Ian MacEachernHaving joined the Board of Trustees immediately following the 2008 Annual General Meeting, in line with good governance, I shall step down at the AGM on 9 October 2014.  During my six-year tenure CMI has undergone considerable transformation.  This is hardly surprising.  Firstly, CMI has had to contend with the tough economic conditions that have challenged all organisations since the 2008 financial crisis.  Secondly, substantial changes and shifts in demographics, employment, technology and economies mean the world of work is changing, society is changing, people are changing, and the way we do business is changing.  Thus, management and leadership – CMI’s raison d’être - in the UK have had to evolve, and continue to evolve, to deliver sustainable economic growth.

So how has CMI changed?  To begin with CMI needed to change the way it defined itself.  Too many organisations and individuals did not have a clear view of what CMI did.  Thus, it changed its vision from ” First-class management and leadership driving up personal and corporate performance, national productivity and social well being” to a crisp and pithy elevator pitch statement “Creating better led and managed organisations”, with a corresponding simplified mission to “Increase the number and standard of professionally qualified managers”.  Then, some twelve months ago, CMI outlined a new strategy, the result of careful consideration and brave thinking about the organisation’s future. A strategy that, in particular, recognises the importance of working in partnership with other bodies, has realigned its relationships with employers and education providers, and recharged its membership offer to strengthen relationships with its members.

Have the changes proved beneficial?  The answer is a resounding yes.  The member community has grown by nearly 25% from some 86,000 in 2008 to 106,443 as at April 2014, and financially CMI is enjoying the best results it has had in many years.  Its partnership strategy with Higher Education Institutes and other professional bodies is seeing major successes; and it has delivered major thought research pieces, not least of which has been the recent report Management 2020: Leadership to unlock long-term growth, which have considerably enhanced CMI’s influence and profile.

In sum, CMI has changed substantially in my time as a Board Member and Trustee, and inevitably it will continue to evolve in the years ahead as it continues its journey to promote the highest standards in management and leadership excellence.