learning organization.

This forward-looking process pulls together the necessary tools for an analysis that will generate recommendations to enhance ASME's operational structure.

The goal is to develop a more agile, responsive and accountable organization. ASME is striving for an open, respectful, participatory process that sustains its core values and core assets, while looking to improve its operating structure and become a more responsive engineering society.

Sincerely,

Reginald I. Vachon, President, 2003-2004	Susan H. Skemp, Past President	Virgil R. Carter, Executive Director

WHAT IS CURRENTLY BEING DONE?

More than 20 years have passed since ASME has taken such a comprehensive look at how the Society operates.

Four elements are under review:

1. Alignment of resources with strategic directions
The Balanced Scorecard is the tool being employed by the Society's leadership to tie the budget together with the strategy and the performance of the organization.

2. ASME's organizational structure
A consulting firm is helping identify and assess the Society's options for organizational structure to maximize effectiveness and efficiencies.

3. A strategic marketing plan
A Strategic Marketing Task Force is providing recommendations for ASME leadership in key markets.

4. ASME's budget model
A new budget model is being developed to implement the results of the review.

"Enduring great corporations preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world," according to Jim Collins (author of Good to Great). "This is the magical combination of 'preserve the core and stimulate progress'."