- Registration For December Diet Starts 2012-10-02
- Mandatory Continuous Professional Development (MCPD) Workshop 2012-11-15
- Strategists’ Dinner 2012-11-23
- Accelerated Membership Seminar 2012-10-20
UPCOMING EVENTS
Strategic Direction/Agenda For ISMN (2012-2014)2012-07-16 16:27:52
PREAMBLE
The Institute of Strategic Management, Nigeria (ISMN) was founded in 2003. A solid foundation was laid by the founding President, Dr. Austin Uwandulu, FSM. The immediate past President, Maj. Gen. L. S. Ajiborisha (Rtd), FSM and his team built on the foundation and expanded the membership base of the institute.
In the next two years (2012-2014), the present leadership will return to the fundamentals on why the institute was set up and reposition the institute. This will be done through the following strategic moves:
- Formulation of a strategic plan: There is no doubt that strategic plan is very crucial to the development and performance of any organization. Strategic plan occupies a central position in the focus and proper functioning of any organization. This is because it is a plan that integrates the organisation's major goals, policies and action into a cohesive whole. A well formulated strategic plan should therefore help to marshal and allocate an organisation's resources into a unique and viable posture based on its relative internal competencies and shortcomings and anticipated changes in the environment. Strategic plan helps to create a sense of politics, purpose and priorities.[i] The process of preparation of strategic plan for the institute will be used to train members on the way to prepare strategic plans. This is very important as the overarching strategy of the country (Vision 20:2020) requires every state government, local government, ministry, department and agency to prepare strategic plan. Members of the institute will be better positioned to serve as consultants to do this nationwide. This will be achieved through the following actions:
- Formation of a Strategic Plan Committee
- Operationalisation of the Strategic plan (Implantation, Implementation and Evaluation)
- Reinvigoration of the Secretariat for performance: The mission of the institute is already cut out for it-to produce skilled strategists for Nigeria's advancement and provide a forum for recruitment, development and practice of Strategic Management. As Ralph Stayer clearly stated, leaders can design wonderful strategies but the success of the organization resides in the execution of those strategies. The execution capacity of the institute will be enhanced through proper focus on appropriate strategy, operations and people. This will be done through the following action:
- Clinical implementation of the strategic plan
- Approval of an organogram
- Clear job description and performance objectives for all staff (with performance management)
- Proper functioning of relevant standing and adhoc committees
- Staff development
- Clear policies and guidelines (Human Resource and Organisational Effectiveness Policy, Financial Guidelines, Code of Ethics, Guideline for the appointment of consultants, Electoral Guideline)
- Annual workplan (Calender for the year)
- Establishment of regional liaison offices in Abuja and Port Harcourt
- Promotion of Professionalism: There are defining characteristics of a profession including among other things a professional association, cognitive base, institutionalized training, licensing, work autonomy and code of ethics.[ii] A professional must therefore have some specialized knowledge, intellectual excellence, skill, power and prestige as a member of that special elite group. [iii] Professionals must have a high degree of systematic knowledge and regulation of practice. Above all, professionals must have service orientation. The practice of a professional is not just about money but service.[iv] If the above conditions are met, then professionals enjoy a high status, regard and esteem conferred on them by society.[v] In the next two years, the institute will promote professionalism through the following actions:
- Systematized knowledge development and training for all categories of members
- Pursuit of charter status (establishment of a task force on charter)
- Upgrade of our journal (Establishment of Editorial Board)
- Expansion, Networking and Impact: The institute was set up to impact on members and the development trajectory of Nigeria and Africa. In the next two years, we will expand our area of influence, network with other stakeholders and increase our impact. We will achieve this through the following actions:
- Reconstitution of the Synergy group and other committees
- Membership expansion
- Reinvigoration of chapters and districts (innovative and relevant activities, training and opportunities.)
- Strategic partnership with institutions
- Pursue corporate membership
- Engagement with government (Presidency, National Assembly and Forum of Governors at national level and engagement with state Governors and State Houses of Assembly at State level)
- Institute high impact projects on Holistic Anti-Corruption Strategy (partner with anti-corruption agencies); national value re-orientation (partner with National Orientation Agency) and political strategy (partner with major political parties)
- Communication Strategy and Media engagement to popularize strategic management and programmes of the institute.
Corporate Philosophy of the new leadership
The new leadership is conscious of the challenges and the enormous amount of work and sacrifice that is required to pursue the strategic directions above. However, we have committed to devote our intellect, energy and resources to work for the institute. In doing this we will always pursue excellence. We will refuse to settle for average and mediocrity. We will pursue high quality and high standards. Our standard shall be international standard. We will value excellence; pay attention to details; pursue what matters; display integrity and sound ethics; show respect to others; demonstrate consistency; and make excellence a lifestyle.
We appeal to all strategists in Nigeria for co-operation and support. We will collectively raise the bar for professionalism and excellence.
Dr. Otive Igbuzor, FSM
President, ISMN
Adopted in Lagos at the Executive Committee meeting on 12th July, 2012
ENDNOTES
[i] Patel, K. J. (2005), The Master Strategist: Power, Purpose and Principle. London, Hutchinson.
[ii] Larson, M. S. (1976), The Rise of Professionalism: A Sociological Analysis. Berkeley, California: University of California Press. P. 208.
[iii] Ibid
[iv] Brown, J (1992), The definition of a Profession: The Authority of Metaphor in the History of Intelligence Testing. Princeton, NJ, Princeton University Press. P.19
[v] Tinsley, R. amd Hardy, J. C. (2009), Faculty Pressures and Professional Self Esteem: Life in Texas Teacher Education.
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