The world is undergoing a great technological revolution: a burgeoning transformation that is having tremendous worldwide impact, both economically and socially. It requires considerable resources, resilience, and creativity to adjust and be a player in this new arena. It is an exciting time for the IEEE: a time that is fraught with many challenges and uncertainties, but also full of unparalleled opportunity.
For the IEEE to remain a worldwide leader in our profession and gain even more significance in this new era we must:
These are some of the key challenges facing the IEEE as we enter the new millenium. Effective handling of these issues will insure that the IEEE thrives and leads the way through this amazing technological revolution.
As a member-driven organization, our ability to identify and meet the needs of our members is vital to our continued success. The President must place a priority on encouraging member input from all of the diverse constituencies of the IEEE, and consider the needs of potential members from new communities and industries. New audiences present us with tremendous opportunities for increasing membership and enriching our organization. By listening closely and responding quickly to current and potential members, we are certain to increase membership and participation in IEEE activities, a key component of the Instituteís Strategic Plan.
State-of-the-art technologies have evolved, and will continue to enhance the way we do business and provide services. New technologies will allow members and non-members to acquire resources from other suppliers, or find ways of accessing our resources without proper compensation to the IEEE. It will be necessary to monitor member feedback and changes in the market place to take advantage of new technologies while minimizing any impact on our revenue. Since user needs will likely be more multidisciplinary, we will need closer cooperation among our entities, for example, our Societies who are the main originators of our intellectual property. We should capitalize on the IEEEís tremendous repository of intellectual property and the changes our profession is making to its production and delivery. We need to find ways to use the technology to add value to our members and to the services we provide.
It is critical for the IEEE to improve its relevance to industry and regain its support. Increased industry involvement will serve as a catalyst that will drive the success of many other IEEE initiatives. Industry support will put us in a better position to increase membership, meet member needs, and leverage technology to benefit both our members and our internal business operations. The involvement of major corporations, many of which are multinational, will certainly add to the stature of the IEEE as a global organization. Knowing that they have the support and backing of their employer should encourage employees to participate in the IEEE. Increased corporate involvementCorporate recognition and support will help finance IEEE activities, and assist us in defining educational and professional requirements for employees. We can gain industry support and cooperation by providing key benefits: networking and collaboration opportunities; guidance around continuing education for employees; and setting standards and metrics for professional development.
Strong and dynamic leadership from the IEEE President will serve as the foundation upon which our initiatives are implemented and our goals can be achieved. The President must actively engage IEEE staff, volunteer leaders, and members, and lead them in a truly dedicated and cooperative manner. It is of paramount importance that the President, working with other IEEE leaders, cultivates an environment that promotes clear communication and harmonious working relationships at all levels of the organization. The President needs to drive the planning process, assess resource requirements, and provide a judicious approach to obtaining these resources. The President should also take great care that operational efficiencies are achieved without impairing the volunteer-driven nature of the IEEE, one of our organizationís greatest strengths. Furthermore, the President needs to engage industry leaders, convincing them of the benefits of the IEEE and winning their support.
I have the combination of vision, drive, and experience to effectively lead the IEEE in the 21st century. As an engineering business owner and entrepreneur, I have a proven track record of industrial experience that makes me a credible and convincing ambassador to industry. I have always been an educator. As senior director of an advanced engineering institute, and one of its key architects, I understand and embrace rapidly changing technology. In my current position of IEEE Educational Activities Vice President, in addition to other activities, I have led the introduction of web-based educational products. As a longtime contributor to the IEEE, I have worked with IEEE groups worldwide. I have demonstrated my ability to bring new ideas to the table, help implement the results of the IEEEís Strategic Plan, and remain sensitive to the diverse cultures and needs of our global constituencies. The IEEE is a major contributor to its profession and its members. I can contribute to the IEEE at the highest level by becoming President.