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PRESIDENT'S LETTER: Thinking Strategically

JAMES R. EVANS, President, Decision Sciences Institute,
University of Cincinnati

In business, strategic planning consists of two major activities: strategy development, the process of how strategy is selected, and strategy deployment, how strategy is translated into action plans. Good strategic planning entails understanding key external and internal requirements, optimizing the use of resources, and ensuring that actions are aligned with long-term vision and goals.

Until this year, the extent to which the Decision Sciences Institute has performed strategic planning was at best informal. Recognizing the need to take a competitive view of the future, President Betty Whitten charged last year's Development Committee for Excellence in the Decision Sciences to review the Institute's mission, propose any revisions, and develop a strategic plan for the Institute. The committee was chaired by Scott Shafer of Auburn University, who will be assuming the role of member services coordinator in January 1998. The committee did an outstanding job in identifying two critical issues.

First, although the Institute had a marketing strategy, it never clearly articulated a mission statement. Even in the business world, this concept is relatively new. A significant output of the committee's efforts was a draft mission statement.

Second, the committee quickly concluded that the role of strategic planning more appropriately belongs at the Board level, and that the committee should be used in a supporting role. In discussing these issues with Scott prior to the Orlando meeting, I fully agreed with the committee's conclusions, and together, we proposed a new strategic planning process for DSI.

At the January 1997 Board meeting, the process of strategic planning was carefully debated. The Board approved some significant changes. First, the Executive Committee, which is comprised of the president, president-elect, past president, treasurer, and an elected vice-president, is charged as the Strategic Planning Committee to develop draft strategic plans for review and approval by the Board. The Development Committee would have the responsibility for developing specific plans and procedures to accomplish the strategies approved by the Board, monitoring progress in achieving the Institute's strategies, identifying opportunities that influence future strategic directions and plans of the Institute, and suggesting modifications to strategies and goals. In essence, the Executive Committee and Board of Directors will be responsible for strategy development; the Development Committee for Excellence in the Decision Sciences will be responsible for strategy deployment. A further improvement approved by the Board was increasing the committee membership to nine, each serving three-year staggered terms. As in the past, most of the members are chosen from Fellows and past presidents of the Institute.

The Executive Committee met in March 1997 for its usual budget planning meeting, and spent several additional hours revising the Development Committee's draft mission statement. In addition, the committee added a vision statement. Both of these were brought before the full Board of Directors in April, and after considerable and careful deliberations, the Board approved the following formal statements of the mission and vision for the Decision Sciences Institute.

Mission Statement

The Decision Sciences Institute is an interdisciplinary, international organization dedicated to the advancement of the science and practice of education and research about business disciplines. The Institute promotes excellence in teaching and scholarship, and seeks to serve current and future developmental needs of doctoral students, faculty, and academic administrators.

To pursue this mission, the Institute will facilitate the development and dissemination of knowledge in the diverse disciplines of the decision sciences through publication, conferences, and other services.

Vision Statement

To be the premier professional organization of choice for business scholars.

A lot of work went into every word of these statements. I sincerely congratulate the thoughtful efforts of last year's Development Committee and all the Board members, for their outstanding professional contributions in this landmark achievement for DSI.

Of what value is a mission and vision? The mission statement clearly tells what we are about, what we do, who we serve, and how we do it. It serves as a filter in defining strategies to accomplish important tasks. The vision tells us where we would like to be. It is a picture of the results of successfully meeting the mission, and very much a stretch goal. One of the charges to all committees includes efforts at updating the Institute's Policies and Procedures Manual in light of the mission and vision.

The mission and vision should naturally lead to significant goals and objectives. The Board of Directors also identified seven major goals that stem from our mission:

  1. Improve dissemination of innovation in teaching, curriculum, and scholarship.
  2. Enhance member services at the international and regional levels.
  3. Increase the number and variety of professional development activities.
  4. Increase membership and participation of all disciplines.
  5. Promote the development and dissemination of research of educational and practical importance.
  6. Increase globalization of the Institute.
  7. Expand interdisciplinary activities.

This summer, the Development Committee will be evaluating and developing specific strategies to help us achieve these goals.

We have made incredible progress in this area of strategic planning. We now have a good road map, and we have the vehicle for moving the Institute forward. Without sounding too trite, we need drivers and passengers. It will be the collective efforts of the committee chairs, committee members, and indeed, all members of DSI to make our vision a reality. I urge you to consider what role you can play, both now and in the future. In particular, if you have any suggestions on how the Institute can better achieve its mission and accomplish the goals listed above, please feel free to contact me at evansjr@email.uc.edu

And speaking of roadmaps and vehicles, have a good summer vacation, and drive safely, both on and off the golf course!