SCI Members' News

Igniting the spark: a new business concept

SCI's strategy and business plan for 2006 to 2008 creates a more dynamic organisation to meet members' and industry's needs

In 2005, SCI recognised the need to develop a new forward-looking strategy, resulting in new business and membership models, an extended customer base and a global presence. As a result, an internal review was initiated with the aim of producing a strategy and business plan for 2006 to 2008 to create a dynamic organisation equipped to respond more dynamically to the needs of the Society and its members and the environment in which it operates.

Following detailed discussions between SCI's senior officers and management, strategic objectives for the Society were created. A 'strategy planning cycle' was adopted in this process which will form the basis of SCI's current and future planning patterns. The cycle is illustrated here. The objectives were then fed into the planning process which led to the development of the detailed business plan designed to deliver the strategic objectives. The plan - 'Igniting the spark' - was endorsed by Council at its meeting in January.

In constructing the plan it was important to take account of the many external factors which affect SCI's activities and performance. These are summarised in table 1:

In October 2005, Council accepted that SCI should become a leading, worldwide, not-for-profit organisation committed to bringing science and business together, at an individual level, to transform scientific discoveries into new products and services for public benefit. SCI's purpose was defined as 'promoting the successful application of science for the benefit of society' with a vision 'to be recognised worldwide as a leader in promoting the beneficial application of science.'

To achieve these aims a number of 'drivers' - strategy statements and high level objectives - were agreed:

• develop a larger-scale and geographically diverse membership;
• develop a membership status and benefits model that are attractive;
• become a far more visible organisation;
• influence opinion formers.
• be effective, efficient and a sector leader; and
• generate a substantial funding base.

• providing a membership and affiliation structure;
• facilitating knowledge exchange through networking and learning opportunities;
• assisting the professional development of SCI members;
• stimulating and recognising innovation through the application of science;
• building a reputation for sound, impartial and practical help and advice for SCI members and stakeholders;
• influencing key opinion formers in business, government and academia;
• maximising charitable aims through campaigning and support for public benefit; and
• maintaining an operationally and financially viable organisation.

SCI's governance structure and operation is also currently under review. The process will be completed during year one of the business plan and is expected to result in:

• a smaller board of trustees;
• a clearer, more effective decision-making structure;
• efficient delegation of governance;
• clearly defined governance roles;
• greater involvement of groups and sections in the governance process;
• on-going consultation.

Strategy implementation
The overall strategy will be implemented through SCI's business functions. Member benefits and knowledge exchange will need to have a greater degree of cohesion in the future. The planning of activities, products, volunteer groups and interaction with stakeholders will need to be integrated and cohesive. This will ensure greater effectiveness and best use of SCI's resources.

Membership
Today's SCI is robust and mature and needs to become more flexible to accommodate geographic and quantum growth. It will be oriented to become more outward looking and welcoming to new members and customers, particularly those in education and/or at the start of their technical careers.

SCI's focus on 'just the chemical industry' will be reviewed seriously, with an expectation that the Society's remit should embrace all molecular science and so broaden its horizons, membership potential and alignment with the evolving nature of today's interactive sciences.

Key issues facing membership include: declining membership numbers; an older age profile of members, with 47% over the age of 45 years; and a membership that is predominantly UK based, accounting for 75% of total membership. On a positive note the membership is loyal, showing an 85% retention rate.

In terms of international development an independent affiliate, SCI America, will be developed with a full-time representation. 'Wholly owned' sections, well established in Canada and Australia, will benefit from the new models and a greater level of engagement from SCI's London headquarters. In Europe, India and China, a geographic presence will be established during the lifetime of the plan starting with the EU and India with a full roll-out of SCI infrastructure and member plans tailored to the specific geographic market places. The target international membership base in 2011 is shown in table 2, above.

The membership base will also grow through the development of strategic alliances. During 2005, the SCI developed closer working relationships and dialogue with its kindred organisations in both the UK and Europe. In these markets it identified synergies, duplication and the opportunity for some consolidation. Collaborations might include:

• joint venture activities, publications and knowledge exchange;
• SCI acting as an 'incubator' for embryonic organisations, where synergy and interests can lead to amalgamations;
• joint venture partnerships in new territories;
• parallel working ahead of merger or acquisitions.

To grow membership significantly, SCI must develop its benefits package. Career progression opportunities and support for members are seen as the priority benefits for development, and a new benefits package will be designed following a comprehensive strategic market review.

SCI groups and sections will continue to be key channels for delivery of society activities. New components will be developed as high-level projects, with HQ-wide support and sufficient investment and planning to ensure a sustainable future. Other than the launch of the energy group, operations in 2006 will focus predominantly on the consolidation of the current profile of groups and sections, with coordinated activities to support rejuvenation where appropriate. An on-going review of groups and sections will also be implemented.

A new group has already been identified, to address the needs and opportunities for new company start-ups and incubation, intellectual property (IP) development, SMEs and the interface with commercial and venture capital funding.

Conferences and awards
SCI could significantly boost its conference income by building on the successful SCIpharm model and developing similar high-profile market/member-led events. An energy conference is proposed for launch in 2006, with a roll-out of other high profile conferences expected during 2007-2008.

In the long term, the SCI needs to run a comprehensive programme of activity relevant to the breadth of its current, and potential, membership. While SCI will continue to support traditionally-run conferences, driven by groups, conference activity will need to be planned strategically alongside the overall development programmes for SCI.

Following a major review of its awards programme in 2005, starting in 2006 SCI will develop a desirable set of awards, scholarships and bursaries, culminating in an annual awards event to include recognition of both high-profile award winners and student scholars. It may be possible to develop sponsorship income through this initiative. (See separate story in this issue.)

Publications
SCI has not actively invested in its journals programme for many years. However, the Wiley partnership formed in 1993 has strongly developed the revenue from this function. The Society will now invest to develop each of its journals as the top international player in its respective niche. Under the terms of the contract with Wiley which began at the beginning of 2005, it is expected that royalty revenue will increase substantially from this year. The Insight and Foresight projects will also be developed in 2006-2008, starting with a high-profile launch of the second Insight paper on science education in the 21st century. (See separate story.)

In 2006 the position of Chemistry & Industry within its marketplace will also be developed. A partner will be identified to work on subscription fulfilment, marketing and electronic hosting of C&I. The main objective over 2006-2008 is to develop the C&I brand and grow institutional subscriptions alongside the membership base.

Marketing and business development
Year one of the three-year business plan will be regarded as the 'transition year' during which the combination of SCI supply, demand and expectation will be evaluated in detail. This strategic marketing review process will broadly cover stakeholder research; a market/macro environment review, including individual and desktop research; customer research relating to membership, conferences and new product development projects; a competitor review at corporate and individual product level; and international research by country.

Finance, investment and assets
SCI has a good foundation of financial assets and systems. Its future strategy will be to derive maximum benefit from these and provide added value services. A major review of the finance function is already under way. An essential component of new processes in year one of the plan will be to incorporate 'best practice' guidelines for the charity sector. Year two of the plan will focus on deriving enhanced value for SCI and cost savings on supplies and services. The focus will be to embrace new technology to manage the information process and handling including document processing and electronic document delivery. In year three of the plan the emphasis will be to develop an integrated SCI database platform for a single point of data entry. The multiple data entry operations will be streamlined for consistency and efficiency.

A major part of the plan is to invest in future services provided by SCI. This includes:

• training staff with new skills;
• upgrading existing computer hardware/ software systems;
• incorporating new communications technology;
• refurbishing the premises and facilities.

The investment portfolio of SCI - securities and property - will be reviewed annually by an independent professional advisor to enable the trustees to take advantage of the changing conditions in markets. Additionally, the following risk management plans will be implemented in year one:

• disaster recovery plans - workplace and IT recovery;
• forward US$ contract - protection of US$ royalty revenues;
• a clearly defined delegation of authority;
• new staff handbook;
• pension scheme shortfall;
• a business continuity plan.

Human resources
During the three-year plan period, SCI will aim to operate with an optimal staff complement including outsourced support where specialised skill sets can be more cost-effectively procured. During 2005, the re-organisation of staff into four business functions began the process of matching skills and experience with the needs of the Society. This process requires further refining and recruitment of additional human resources will also help. SCI will invest in individuals for their own personal growth and motivation and to ensure effective career and succession planning. Development is to be based on three specific drivers:

• to ensure the organisation has appropriate levels of skills, knowledge and behaviours to support current and planned business activity;
• to develop and grow individuals to maintain their personal motivation;
• to provide an effective career and succession planning structure to ensure the organisation recognises and develops appropriate individuals into future key roles.

Ed Metcalfe