HIGHLIGHTS ADVANCED MATERIALS & PROCESSES | NOVEMBER/DECEMBER 2024 38 who will carry forward ASM’s legacy. I believe that empowering young professionals and ensuring their voices are heard within the society is critical to our success. Engaging them through mentorship, leadership opportunities, and innovation-focused initiatives will be central to our approach. 3. Strengthening Core Foundations: As we look toward the future, it is essential that we fortify the operational and financial structure of ASM. Our conferences, such as IMAT and AeroMat, have experienced growth in attendance, and we plan to expand online educational offerings. Addressing financial challenges will be a priority, with cost-saving measures and revenue growth strategies developed in collaboration with the Board and Executive Director Veronica Becker. Furthermore, enhancing our digital platforms will be critical to ensuring ASM remains a leader in providing accessible, cutting-edge educational content for the materials community. By investing in robust technology and expanding our digital outreach, we can ensure that ASM’s resources are available to a global audience, enhancing both our visibility and impact. Alignment with ASM Strategic Plan These priorities are closely aligned with key elements of the ASM International 2020-2025 Strategic Plan, which is built around the following goals and strategic initiatives. The Goals/Critical Outcomes include increased membership, technical excellence, and strong strategic partnerships. The Key Strategic Initiatives include digital transformation, interdisciplinary growth, globalization, and diversity, equity, and inclusion. The full ASM Strategic Plan can be found online at www.asminternational.org/about/ strategicplan. In the spring of next year, I will provide a Strategic Plan Update to the membership in this magazine. President’s Task Forces To drive progress in these areas, I have established 12 President’s Task Forces (PTFs) with each ASM Board of Trustee member taking the lead on one with the support of an additional five ASM members. These task forces focus on specific strategic areas and are expected to provide recommendations to the ASM Board of Trustees within 90 days, in the January 2025 Board meeting. This approach ensures that our leadership remains actively engaged in guiding ASM toward its goals. Each PTF will focus on crucial areas such as increasing industry engagement, enhancing university collaborations, and exploring new global expansion strategies for ASM. This will ensure that every facet of ASM’s operations aligns with our long-term goals for growth and impact. These President’s Task Forces are not only a way to solve current challenges but also a way to build longterm resilience into our structure. By empowering Board members to take leadership roles in these critical areas, we ensure that ASM’s strategic direction is guided by the collective wisdom of those at the helm. Each PTF will engage with relevant stakeholders, ensuring that all voices are heard and that recommendations reflect a comprehensive view of ASM’s needs and opportunities. Leadership and Inclusivity A recurring theme in my speeches was the importance of inclusive leadership. Having lived in both the United States and India, and having traveled to over 70 countries, I have seen firsthand how diversity enriches decision- making and innovation. Inclusive excellence is not just a value but a necessity for ASM. I am committed to fostering an environment where every member feels empowered to contribute and lead. By embracing diverse perspectives, ASM will continue to evolve as a truly global and inclusive community that encourages innovation and progress in materials science. Key strategic initiatives and critical outcomes of ASM’s 2020-2025 Strategic Plan. 2024-2025 President’s Task Forces. FROM THE PRESIDENT’S DESK
RkJQdWJsaXNoZXIy MTYyMzk3NQ==