Following are the IEEE Ad Hoc Committees reporting to the IEEE Board of Directors.
Access to more information on the committees, their scopes, memberships, and related activity is provided.
Some information is considered confidential and proprietary and is intended for internal use only. Access is granted to individuals as described below and requires an IEEE Account.
In January 2013, the Board of Directors (BoD) heard a presentation on the purpose, process, and outcomes associated with the IEEE Brand Valuation Study, including a valuation of the IEEE brand. This process was repeated in June, at which time the BoD accepted the report with appreciation, while noting that further progress would require additional BoD evaluation. The purpose of this Ad Hoc Committee is to advise the BoD on the definition and merits of a plan to increase the value of the IEEE brand.
Principles for Proceeding:
Brief the BoD at no later than June 2014 meeting on progress toward the following:
The 2014 Ad Hoc Committee on IEEE Globalization Strategy is an ad hoc committee of the IEEE Board of Directors, appointed by the IEEE 2014 President and approved by the Board of Directors, and shall be responsible to the IEEE Board of Directors for developing an Institute-wide globalization strategy for IEEE.
IEEE is a multi-faceted global organization with membership in over 160 countries. IEEE runs over 1,300 conferences, many of which are international, and maintains over 1,000 standards with international implications. IEEE has offices and employees in Belgium, China, India, Japan, Singapore, and the United States. This global growth was made without a clear Institute-wide, globalization strategy. Because there is no Institute-wide strategy, major operating units (OUs) such as Member and Geographic Activities (MGA) independently developed plans for Japan and India, Educational Activities (EA) developed plans for Singapore, and Standards Association (SA) has a worldwide plan. These OUs implemented their own strategies, sometimes successful but often without coordinating their efforts, and often without the involvement of local members and volunteers. As a result, the Board of Directors lacks visibility into these various strategies, and various efforts seem uncoordinated.
The mission of the committee is to develop an Institute-wide globalization strategy. This strategy should build on current strengths, maximize the synergies between the major OUs, and chart a course ten years into the future to grow membership and volunteer-leadership worldwide, expand IEEE's impact on public policies, engage technical experts worldwide, and reach underserved and growth markets for conferences, standards, publications, and educational products and services.
Consistent with the above, the Committee shall:
The purpose of this ad hoc committee is to provide the Board of Directors with information they can use to make informed decisions on infrastructure funding, cost, and its future evolution. The specific information to be researched and analyzed includes:
The ad hoc committee will work closely with IEEE staff members and IEEE Fincom to make certain the summaries presented to the Board are traceable to the IEEE budget and accounting systems.
IEEE members have consistently indicated that career resources is one of the important product/service areas from IEEE. Career resources are defined by several types of products sought out by engineering and technology professionals to assist in the areas of employment, development, planning, and retirement. (Note: Training products are being addressed as part of Continuing Education activities.) Historically, there have been several issues with IEEE career resources, including: (1) very few global career resources exist; the vast majority of resources have been focused on the US membership; (2) resources are offered from a number of IEEE OUs, providing any user with a fragmented means of access and user experience; and (3) the level of quality is inconsistent.
For IEEE to provide a meaningful impact in the area of career resources, for both members and non-members, there is a potential requirement for large up-front investment, prior to recouping costs through membership recruitment/retention and additional revenue. Given varying levels of IEEE presence in different regions and countries and varying needs by practitioners, this strategy will require time to become truly global as it rolls out to targeted regions/countries. This is an area of significant competition from other professional associations and for-profit entities.
The Ad Hoc Committee is intended to be a source of insights about business issues and concerns, product scope and relevance, and member service. The primary mission of the Ad Hoc Committee is to provide the IEEE BoD with insight from industry and from membership/volunteer perspectives regarding IEEE career resources, and to provide recommendations of actions, including new products and services, to support:
As with many organizations, IEEE has a challenge in striking the balance between openness and confidentiality. As a not-for-profit member organization focused on benefiting humanity, much of IEEE's information should be available to the public and nearly all of it should be available to its members. But there is clearly some information that appropriately should be less available. This situation puts conflicting demands on the organization. On one side it is critical to protect intellectual assets. On the other, it is also critical to share information, plans, and activities with relevant people to gain the benefit of their knowledge and experience and provide them with the information needed to perform their duties.
Without an effective policy, the balance is left to individual judgment, with a resulting range of potentially confusing practice. Effective policy reduces the confusion and provides the clarity needed to adjust the balance if necessary.
To develop a consistent confidentiality policy that addresses:
…while either complying with or proposing changes to relevant IEEE bylaws as appropriate. The policy will also accommodate situations, such as might be encountered by legal or human resources activities, for example, that might require specific definitions in the policy to comply with legal requirements or best practice.
The IEEE Board of Directors has established "expanding nimble, flexible, 'disbandable' IEEE communities allowing individuals from around the world to share, collaborate, network, debate, and engage with one another" as a strategic priority. An important, yet untapped, community for IEEE to engage is comprised of those working in the technology investment sector: venture capitalists, angel investors, social entrepreneurs, and those engaged in innovative start-ups. The focus of this committee is to identify the most pressing needs of this community and to develop recommendations as to how IEEE can best engage professionals in this sector with meaningful programs, products, and services. The committee should both evaluate current IEEE offerings to determine their suitability to serve the community and identify new programs that IEEE can develop.
The committee is expected to offer its recommendations to the Board of Directors no later than its August meeting (at Sections Congress).
The IEEE Board of Directors has endorsed "ensure we are in front of disruptions affecting our operations" as a strategic priority for the organization. In consideration of the role IEEE will play in the next five to ten years, it is likely that new technology applications will emerge that could enhance IEEE's ability to engage and serve its members and customers in new ways. The purpose of this ad hoc committee is to scan the technology landscape to gain insight and access to these new applications in development with an eye on evaluating and, if appropriate, trialing these to determine their fit in IEEE's future technology architecture. The goal is to assist IEEE in keeping its technology operations "state of the art" or even pioneer the use of new solutions before they hit the market. The committee will meet primarily by teleconference and WebEx. Should a need for an in-person meeting emerge, the committee's Chair will make such a request to the IEEE President. The IEEE President shall give consideration to this request and, if it is approved, will so inform the Chair along with an appropriate budget to support the meeting.
The objective of the committee is to make recommendations to the BoD, proposing mechanisms for IEEE stakeholder organizations to effectively leverage IEEE IT services, minimize redundancies in IT investment across IEEE, allow IEEE to operate efficiently, effectively, and securely, while, at the same time, preserving stakeholder’s necessary autonomy and flexibility and ensuring that the following principles are observed:
This mission is aligned and should contribute to the following objectives, as contained in the recent IEEE IT Strategy Roadmap 2013-2018 prepared by staff:
Process and Mechanisms
In order to achieve its objectives, the committee can:
The committee will provide a set of recommendations to the BoD:
The committee is comprised of volunteers from IEEE stakeholder organizational units (IEEE-SA, IEEE PSPB, IEEE Conferences, IEEE Technical Activities, IEEE MGA) that are either: subject matter experts or; serve in their units as volunteer CIO or; who are responsible for oversight of IT operation and services provided to communities and membership.
Focus on strategic issues as identified by the Board and prior strategic planning activities and ensure that they are broadly socialized and connected to implementation plans within IEEE.