Feb/March_AMP_Digital

A D V A N C E D M A T E R I A L S & P R O C E S S E S | F E B R U A R Y / M A R C H 2 0 2 1 3 1 T raditionally, at this time of the year, a report is issued here in AM&P re- garding the results of strategic planning events and highlighting activ- ities for the coming year. This past year has been different from any other in re- cent memory. The COVID-19 pandemic has concentrated our efforts on address- ing the needs of all Society member com- munities to provide products, services, opportunities, and events in an effective and safemanner. RESPONDING TO A PANDEMIC With this serious situation at hand, ASM has acted to meet these pandemic challenges for both our staff and mem- bers head-on. We’ve developed the tools to transition our operations to op- timize the provision of virtual offerings, and with these expanded capabilities, sought out new opportunities for our Society. The speed of change has been amplified during the pandemic. Build- ing upon our prior year’s renewal and realization activities, ASM was well po- sitioned to quickly switch to virtual op- eration at both the headquarters and with membership interactions. Though ASM has been impacted particularly in areas such as education and events, our leadership and staff are energized, cre- ative, and responsive, and are prepar- ing us for the future, as shown in Fig. 1. Unlike ever before, the July 2020 strategic planning activities were to- tally virtual. They were focused on the impact of the current environment on ASM, and the implications for near- and long-term worldwide transformations. The entire ASM staff, our trustees, and senior leaders, were brought together for virtual brainstorming experiences. These sessions were held using a plat- form for video and audio communica- tions with breakout room capabilities. This all-inclusive virtual strategic plan- ning process stimulated the advance- ment of new thoughts and concepts. With the inspirations from these ses- sions and guided by our key strategic initiatives, we are positioning our Soci- ety for this unique time in history. “ALONE WE CAN DO SO LITTLE, TOGETHER WE CAN DO SO MUCH.” – HELEN KELLER STRATEGIC GOALS Our strategic goals continue to focus on: 1) membership growth and increased engagement, 2) technical ex- cellence, and 3) strategic partnerships and collaborations. We now view our goals through this new environmental- ly imposed lens, and we are positioning ASM PROGRESS REPORT: DEDICATED TO OUR MISSION AND ACCELERATING OUR TRANSFORMATIVE JOURNEY With a strong strategic plan, ASM faced the changing landscape caused by the pandemic with new task forces and acceleration toward virtual offerings. Diana Essock, FASM, ASM President Fig. 1 — Schematic depicting ASM’s 2020 priorities before and after the onset of COVID-19.