State of Delusion, State of Confusion…

ISA Challenges

• Structure• Stakeholders• Resulting environment

– Advocacy, Membership, Governance, Culture

Conditions

• History• Regional Plan• Culture• Board Size• Allegiances

Commitment

• ISA Exec Committee

• ISA Board• Regional Boards• Regional Staff• ISA Staff

Plan

• Research• Design• Development• Communication• Implementation

Conditions

• History• Regional Plan• Culture• Board Size• Allegiances

Commitment

• ISA Exec Committee

• ISA Board• Regional Boards• Regional Staff• ISA Staff

Plan

• Research• Design• Development• Communication• Implementation

Conditions

• History• Regional Plan• Culture• Board Size• Allegiances

Commitment

• ISA Exec Committee

• ISA Board• Regional Boards• Regional Staff• ISA Staff

Plan

• Research• Design• Development• Communication• Implementation

Engagement Steps (2009-2012)

• Executive Committee forms task force• Develops/conducts research• ISA Board forms “Study Group”• 2 “Summits” and Town Hall meeting• Executive Directors meetings • Reorganization Implementation Committee

formed, Bylaws Committee tasked

The Sign Industry Trade Show Market: A Review of ISA’s Competition and Market PositionVersion 1.0 Prepared By:

Robin WedewerSenior Associate, Tecker

Consultants(410) 414-5718

rwedewer@tecker.com

Confidential, September 2010

CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENTThis report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons.

RESEARCHMemberMarket

Confidential, October 2010

CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENTThis report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons.

“Every organization is perfectly designed to do exactly what it does.”-Peter Drucker

Report on the Alignment of ISA’s Decision Structure and Current & Emerging Industry Realities

RESEARCHDecision

making Industry

Realities

The Process of Informed

TransformationReformTransitionImprovement

Levels

of

Ch

an

ge CHOICES

AT EVERY STEP

“Organizational Summit”

March 24 & 25, 2011 ISA Headquarters, Alexandria, Virginia

Research Strategy Learning

Designed & facilitated by:

ISA “Organizational Summit” Agenda

Thursday, March 24: 12:00 Noon—5:00 p.m. (ISA offices; lunch will be provided)• Lunch, welcome and self-introductions – Lori Anderson • Introduction: conversations leading up to summit – John Allen, ISA Chairman of the Board • Overview: – Glenn Tecker • Brainstorming: Specifications and modeling – Glenn Tecker

6:30 p.m. – group dinner in Old Town Alexandria

Friday, March 25: 8:00 a.m. – 12:00 Noon (breakfast and lunch at ISA offices) • Brainstorming: Specification and modeling – Glenn Tecker • Assessing advantages and disadvantages to various potential models – Glenn Tecker • Wrap-up – Lori Anderson

CHOICES AT EVERY

STEP Involvement Understanding Ownership Support

Page 12

Using a flip chart, draw a picture of ISA today if it were depicted as a form of transportation.

Be prepared to explain what organizational attributes are represented by certain details of the picture.

What must any organizational model for the “XYZ” organization “be”, “be like” or “do”? What must any model of organization for the “XYZ”

organization not “be”, “be like” or “do”?

Design Specifications

Must be / be like / do: Must not be / be like / do:

TransparentAccountable Etc.

UnifiedRepresentativeDiverseEtc.

AdvocacyStrategicNimbleEtc.

ISA

Possible Organizational Structure

What should the ISA of the future (whatever it ends up calling itself) look like?

a. What should membership structure look like?

b. What should governance structure look like?

c. What should the program structure look like?

d. What should financial structure look like?

CHOICES AT EVERY

STEP Involvement Understanding Ownership Support

Membership

Board of Directors

Executive Committee

Regions

Committees

CSO

Example Structure Portrait

State Associations

Industry Sectors

Staff

Staff

Staff

ExampleOnly

Special Topics Groups

LocalChapters

ISA RemodelingConsidering Choices

Model # ____

Advantages Disadvantages

Group recorder:______________

1. Really like it !2. Like it , but it needs some tweaking.3. Can live with it, but significant

modification will be required.4. Really do not like it.5. No way; not ever!

X = its our group’s model

ppplace rating here

CHOICES AT EVERY

STEP

Engagement Steps (2009-2012)

• Shared vision created• Face-to-face meetings with regional groups• Video, written communications to members• ISA Board vote• Membership vote (10-1 margin)• Regional boards vote to become affiliates

Membership StructureISA

18

Associate Members

Direct Sign Company Members

Suppliers/Distributors Direct Members

AffiliatedAssociations

AffiliatedAssociations

AffiliatedAssociations

Affiliated Associations Sign

Company Members

Direct Sign Company Member

Council

ISA Board

Executive Committee

Leadership Development

Committee

Steering committee

Steering committee

Steering committee

15 members (11 plus EC) •Min of 6 from Sign Companies•Min of 3 from Supplier/Dist.• 2 Unrestricted

Governance Model

Affiliated Associations Sign

Company Member Council

Supplier/Distributor Council

19

Implementation to Date

• 16 Affiliates• “Leadership Congress”• Steering Committee Engagement• Executive Director Engagement• Leadership Development Committee• Board Strategy

Lessons Learned

• Go slow to go fast• Need 100% process buy-in from the top (solid core

of well-respected champions)• No preconceived notion of result• Expand circle of stakeholders• Trust building conversations• Open to changing along the way• Create enjoyable, hard working, environment• Create a clear envisioned future