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The Equipment And Tool Institute Sets Its Eyes On The Future With A New Strategic Planning Process

The ETI board of directors and staff teamed up with the Baker Strategy Group in an intensive one-day strategic planning session to develop a roadmap for the institute.

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The Equipment and Tool Institute (ETI) has established a new strategic planning process to guide the organization in its direction, initiatives and activities.

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The ETI board of directors and staff teamed up with the Baker Strategy Group in an intensive one-day strategic planning session to develop a roadmap for the institute. ETI says the new plan is inclusive of the full spectrum of its priorities and all the association’s future undertakings will be guided from the output of this work. Efforts will focus on areas that will benefit membership, support the ETI mission, strengthen its ties with industry partners and ensure the future of ETI, the group says.

Bob Holland, ETI’s president, stated, “Having the Baker Strategy Group in during our strategic planning session in Ann Arbor was very beneficial. Like the organization itself, the ETI board is made up of people from many different segments of the automotive aftermarket and we each had specific goals and ideas we wanted to explore. The Baker team was able to help facilitate our session allowing our team to come up with several new initiatives, which should add value for all of our member companies. We had a lot of momentum already; we just needed someone to help us plot the course to get there faster.”

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“Strategy planning is a continuous process and this is just a beginning for us, but a very valuable focus for the team to follow to keep the high relevance the association has provided in the past continuing into the future. We are fortunate to be in a very solid current state and able to spend this time mapping our current and future vision,” added Greg Potter, ETI’s executive manager.

The initial output of this exercise is a strategy map, which identifies ETI’s mission, beliefs, metrics, stakeholders, products/services and generated key initiatives and tasks. This initial strategy map is intended to be a starting point with a slightly shorter vision that is intended to be evolutionary as the institutes progresses.

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ETI added that the strategy map will be reviewed and updated annually.

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