ARTICLE
The transformation of business processes, social relationships, and consumer behavior catalyzed by new technology has turned investors, managers, and entire industries upside-down. Not the least of those affected are business associations including chambers of commerce. Individually and collectively, chambers are re-evaluating their purpose and the focus of their work. The Santa Cruz Chamber’s Annual Meeting, Wednesday, January 18 will consider some of the forces at work and how the Chamber might best adapt to this changing environment. Using a national chamber association’s analysis of eight core forces as a starting point the program will consider the question, “What are the goals most appropriate to the Chamber?” The model to be discussed, The Horizon Initiative, was developed by the Association of Chamber of Commerce Executives using a panel of chamber professionals, chamber-member businesses, and strategic consultants. They selected the following eight forces as the key elements to which successful chambers must adapt. These same elements are also fundamentally changing businesses, governments and the workforce. The eight topics include: Belonging and Gathering. External forces from disruptive technologies to globalization have changed the character of business. They have transformed not only the “who” businesses must connect to and the “how” we connect, but also the “why” we spend our time and resources initiating and nurturing these connections. Chambers can no longer expect to be the predominate hub of local business relationships. But the support of local relationships is still a fundamental part of every local community that requires the effort of chambers. Communications and Technology. Communications between people, by business and government, and within chamber communities are among the most obvious changes over the past decade. “Disintermediation” was the word Bill Gates first used to describe the erosion of communications hubs. Third parties, like chambers have at best an evolving role as communications intermediary with increasing – and sometimes troublesome – reliance on uncurated, unedited, increasingly public, and, often, anonymous communications. Scarcity and Abundance. Disruptive technologies and processes can, seemingly overnight, transform communities and, even countries. Changes in the employment requirements and the demand for new skills can cause sudden jumps or dips in wages, wide-spread layoffs, and unexpected immigrations. Economic development requirements and community strategies are volatile and sometimes out-of-date before they are implemented. Global Impacts. International trade has become integral to element of economic vitality requiring new competencies to address opportunities and increased integration between local and national strategies. Local business success can be greatly enhanced by information resources and training that support these trade relationships. But globalization can also have devastating impacts on local communities with the loss of jobs and investment. Population Shift. With millennials displacing baby-boomers in workforce there is a rapid change in core values, styles, and expectations. Likewise the U.S. is evolving from a majority white, euro-centric population to a “majority-minority.” A key question is the integration of these new participants in economic structures and their preparation for roles in a rapidly evolving skill market. Political and Social Fragmentation. Understandably, people are discomforted by all of the above forces. One result is that, while the country is increasingly diverse, the places that we live are increasingly homogeneous. More and more we aggregate in “camps” of shared lifestyle and beliefs – not just blue and red states, but socially, economically, and politically homogeneous cities and neighborhoods. This is reflected in residents’ unwillingness to move for new or better employment – historically a key to national economic vitality. Resource Alignment. All of these forces have left businesses, government and other organizations with products, services, and systems that are not aligned with changing business purpose, mission, goals, operations, and investments. Many organizations – including chambers – have added products, services and systems without eliminating “legacy” elements of their business model; these stretch their resources and weaken their resolve. Catalytic Leadership. Business author Jim Collins says, “Organizations can’t predict the future… but they can create it.” Business success – and chamber success – requires smart and courageous leadership. But of all things, what is most required is the ability to be catalytic, to influence not only an organization, but also the environment in which it operates. For small businesses this means influencing suppliers, customers, and the markets in which they operate. For chambers it means influencing the economic environment in which its members operate. We hope that you will join us next Wednesday for lunch at the Cocoanut Grove as we discuss these elements in the context of Santa Cruz County and the future directions of the Chamber.
The transformation of business processes, social relationships, and consumer behavior catalyzed by new technology has turned investors, managers, and entire industries upside-down. Not the least of those affected are business associations including chambers of commerce. Individually and collectively, chambers are re-evaluating their purpose and the focus of their work.
The Santa Cruz Chamber’s Annual Meeting, Wednesday, January 18 will consider some of the forces at work and how the Chamber might best adapt to this changing environment. Using a national chamber association’s analysis of eight core forces as a starting point the program will consider the question, “What are the goals most appropriate to the Chamber?”
The model to be discussed, The Horizon Initiative, was developed by the Association of Chamber of Commerce Executives using a panel of chamber professionals, chamber-member businesses, and strategic consultants. They selected the following eight forces as the key elements to which successful chambers must adapt. These same elements are also fundamentally changing businesses, governments and the workforce. The eight topics include:
We hope that you will join us next Wednesday for lunch at the Cocoanut Grove as we discuss these elements in the context of Santa Cruz County and the future directions of the Chamber.