In an age defined by rapid change and uncertainty, organisations must evolve and adapt to sustain their impact and relevance. To chart a forward-thinking course, iNetwork recently convened a transformative Away Day at the King’s House Conference Centre in Manchester, with the primary goal of establishing strategic directions for the next three years. With a mix of staff and executive board members, alongside the expert facilitation of Alan Heckman, ICA, the day was a decisive step toward a robust future for iNetwork.
Overview and Objectives
The impetus for this Away Day arose from a collective recognition of the need for new high-level strategic directions to guide iNetwork beyond 2023. Having not revisited its strategic priorities since the last Executive Board Strategy Day in 2017, and given the profound shifts catalysed by the COVID-19 pandemic, the organisation sought to undertake a holistic review of these. The day aimed to:
– Reflect on previous strategic directions.
– Assess iNetwork’s current standing.
– Develop a shared vision for 2027.
– Identify potential challenges and barriers to realising this vision.
– Establish high-level strategic directions to inform the organisation’s planning processes for the upcoming three years.
A Collaborative Exploration
The day began on an energising note as Alan Heckman set the tone for collaboration and exploration, posing a pivotal question: “How can we steer iNetwork to be a strong and thriving member-led organisation over the next three years?” Following his introduction, Chair Alison McKenzie-Folan OBE, expressed gratitude for the attendees’ commitment, underscoring the importance of fostering local solutions amidst the evolving technological landscape.
Shelley Heckman then provided a retrospective view of iNetwork’s trajectory since its last strategic meeting in 2017. Despite the obstacles posed by the pandemic, iNetwork has seen impressive growth from 43 to 75 members and established itself as a prominent brand with important national relationships. The discussions that followed highlighted the resilience and progress of iNetwork, with participants emphasising local connections and the organisation’s response to changing dynamics.
Key Discussions and Insights
As the day progressed, participants engaged in rich discussions around potential blocks and barriers to achieving their shared vision. Notable emphasis was placed on:
– Adaptability and Collaboration: The need to remain agile in the face of shifting national government priorities was underscored, with members sharing insights on the importance of local voices in driving innovation.
– Listening and Responding to Member Needs: The group recognised the essential role of being responsive to the diverse needs of members, with a strong emphasis on effective communication and engagement strategies.
– Coordinated Innovation: Discussions also highlighted the necessity of fostering innovative projects within health and social care sectors to ensure the continued relevance and impact of iNetwork.
Looking to the Future
In the afternoon, the group worked collaboratively to draft potential strategic directions, culminating in a collective vision for 2027. Key strategic directions identified include:
1. Developing an Innovative, Bold and Responsive Membership Offer: Focusing on creating value and direct benefits for members.
2. Building Brand and Influence: Enhancing iNetwork’s visibility and supportive relationships within the public sector.
3. Growing and Sustaining Membership: Expanding the reach and diversity of membership while ensuring retention through engagement value.
4. Investing in Our People and Organisation: Prioritising the development and well-being of staff and resources to sustain growth.
Anticipated Challenges
With clear goals in mind, the group also outlined potential barriers that could hinder progress. These include:
– Insufficient awareness of member needs, leading to mismatched services.
– Communication gaps at strategic levels impacting operational understanding.
– A passive membership base that does not fully engage with iNetwork’s offerings.
– High turnover rates within government and organisations, complicating relationship maintenance.
A Path Forward
As iNetwork moves forward, the Away Day served as a vital platform for forging a shared vision anchored in collaboration, adaptability, and innovation. The strategic directions outlined during this event provide a roadmap for the organisation to navigate the complexities of today’s landscape while enhancing the value offered to its members.
By prioritising strong local connections and responsive strategies, iNetwork is poised to emerge as a beacon of progress, positioning itself for a compelling future in 2027 and beyond. The commitment demonstrated by staff and executive members at the Away Day speaks volumes of iNetwork’s dedication to not only weathering the storms of change, but thriving through them.
Stay tuned for more updates as we embark on this exciting journey together!