In This Issue 43 President Collins Appoints Council Chairs 45 Board Nominations 46 Student Board Member Applications 47 Members in the News 50 Chapter News ASMNEWS 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 | A P R I L 2 0 2 3 Submit news of ASM and its members, chapters, and affiliate societies to Joanne Miller, editor, ASM News | ASM International 9639 Kinsman Road | Materials Park, OH 44073 | P 440.338.5455 | F 440.338.4634 | E joanne.miller@asminternational.org Contact ASM International at 9639 Kinsman Road, Materials Park, OH 44073 | P 440.338.5151 or 800.336.5152 (toll free in U.S. and Canada) | F 440.338.4634 | E MemberServiceCenter@asminternational.org | W asminternational.org ASMNEWS 4 7 7 Strategic Plan Hig lights 8 JTST Ed torial Transition 51 Emerging Prof ssionals 52 in the N ws 3 In Memoriam ASMNEWS ASM STRATEGIC PLAN HIGHLIGHTS Investing in Our Four Pillars “YOUR BUDGET IS YOUR STRATEGIC PLAN.” This mantra has guided many strategic planners, because if you want to determine what is important to any organization, simply look at where the money is being made and spent. The ASM International Board of Trustees leaned on this premise during our strategic planning session last summer at the Dome, helping us to reaffirm our commitment to the original four pillars outlined in the 2020-2025 strategic plan: 1) Digital Transformation 2) Interdisciplinary Growth 3) Globalization 4) Diversity, Equity, and Inclusion Read more about the objectives we prioritized for each of these goals at www.asminternational.org/about/ strategicplan. In moving to align our budget with our strategic plan, several key issues arose. For example, our century-long commitment to the hardcover ASM Handbook series, journals, and other printed material needs to be seriously reimagined at a time when content is increasingly consumed on devices. As our revenue fromdigital subscriptions and databases continues to climb, they take on a more significant role in our strategic plan as our budget shifts from paper, printing, and mailing to the IT infrastructure and Digital Transformation that supports these new product formats. Given the move to online access, and our recent digitization of over 100 years of materials science and engineering know-how, we have invested heavily in our data ecosystem. Truly, the future success of our Society requires that our data ecosystem is easily accessible and satisfies the needs of everyone from the novice to the most advanced users, from Cleveland to Calgary, and from Tata Steel to Taiwan Semiconductor. Reliable, seasoned, and tested data will always be useful to engineering companies and in academic curricula. What is also true is that the data should be accessible anytime, from anywhere, on any mobile or other device, and only the necessary data should be supplied. If, for example, all I need are the properties of 7075-T6 aluminum alloys, then I do not need to pay for information on 2000 series alloys. As with most professional societies, our financial model is closely linked to education and events, which traditionally have been held face-to-face at the Dome and in event venues around the world. Through the pandemic, we have flexed to meet the needs of students, both in person and online, building a new competency that has been very well received by our customers. Additionally, we are building Interdisciplinary bridges, another strategic plan goal, as we co-locate events like AeroMat with SAE’s AeroTech. We continue to work to balance the concerns of those who are still wary of large gatherings with those who believe that in-person interactions are key to the success of relationship-building, education, sales, and networking. We are also building community bridges around the world with our Globalization strategy, thanks to the extensive efforts of our international chapters including seven in India, eight in Canada, and many others in countries with ASM International Chapters. We continue to seek ways to expand our impact in all countries where our Robert Williams
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