STRATEGIC PLAN ASM INTERNATIONAL ADVANCED MATERIALS & PROCESSES | APRIL 2025 62 PRESIDENT’S TASK FORCES To drive progress in these strategic areas, I have established 12 President’s Task Forces, each led by an ASM Board member, with the support of an additional two to four members (Fig. 2). These task forces will focus on specific strategic areas and are expected to present their recommendations to the Board for review. The President’s Task Forces focus on critical areas such as increasing industry engagement, enhancing university collaborations, and exploring new global expansion strategies for ASM. These task forces ensure that each aspect of ASM’s operations aligns with our long-term goals for growth and impact. Engaging with relevant stakeholders, these task forces aim to integrate diverse perspectives and provide a comprehensive view of ASM’s needs and opportunities. SWOT ANALYSIS A comprehensive examination was conducted to assess ASM’s organizational strengths, weaknesses, opportunities, and threats (SWOT). This analysis includes a thorough evaluation of ASM’s product portfolio to understand its strengths and areas needing improvement. The outcome of this assessment will guide ASM’s strategic actions, enabling the organization to leverage its strengths and address any weaknesses or potential threats in the marketplace. The results of this SWOT analysis will be leveraged in developing the ASM 2026-2030 Strategic Plan. Building on the SWOT analysis, ASM will develop strategic actions to maximize its organizational strengths and mitigate threats. These actions will include identifying productivity levers for each product line and functional area to drive operational improvements. Additionally, success criteria for functional areas and product lines will be established, with a focus on measurable outcomes. This will be followed by the development of a broader strategy leading up to 2030. VISION FOR ASM IN 2030 Looking ahead to 2030, ASM will define its value proposition and the key attributes that should characterize its brand and operations. This includes determining which external opportunities and threats will impact ASM’s product portfolio, and how the organization can adapt to these changes. By aligning its resources and efforts with evolving market conditions, ASM will ensure that it remains a leading global resource for materials science. 2026-2030 STRATEGIC FOCUS The long-term strategic focus includes development of a pipeline of actions that can be executed between 2024 and 2025, followed by a comprehensive strategy for the 2026-2030 horizon. This will involve identifying five to seven markets with growth potential and designing a product portfolio that aligns with these markets. Pricing recommendations and channel entry strategies will also be developed to ensure ASM’s continued growth and global impact. SUMMARY ASM has a longstanding and strong history of serving the materials community for over 100 years. As the materials landscape continues to evolve, ASM is well positioned to address key market drivers such as the circular economy, electric vehicles, and metals-based additive manufacturing. With a commitment to digital-first products, growing interdisciplinary collaborations, ex- panding its global network, and enhancing diversity, equity, and inclusion, ASM is preparing for a future where it will continue to be a global leader in materials science. ASM’s financial responsibility remains a priority to ensure the organization’s long-term sustainability and ability to meet its strategic goals. We invite our members to actively participate, whether by recommending courses, attending events, or engaging in collaborative opportunities. Together, ASM will continue to strengthen its impact on the materials science community for the future. These strategic initiatives will position ASM at the forefront of the materials science community, ready to meet the evolving demands of the industry and maintain its leadership role into the next decade. ~AM&P Fig. 2 — President’s Task Forces drive ASM’s focus areas.
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