from the institute
AWB Institute Approaching the Launch of Bold, New Agenda
Mike Schwenk
Over the last six months, longer truth be known, there has been an effort underway to rethink the AWB Institute. Much has been accomplished updating AWB over the last several years, proving it never hurts to ask if the time has come for a refresh. In the case of AWB, that has certainly proved to be invaluable and timely. Considering all this— AWB’ s mission, vision, strategic plan and brand update— we are convinced that now is the time the AWB Institute deserves a similar look.
The good news as we embark on AWBi’ s( as I like to refer to it) update is that we are not fixing something that is broken. The Institute enjoys a solid set of well executed programs working with the state’ s community and technical colleges on workforce issues, launching and running Leadership Washington, hosting AWB’ s annual manufacturing awards ceremony and conducting major events such as the Manufacturing Day programs. The question is much more about tomorrow. As Peter Drucker reminded us who live in the business world, it is paramount to ask not only what business we are in, but what business should we be in.
And so, we have been asking those questions about AWBi. As you might imagine, we are stepping out boldly. We intend the Institute to serve as the solutions arm of AWB— to be the place where diverse ideas from many stakeholders all over the state can be brought to bear on the major challenges facing this state.
Some of those are new. Many are old. All will take time to solve. But the Institute will not operate based on the calendar or clock of the state Legislature. It is intended to address issues that have been decades in the making and may take decades to resolve. Those solutions may not even intersect with Olympia. If they do, the AWB government affairs team will be there to pick up the cause and lead the way.
As of this writing, there is a draft strategic plan for the Institute, including proposed modifications to the mission and vision. There is a framework for creating a new board of directors, and recruitment has begun. There is an operational model for engaging at all levels across the entire state. There is a game plan for funding. And there is a plan to look nationally at the best practices in other states— which will occur by visiting those places this summer. All of this is designed to come together at a“ new” Institute kickoff event in the fall. Your executive committee and board have been briefed and have concurred with the direction we are taking.
And what of you, the AWB member? Well, we will soon start a communication outreach program to begin soliciting from you those issues that are top-of-mind as the biggest problems this state faces— and, solicit your thoughts about how they can be rectified.
What will we do with all this input? We intend to create a bold vison for this state. We intend to have it prepared before the next gubernatorial election. And we intend to lead by having AWB present this vision with the expectation that the state’ s elected leadership-to-be must respond to it. In short, we are going to be out in front, we are going to implement, we are going to hold ourselves accountable for progress, and we are going to expect elected leadership to react and respond accordingly.
So put your thinking caps on. Not so much about the problems we face— you share those collectively every year as AWB interacts with its members. Far more importantly, think about what you, us, we can and should do to solve them.
14 association of washington business