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

==============Red text has a link to a previous Rotatorial or referenced document.==============

Monday, August 26, 2013

Rotary International's Web Site - Product of Open Innovation?

     Peter Markos and his team no doubt used Open Innovation techniques to develop and implement Rotary International's (R.I.) new web site.  The new site evolved over several years through incremental innovative steps involving many people.  Managing Open Innovation, as Peter did, takes special skills because innovation encourages creativity and involves human ideas; the gathering and filtering of applicable information; and leaders with the skills to weave everything together and implement changes that benefit the organization and its customers.  Open Innovation is a continuing process involving many talented people.  It requires leadership and management expertise usually foreign to those accustomed to top-down management.  Way to go, Peter, and your entire team.

R.I. and its member clubs are member-centric.  R.I., to grow membership, must continue Open Innovation in all departments, centering on innovations that inspire and encourage clubs to grow membership and donors.  Rotarians, because of  Why Rotarians Are Rotarians, will take care of impacting their communities and the world as they advance the Object of Rotary.