|
Lloyd A. (Pete) Morley
|
I appreciate the opportunity that Ken Dawson and NPSS have given the President-Elect candidates. What IEEE should be and how to get there are related to resolving a number of issues.
Increasing the value of IEEE to our members worldwide is the most important issue facing IEEE. Many other concerns involve the components, mechanisms, and impediments to providing this "value added," and vital areas, such as competition, member retention, and globalization, depend on its achievement. It is clear that the leading ingredient for improving IEEE’s value is making our intellectual property (IP) – publications, conferences, standards, educational products – more accessible to our members and more relevant to their needs. The solutions rely on our IEEE Societies to supply the needed resources, but the impact is throughout the Institute.
Competition from other organizations is probably IEEE’s largest danger, and is coming from both for-profit companies and other not-for-profit organizations. The biggest threat concerns our intellectual property in all forms and its generation, particularly authors, editors, and our publication business. Success of the competition could significantly effect the sale of our IP – our major financial resource. In order to meet this hazard, we must:
(1) Continue to improve the timeliness, responsiveness, access, and relevance of our IP to our members and our customers, in other words, our marketplace.
(2) Invest in improving the IP we already produce and generating our new ideas.
(3) Consult with our volunteers about the serious competition from other organizations.
Behind these and other IEEE issues is providing the financial resources so we do what we want to do. This subject took the most volunteer effort during 1999. Unfortunately, the problem generally still remains – the bill for the IEEE infrastructure must be paid, because it allows IEEE to function. I believe these financial concerns can be resolved by means other than taxation of Societies. First, we all must be fiscally responsible, and we must encourage the entrepreneurial efforts of our Societies and Sections so they can continue to thrive. Second, and equally important, I believe we can achieve everything we want to without raising member dues. There are sources for significant revenue that must be explored and expanded. An example is IEEE Spectrum. By investing in our principal publication, we can enable it to compete in the marketplace and become a predominant revenue generator.
The IEEE President has the responsibility to insure that as many issues as possible are solved or the foundations for solution are provided. All organizational units of IEEE must work together to provide the needs and desires of our members. The President must be able to motivate, work with individuals of diverse cultural backgrounds, and know that our ultimate IEEE objective is serving our members.
My experience in industry, academics, management, and IEEE gives me the leadership skills to meet these challenges. My deep knowledge of IEEE publications, culminating as Vice President–Publication Activities, allows me to guide further development of our intellectual property. Included is ease of access and use of our products and services; this is mandatory for the true globalization of IEEE. My work in technical activities as a Society volunteer, Society President, Division Director, and Vice President–Technical Activities, provides me with an extensive knowledge about the technical side of IEEE. Extensive interactions with regional activities have provided me with a strong global perspective. I have the ability and background to encourage all components of IEEE to work together. I take pride in getting along with people, and I enjoy fostering, motivating, and contributing.
As President in 2002, I will concentrate on one specific area that has been my interest for many years – practicing engineers and scientists. My personal goal will be to make sure IEEE provides improved value for IEEE members in industry. Relevant and useful publications, as well as significant material for continuing professional development, are at the top of my list. The challenge here is to firmly understand what industry people need regardless of where they live in the world.
I envision IEEE as an organization that continuously improves the benefits and services for our members, which in turn benefits employers, our customers, and the public. The President has the responsibility to encourage and facilitate such visions, particularly those of members, into reality. To promote achievement, the President must be readily accessible. I will not only be available, I will be visible, I will listen, and I will take action. Achievement of our visions will ensure that your membership becomes more valuable every year to you and those people around you.
To accomplish our desires, I need your vote. As IEEE President in 2002, I will continue my long-term commitment to IEEE – making a difference, striving for excellence, and improving the value of IEEE.
Lloyd A. (Pete) Morley is Professor and Head of the Department of Electrical and Computer Engineering, The University of Alabama, 317 Houser Hall, Box 870286, Tuscaloosa, Alabama 35487-0286; Phone (205) 348 0672; Fax (205) 348 6959; E-mail: l.morley@ieee.org ; Web site: http://morley.eng.ua.edu