Why Organization's Fail

Rotary didn't stop developing membership because people were not interested in joining local Rotary clubs. Recent membership metrics have proven that. It stopped growing because Rotary and its member clubs became product oriented instead of member oriented. They marketed the results of the Object of Rotary instead of its value to its member clubs and Rotarians - its customers - those who fund its operations.

Red Text Note

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Tuesday, June 11, 2013

What is Rotary's Business?

What Business Is Rotary International In?  
What Business is your Rotary Club In?

       The five most important questions Rotary International and all members clubs could ask are:

1.                  What business are we in?
2.                  Who are our customers?
3.                 What do our customers value?
4.                  How do we measure results?
5.                  What is our plan?

       Successful organizations concentrate on making sure their core business satisfies their customers.  To do so, organizations must know what business they are in and what their customers value because customers, and only customers, validate the organization’s business.  All too often organizations falter because leaders failed to concentrate on their business, continually monitor customers varying values, and/or accurately measure results.
      North American membership results could very well be forecasting Rotary’s future.  To change the forecast, the entire Rotary organization must, in proper order, seriously address all five questions. Successful plans can be drafted only after the first four questions have been addressed and agreed upon by the organization’s influencers.
     If you happen to think this is an elementary level exercise, try getting agreement on the first three questions with five or more leaders in your club, district, and zone.  After doing so, discuss how you would measure results.