About This Blog

A QualitEvolution is intended to capture positions and experiences as a participant in the evolution of the Quality profession into the 21st century. From its origins as the brainchild of Corporate Industrial Statisticians, our profession has transformed and evolved to incorporate and adapt to the demands and expectations of our modern existence.

The scope of the subject matter within A QualitEvolution extends to the furthest ranges of quality, business transformation, management science, and quality issues especially pertinent to the members of ASQ in Canada.


Tuesday, May 23, 2017

Taxes, Gratuities, and Expensive Salad Bowls

I am writing this, partly as a personal confession, and partly as a lesson learned from the Food and Beverage industry.

At the recent ASQ World Conference, I was entrusted to select the menu for a networking event hosted by one of the Divisions.  Likely due to prior arrangements or fulfilled conditions, the costs of meeting rooms were covered so we were charged for food and beverages.  As the conference was in Charlotte, North Carolina, there was a buffet with "Low Country" cuisine.  In my wisdom, I thought that the regional delicacies would be a special treat, particularly since the dawn-to-dusk events of the conference would limit the opportunities for dining independently.  However I am also sensitive to certain dietary regimens which may limit the enjoyment of local favorites like pulled pork shoulder and grilled chicken.  To supplement the meats and potatoes, I augmented the buffet with a modest bean salad, priced at $N per portion.

To my realization, the hotel served the beans in a bowl and simply augmented the cost by the quantity of diners.  While nobody specifically demanded that a bean salad be added, I took comfort in the fact that vegetarian diners had an additional option for selection.  What seems like a modest supplement actually represented a 15% cost increase for what represented a 4-5% increase in the dining options.

But wait, there's more!  The fine print of the quotation also referenced taxes and a 24% taxable gratuity.  This meant that for every $100 spent, $124 would be eligible for the various taxes charged by the hotel.  The taxes added an additional layer of costs to the final amount.

For events and activities to be feasible, the costs have to be recovered.  I recommend transparency on any costs to enable and support informed decisions on events and programs.  My personal lesson learned is that catered events will come with a 30% premium over stated costs and this should be considered as part of any fees or sponsorship amounts.  It also helps to understand why a modest meal at a catered hotel event can be so much more expensive than when the same meal is independently prepared and brought in by the volunteers.

Fortunately my event did not include alcoholic beverages.  Judging from the cost of soda and bottled water (which was not purchased in favor of the vats of coffee, iced tea, and lemonade and complimentary pitchers of iced tap water), a single alcoholic beverage would consume a minimum of $8-15 per item, depending on the grade or vintage.  A two-drink provision for a gathering of 50 attendees would add an extra $1000 to the costs; even more when taxes and gratuities are considered.

In advocating thrift, I am promoting care and attention to detail.  Hotels and catering companies use add-ons (think of the used car salesman offering ancillary items and warranties to inflate the cost of the car from the lot).  These add-ons, along with the fine print items, can come as an unanticipated and expensive surprise unless a contingency has been built in.

If you presume 30% cost overruns and another 20-30% of no-shows, the true break-even point is almost double the expected outcome.  For an event of 100 people with expected costs of $10,000 ($100 per attendee), the cost overruns of 30% and the 30% no-shows will result in having 70 people required to fulfill $13,000 ($185 per attendee).  Knowing this in advance and making the appropriate adjustments will protect the financial viability of the ASQ member unit, and ensure sustainability in the years to come.

Wednesday, March 29, 2017

Build a Case for Conference Attendance and Sponsorship

I received an excellent article which provides guidance on how to request permission to attend and be sponsored for a professional conference.  The source was STAREAST, and I am sharing it because it is also relevant for ASQ events, including the upcoming World Conference on Quality and Improvement.




For convenience, I am providing the STAREAST content on this post, applying ASQ where appropriate.  While organizations like STAREAST and ASQ would benefit from more attendees, my motive is to support the individual participant by improving their chances to get the necessary time and financial assistance to partake in professional activities.


Get Started: Build a Case for Your Attendance
  • Get Informed: Familiarize yourself with the conference schedule and speakers before you discuss the conference with your boss. Determine which learning sessions best align or contribute to you and or your organization’s short-term and long-term goals and objectives.


  • Draft Your Request: Open and customize a justification letter based on the goals, objectives, and interests you’ve defined.  An example is pasted below:

Subject​: Great Testing Conference Opportunity

 

Hi [Insert Boss’ Name]​,


I am writing to request your approval to attend the <QUALITY> conference, taking place <DATE> in <LOCATION>. <CONFERENCE NAME> will cover both foundational knowledge and new methodologies to further develop Quality skills, enhance my knowledge, and provide new and exciting business strategies to bring back to the team. You can view the full conference details here:

 

Some of the highlighted features at the conference will include:


  • Speakers
  • Concurrent Sessions
  • Tutorials and Workshops
  • Pre-Conference Training
  • Networking Events

 

Many of the training courses, tutorials, and sessions at this conference are clearly aligned with our goals—or specifically address some of our biggest challenges. Here are a few of the sessions I would like to attend:

 

  1. [Titles of Sessions and/or Tutorials you plan to attend]
  2. [Titles of Sessions and/or Tutorials you plan to attend]
  3. [Titles of Sessions and/or Tutorials you plan to attend]
             

Attending the sessions above would especially help me on these company projects:

  1. [Add a project or initiative]
  2. [Add a project or initiative]
  3. [Add a project or initiative]

 

Here’s an approximate breakdown of the conference costs:

  • Airfare = $ XXX.XX
  • Transportation/Parking = $XXX.XX
  • Conference Hotel  = $XXX.XX plus taxes
  • Meals (breakfast and lunch already included) = $XXX.XX
  • Registration Fee: $ XXX.XX (this is waived or subsidized for speakers, moderators, volunteers, or member-leaders)
  • Total:​$ XXX.XX


I would appreciate your approval as soon as possible in order to maximize both conference and travel discounts.
Thank you for considering this request. I look forward to your reply.

 

Regards,

[Your Signature]

   

  • Start Early: Start the approval process early to take advantage of the biggest ways to save discounts. Putting your request in early will also ensure enough time for the approval process and coordinating schedules for any additional team members attending the conference or for those covering your projects in your absence. Some conferences offer incentives and registration discounts to groups of 3 or more.





During the Conference: Make the Most of Your Conference Experience



  • Take Notes: Be sure to jot down at least three key takeaways at each session and identify actionable items with an asterisk for easy reference later.
     
  • Share the Knowledge: Post insightful observations and takeaways about the sessions you attend on your favorite social media channels while you are attending the event. You'll gain new followers, grow your network, and your colleagues will see what you're learning in real-time. 
 
  • Work It: Take advantage of the conference networking and solutions opportunities to exchange thoughts with like-minded industry peers and mentors. Reach out to fellow attendees to meet at the events throughout the week and broaden potential discussions.





After the Conference: Create a Report and Share What You Learned

  • Review the Goods: Download the conference proceedings to recap the learning sessions you attended as well as any you might have missed. Most conference keynote, tutorial, and concurrent session slides will be available post-conference online which will make it easier to share information with your team when you are back at the office.
     
  • Prepare Your Report: Review your takeaways, actionable items, and social media posts with this conference summary report example below to create a report detailing what you learned.



Conference Summary Report

[Summarize the specific information and specific benefits and knowledge gained .]

 

[Connect knowledge and experience gained to any personal or company goals identified in your request to attend.]

 

Relevant, Realistic, and Refined Information to Share with the Team

 

[Refer to your session notes, social media posts, and insight gained from the knowledge shared between attendees. Attach the list of sessions you attended to this report.]

 

[List the new information you’re bringing back, such as: relevant in-depth technical know-how; realistic new development and implementation approaches; tips to streamline your work; refined case studies of success to emulate; or promising new techniques and technologies.]

 

[Include any relevant presentation PDF files from the conference proceedings.]

 

People, Companies And Projects Of Note

[List key contacts you made during the conference along with their potential value to your organization.]

 

[List vendors and products or tools that interested you or might affect your company; case studies of special interest, or projects similar to what you are working on.]

 

Action items

[List the top realistic action items to implement, such as: ideas for new approaches to problems; technologies to consider; training your employees or peers; case studies to share; or setting follow-up meetings with vendors or new business contacts.]

Wednesday, February 15, 2017

Tribute to Russ Westcott (RIP)

On Feb. 14, I was informed that Russ Westcott had passed away.  It is with sadness and respect that I take a moment to acknowledge Russ as a friend and colleague, and as a major contributor to ASQ and our Quality profession.








I knew Russ as a constant and frequent presence within the Quality Management Division, and as an educator and mentor in ASQ.  In addition to his prolific writing, Russ was an effective instructor whose influence and guidance enabled many to successfully attain their certification in ASQ's Quality Management program.


At the 2015 WCQI, I had the privilege of partnering with Russ to answer questions and receive visitors to the Quality Management Division booth.  Russ impressed me with his energy, wit, and delightful personality.  He was always very gracious to anyone who had questions for him, and his astute recollection of facts and quality principles made him very much in demand as a person to meet and engage at the conference.  He was very cordial and personable, and I enjoyed his companionship and conversation.


Russ was very much a product of a past era, when ASQC was at its peak and Quality people demonstrated their convictions by their personal examples in work and life.  I was very honored to have interacted with Russ, shoulder to shoulder, as an ASQ Fellow, Quality Press author, and QMD Member Leader. 


Russ will be in my thoughts at WCQI 2017, and anything that I may do to share or impart mentorship, instruction, influence, or guidance to future generations of Quality practitioners will be done as a tribute to the legacy and inspiration of Russ Westcott.












Monday, January 2, 2017

Humbled and Exalted

There is a phrase, expressed multiple times in scripture, which contrasts the relationship between modesty and boastful behavior.


To paraphrase, "Those who exalt themselves shall be humbled, and those who humble themselves shall be exalted".


There is another old writing from Desiderata, credited to Max Ehrmann.


If you compare yourself with others,
you may become vain and bitter;
for always there will be greater and lesser persons than yourself.
Enjoy your achievements as well as your plans.


Our present society and business culture tends to reward the boastful and the greater the claims, the more extensive is the admiration.  Such tendencies are reinforced by the immediate successes realized by bombastic individuals who make extravagant claims and assertions.


Humility is a virtue, and should not be confused with shame or weakness. The foundation of humility is the recognition of our true natures, and acceptance of such limitations.  Through authenticity and integrity, we can take realistic assessments of our respective capabilities and manage our expectations accordingly. 


Humility is essential in situations requiring teamwork and collaboration.  This is the foundation for servant leadership and enables the trust and mutual support to be formed.  When participants do not feel diminished or marginalized, their best qualities can emerge to create surprising new capabilities.


Those who exalt themselves without humility attempt to raise their stature without authenticity or integrity.  When challenged, these self-promoters, lacking a foundation of legitimacy, conduct themselves like the cornered rat and attack their critics with inflammatory and disparaging invective.  The true intent is to deflect attention from their own shortcomings to incite doubt and suspicion toward anyone who would dare to question their exalted status.  This creates a toxicity and hostility that overtakes any virtuous influence that could come from exalted stature.


The true nature of humility is revealed when accolades and rewards are shifted back to the cause.  One example is when the Nobel Peace Prize money, awarded to the recipient, is instead donated to the victims of the cause.  This humble act not only draws attention from the individual to their causes, but induces others to make similar selfless gestures to their passionate concerns.


This is not meant to diminish the accomplishments and recognitions that one may receive.  Think of it as a way to sustain the hope in your heart, for as long as you have hope in your heart, you'll never walk alone.























Friday, December 9, 2016

ASQ Transformation

This is my contribution, such as it is, to the Transformation efforts for ASQ.  I sent this to ASQ leadership and am hoping for a response.  Until then, I will socialize these perspectives to get consensus.  This is a response to the 10 micro-trends affecting Associations.  My hope is that ASQ will take this information and apply it constructively toward their activities.




Sent: Monday, November 21, 2016 2:09 PM
To:
wtroy@asq.org; spowell@asq.org; plalonde90@gmail.com; Eric.Hayler@bmwmc.com
Cc: communitydevelopment@asq.org; dblevy@optonline.net; dlbrecken@sbcglobal.net
Subject: ASQ Transformation: Proposed Responses to Association Micro-Trends


Good afternoon Mr. Troy, ASQ Leadership:


In response to the recent communication by Bill Troy of the micro-trends affecting Associations, I reviewed all of the comments carefully, assessed the impacts to ASQ operations,  and proposed constructive approaches to meet these challenges.  Please circulate or redistribute this note as you deem appropriate.


I am communicating these personal perspectives from two decades of experience with ASQ in multiple capacities:


  • ASQ member (currently a Fellow member),
  • ASQ Certificant (currently possess 7 renewable ASQ Certifications),
  • ASQ Member-Leader (currently active as a Regional Director and voting member of Section Affairs Council, along with other roles across multiple ASQ Divisions and member units),
  • ASQ Subject Matter Expert and Communicator (co-author of Quality Press bestseller, Certified Six Sigma Green Belt Handbook, WCQI presenter and reviewer).


I hope that you will take these proposals under advisement and apply them as inputs toward the current ASQ Transformation reviews and solutions.  I believe that it is necessary for ASQ to continue its 70 year legacy as a pioneer of the international Quality movement, and continue to serve as the definitive professional resource for Quality practitioners of all levels within all industries and domains.  Sustaining ASQ while meeting the dynamic professional demands and expectations of current and future ASQ members and applying technological innovations will require careful and deliberate effort and prioritization of all options and opportunities.  Within the Quality domain, ASQ should always compete as a leader from strength as no other organization in the world has our track record, capabilities, or global reach.



I welcome feedback from you or any of the ASQ Transformation participants.  By communicating this response, I also offer myself as a volunteer to participate in and support the ASQ Transformation initiatives, discussions, workshops, studies, and reports.
 


Sincerely,
 


Daniel Zrymiak


ASQ Member (Year 20), ASQ Fellow 01148728
 


Below, I share 10 micro-level trends, specific to associations, which directly impact our strategy for change and require us to explore new models.


1. Economic concerns are leading companies to re-examine every cost, cutting out memberships and travel, encouraging staff to access free resources.
 


Expected impact to ASQ operations
This will trend to a reduced percentage and overall revenue generated from corporate sponsorship of individual membership fees and expenses, shifting financial burdens directly to members.
 
Recommended ASQ response
Emphasize the financial and career advantages and returns from ASQ membership and involvement.  Career growth and opportunities to extend earnings through teaching and writing should also be emphasized to support individual commitment.
Justification/ Rationale
ASQ has been very beneficial to me personally and professionally, and I view my continued involvement as part of a virtuous cycle that aids and benefits me, my employer, my profession, and my community.
 
I have a recent example showing how participation in ASQ conferences and recertification programs offers nearly a 10:1 return on investment.  If an individual gets $10 for every $1 committed, the returns will justify the costs and support the argument for individual membership.
 
From 2014-2016:
-           Synchronized recertification with a promo code, will enable 7 ASQ recertifications for $20 USD; compared to the $763 USD ($109 X 7) for non-members which represents a 97% cost savings
-           3 year WCQI reviewer (restricted to ASQ Senior and Fellow members) with complimentary registration, saving $3785 USD in registration fees (non-member WCQI costs in 2014, 2015, and 2016).
-           The cost recovery and financial returns ($743 + $3785 =  $4528 USD) represents a 9.5:1 return on investment for the $159 annual ASQ fees
 


2. Organizations are increasingly seeking to build their own in-house training and certification processes. Train-the-Trainer offerings are commonly requested.


Expected impact to ASQ operations
This trend will reduce revenue for ASQ as a provider of corporate training directly to organizations.
 
Recommended ASQ response
ASQ can adapt and shift to emphasizing knowledge base and infrastructure for corporate resources, offering “Quality as a Service” backed by updated references.
 
ASQ can use its ITEA team competition initiative to augment training by showcasing examples of Quality methods and practices applied, resulting in savings and improved performance.  This takes training out of the classroom and into practical application.
 
Justification/ Rationale
ASQ can promote itself as a valuable partner and organizations can outsource their Quality knowledge base and curriculum development to ASQ.  This actually creates consistency of education and enables organizations to use their own talent.
 


3. Individuals are more frequently moving from job to job, industry to industry and / or organization to organization, resulting in increased career changes and less stability in organizational memberships.



Expected impact to ASQ operations
Organizational memberships will decline in response to individual attrition or relocation.
 
Recommended ASQ response
Promote the ASQ advantage of Mobility and encourage the adoption of individual ASQ memberships that travel with the individual throughout their career.
 
Justification/ Rationale
Individual memberships offer more benefits and potential for member value, and can be retained across multiple employers or career transitions.
 
Organizational memberships can be strategically positioned as a source of future individual ASQ members and leaders.
 



4. Millennials are not as motivated to join membership organizations as previous generations. As a whole, young professionals do not believe they should have to pay for networking, information, etc.


Expected impact to ASQ operations
Membership does not have the same appeal and will decline over time.
Recommended ASQ response
Emphasize the advantages of networking, particularly to cultivate new mentors and industry experts for informational interviews.  Contrast this to the expensive option of hiring executive coaches, or having the competitive disadvantage of lacking mentorship and context.
 
Justification/ Rationale
Membership supports interactions and personal connections with experienced professionals, who are more inclined to help mentor or provide informational interviews to those with whom they are already positively acquainted.  These are critical assets to a progressive career, and ASQ is an excellent resource for both capabilities.


5. Individuals are under greater time constraints –working longer hours –and are less likely to be involved in professional organizations or volunteer.


Expected impact to ASQ operations
Reduced participation in ASQ meetings and events, particularly when travel and overnight stays are considered.
 
Recommended ASQ response
Shift mentality from leadership groups or committees that meet for the sake of meeting to a hierarchy of programs and projects which are specific to a portfolio (i.e. education, certification, membership) or an event (i.e. conference).
 
Enhance recognitions for individual contributors.  I am already very impressed with the Member Leader engagement by ASQ Community Development, and would support the propagation of this model across all of ASQ.
 
Justification/ Rationale
Projects imply flexibility and finite commitments.  People are more inclined to volunteer for limited commitments with clear terminations.  Nobody wants to be stuck in a necessary but unappealing role with the inability to find a successor.
 



6. Growth in associations has been greatest in specialized organizations. For example, while the American Medical Association has drastically lost membership and market share, the number of specialty medical societies has grown.



Expected impact to ASQ operations
Increased specialization will cause membership preferences to shift from large organizations with a general orientation to small, nimble groups with a targeted focus.
 
Recommended ASQ response
Emphasize the ASQ advantages of having experienced and committed staff and management.  I would especially like to acknowledge particular individuals within ASQ Head Office with whom I have had the pleasure to collaborate for many years, and of whom I have come to regard not just as service providers but cherished acquaintances and personal friends.
 
Continue to incorporate specialized groups as ASQ Divisions and Member Units, through partnerships and Memorandum of Understanding (MOU) agreements with specialized groups for collaborations.
 
Justification/ Rationale
ASQ is really a composite aggregation of professional relationships with specific individuals.  The best ASQ advantage comes from the personal interactions with the top performing long-term ASQ resources.  ASQ has a great employee culture which promotes exceptional service and teamwork, and this should be emphasized as a competitive advantage.
 
ASQ offers the overall Quality mentality and perspective, and can benefit from industry-specific partnerships.  For example, ASQ members interested in IT Service Management can collaborate with ISACA to jointly raise awareness and compliance to Sarbanes-Oxley regulations.
 



7. The environment is changing… but the association model has generally stayed the same. This leaves many organizations expending greater resources just to maintain membership.


Many associations have been trying to address decreasing membership by increasing their services and broadening their target market –trying to be all things to all people –but inadvertently increasing their cost base.


Expected impact to ASQ operations
ASQ does not get the necessary contributions from members to sustain its overhead and capital investments.
 
Recommended ASQ response
ASQ should serve all of North America first and yield the full benefit of all Quality practitioners within the proximity of Canada and USA. 
-          Translation of Products and Services into French to get access to a 10 million Francophone community within proximity of ASQ head office.
-          Expansion of Customer Care live agent availability to 5PM Pacific to more effectively serve 40 million residents in Pacific time zone (currently underserved with mid-afternoon ASQ closure)  
 
Management of expectations to members.  Reinforce that ASQ is an association which must manage costs and commitments and that work is done by real people with full day-jobs and heavy workloads. 
 
Justification/ Rationale
Overhead is reduced when more local opportunities are captured and yielded, spreading the costs more equitably across individual and organizational members to grow resources locally for future expansion  (The author, Og Mandino, referenced this is his Acres of Diamonds book.).
 
Trying to be all things to all people is a response to appeasing the well-intentioned but impractical expectations of members who seek to stretch ASQ capabilities.  Evaluate the impact of extended services by people affected and potential for future sustainability.
 


8. New competitors are responding to the environment…Delivering on the core value propositions of traditional membership associations.


Expected impact to ASQ operations
ASQ will lose members and revenue to competitors
Recommended ASQ response
Compete as a leader from strength by emphasizing the advantages or “Powers” of ASQ:
-          Availability: ASQ is offered to all levels, backgrounds, ages, cultures
-          Prestige: ASQ originated from Pioneers of Quality with 70 year legacy
-          Precision: ASQ experience adapts and customizes to fit members
-          Mobility: ASQ offers comity and acceptance across many locations
-          Rewards: ASQ provides discounts, savings, honoraria, and benefits
 
Have long-term members provide positive testimonials for publication and review.
 
Showcase the international organizations and initiatives (i.e. ISO, Baldrige) in which ASQ is a participant and contributor.
 
Justification/ Rationale
New organizations do not have the ASQ track record or influence.  In comparison they are social clubs that do not have the extensive knowledge base, international acceptance, or networking connections offered by ASQ.
 



9. Associations are spending extensive resources to be at parity with more modern, tech savvy competition. New platforms are needed to enable traditional value propositions in a digital future -24/7 access to assistance, digital resources with great search functionality, remote networking, etc. just to name a few.



Expected impact to ASQ operations
This will require capital investment to remain relevant and operational, potentially increasing annual membership dues and expenses.
 
Recommended ASQ response
As a cost of doing business, make the necessary commitments to procure and deploy the technical applications and infrastructure.
 
Promote this as Innovation, and build support within ASQ for best practices and innovation emotionally by wanting
 
Justification/ Rationale
Manage expectations by being transparent about how much of the membership revenue is being directed to technology advancement.  ASQ members could be encouraged to have additional sponsorships in a manner similar to the campaign to raise money for ASQ HQ relocation to its current building.
 


10. Associations are struggling to explore cutting edge topics with the traditional volunteer labor base. Membership lacks the time to attend meetings regularly, much less the extensive time required to create new topics, generate insight and develop content. This means that relevant subject matter, such as Big Data or the Internet of Things, goes unexplored.


Expected impact to ASQ operations
ASQ is missing opportunities to adopt and gain expertise on new topics, perpetuating its eventual obsolescence.
 
Recommended ASQ response
ASQ should incentivize its thought-leaders to pursue these topics. 
(Disclosure: ASQ has started on this path with excellent work published and presented by “ASQ Fresh Faces”, Dr. Nicole Radziwill and Austin Lin, in these innovative topic areas)
 
Articles related to these topics should be assigned to the participants of the ASQ Emerging Leaders program as part of their course work, to expand the ASQ Quality Body of Knowledge.
 
ASQ Scholarships and Publications should be created and targeted to innovative topic areas.  This could be done in collaboration with International Academy for Quality.
 
Justification/ Rationale
By explicitly recognizing current thought-leaders and promoting this to the new generation of ASQ Leadership, ASQ will have tangible outcomes within 3-5 years.  This should be connected to ASQ’s recognition and education programs (i.e. Fresh Faces, Emerging Leaders, Scholarships) so that membership and the Quality Body of Knowledge advance concurrently.
 



These trends provide insight into what we are faced with. Understanding them is important, but we can’t stop there. We must develop creative ways to adapt our current business model to address them. Some questions we will have to answer:



1) Do millennials value in-person networking and interactions or are they content with virtual meetings?



Expected impact to ASQ operations
Meetings do not appeal to Millennials, who can get the details virtually.
Recommended ASQ response
Emphasize the social and networking aspects of meetings for Millennials and ASQ members of all ages, and redirect intensive quality presentations and lectures to online podcasts.
 
Justification/ Rationale
Maximize “face-time” as a way to build relationships and become better acquainted with interactive “ice-breakers” and group brainstorming activities, not sitting quietly in an uncomfortable chair listening to a lecture and watching powerpoint presentations in a windowless room.
 


 


2) If professional advancement is the primary concern of younger members, how will we have to adjust our offerings to respond to that need?


Expected impact to ASQ operations
If ASQ is not seen as a necessary component of professional advancement, it will simply be a social club and lose the sense its urgency and necessity to Millennials.
 
Recommended ASQ response
Emphasize the versatility, resiliency, and holistic preparation offered by ASQ as a way to move from the ranks of the replaceable or outsourceable practitioner to the indispensable quality leader or subject matter expert.
 
Emphasize the value of ASQ for people who are thrust into a quality role later in their career (i.e. Registered Nurse promoted to be Continual Improvement Manager for the hospital).  ASQ augments the clinical knowledge with specific methods and techniques.
 
Justification/ Rationale
Career advancement is not necessarily linear, and is often more about responding to changes in work and organizational situations to preserve employment and grow influence during difficult times.
 



3) How valid is our argument that we have specialized, accessible knowledge now available from competitors on the internet?


Expected impact to ASQ operations
ASQ will no longer be perceived as the definitive source of Quality knowledge, and will have to compete with internet providers offering similar value with lower cost and overhead.
 
Recommended ASQ response
ASQ should compete as a leader from strength.
 
ASQ should acknowledge and integrate internet resources, and position itself as a moderator and aggregator of such knowledge. 
 
Justification/ Rationale
ASQ cannot compete with infinite internet sources, nor should it.  As long as ASQ is the definitive first point of contact, people will default to ASQ as the first option.
 
ASQ should also emphasize that material on the internet may be suspect or obsolete, and not definitive.  For example, while the ISO standards from 2000 are now freely available online, organizations are better served by purchasing the current 2015 versions from ASQ.