Driving Strategic Change at The Junior League (A)

Abstract

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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Resources

Exhibit 1: Qualifications for AJLI League Membership

In order to qualify for and maintain membership as a Junior League, the mission of an organization shall be the same as that stated in Article I of these bylaws. If located outside of the United States, an organization shall have a mission that is compatible with that stated in Article I of these bylaws. A Junior League shall be administratively independent of any other organization and it shall not discriminate on the basis of race, creed, religion, or national origin. A Junior League shall demonstrate to the board of directors of the association the commitment to:

  • Serve as a catalyst and/or leader in effecting community improvement efforts as an organization that seeks broad-based involvement with the community
  • Create a supportive environment for the personal and volunteer development of women through formal and experiential training
  • Reach out to women of all races, religions, and national origins who demonstrate an interest in and commitment to voluntarism
  • Accomplish the purpose of the organization through sound financial and resource management

If located in the United States, a Junior League shall have duly established its tax-exempt status under Section 501(c)(3) of the United States Internal Revenue Code.

If located outside of the United States, a Junior League shall be a duly registered charity, or the equivalent in the country in which it is located.

Source: AJLI Governance Documents, “Certificate of Incorporation, Bylaws,” July 6, 2009, pp. 4–5, http://www.ajli.org/ama/orig/governance/AJLI_Bylaws_09-10.pdf.

Exhibit 2: AJLI League Membership Distribution and Growth Rates by Area, 1994–2004

Area

Region a

% of AJLI Membership in 2004

% Change in Membership Since 1994

I

Northeast (including New York, Connecticut, Massachusetts, and Montreal)

10

−18

II

East (including Maryland, Pennsylvania, Virginia, and Ohio)

10

−26

III

Southeast (including Florida, Georgia, South Carolina, and Tennessee)

24

−5

IV

Midwest (including Michigan, Kentucky, Wisconsin, and Minnesota)

13

−25

V

South (including Texas, Louisiana, Arkansas, and Alabama)

29

+11

VI

West (including Washington, California, Oregon, and Hawaii)

14

−11

a Representative states (not exhaustive) shown in parentheses.

Source: Susan Danish, “One Team. One Dream: From Research to Action,” presentation at the 84th AJLI Annual Conference, September 2006.

Exhibit 3: AJLI 2005 Survey Findings (abbreviated)

  • Satisfaction is key: While overall satisfaction was high (67 percent rated satisfaction in the top two boxes), only 19 percent of active members reported feeling completely satisfied.
  • Actives want flexibility: 66 percent wanted flexibility in placements; 56 percent wanted more attention to their life-stage needs.
  • Factors most influencing members' satisfaction: (1) Participating in a well-run league; (2) feeling personally connected with the league and its members; (3) expanding personal development and growth; (4) developing leadership, management, and administrative skills; (5) doing meaningful community work.
  • Connection lags satisfaction: Sustainers felt least connected (only 30 percent reported feeling connected).
  • Members see themselves as more friendly, caring, and warm than league leaders: There were large, negative gaps between self-perception and perception of leaders.
  • Resigned members are prospects: Most resigned members were not contacted when they resigned; contact could have prevented many from leaving; some would like to rejoin.
  • Sustainers want connection and community: 51 percent of sustainers wanted to be more involved, including in community projects.
  • 15 million women (estimated) shared The Junior League's values and views.

Source: Susan Danish, “One Team. One Dream: From Research to Action,” presentation at the 84th AJLI Annual Conference, September 2006.

Exhibit 4: The Strategic Roadmap's Five Guiding Questions

  • What is The Junior League's mission, and what are the implications for our business model?
  • How does the association's new vision statement connect to the organization's mission, and what are the ramifications of being global?
  • Is the concept of “lifelong membership” still realistic and meaningful, and what is our value proposition to members?
  • What should the governance and management models for both the local leagues and for the AJLI headquarters look like?
  • What should the relationship between AJLI headquarters and the local leagues look like, and how can AJLI best support leagues of differing sizes and trends?

Source: AJLI, “Making of the Roadmap,” connected, September 2010, http://connected.ajli.org/2010/09/making-of-the-roadmap.

Exhibit 5: Invitation for Participation in Steering Committee and Focus Groups (abbreviated)

To: Junior League Presidents, Presidents-Elect, League Offices, and League Office Managers From: AJLI Communications

Date: May 19, 2009

Subject: URGENT: Strategic Planning Process Update & Invitation for Your Input and More!

At the 87th AJLI Annual Conference, the delegates adopted a new Association Vision Statement and AJLI announced an exciting next step, development of AJLI's new strategic plan. We… set in motion our goal of engaging in an interactive process this summer that will lead to the presentation of a strategic plan at AJLI's Fall Leadership conference in October.

On May 14 and 15, AJLI officially kicked off the strategic planning process… The meetings, filled with lively discussion, were both thought-provoking and inspiring. In the attachment to this All League Email, we share a 30,000-foot overview of our initial meetings and invite you to participate in two initiatives crucial to the success of the process.

(Attachment below)

STRATEGIC PLANNING PROCESS UPDATE & INVITATION FOR YOUR IN PUT

The Strategic Planning Process

At its very core, the strategic planning process will provide AJLI and our member Leagues with clarity on what we can do within the next 3–5 years to continue to differentiate ourselves and better position our Leagues and the Association for future growth. It will seek to leverage existing strengths and knowledge, building on The Junior League's illustrious 108-year legacy while incorporating new knowledge we will gain over the next few months.

The planning process itself will be collaborative, transparent, and participatory. These values were an explicit part of our conversation. The process will be guided by a cross-functional Steering Committee of League leaders, AJLI Board members, staff, AJLI Past Presidents, and outside experts…

The Output of the Strategic Planning Process

… By Fall Leadership we—all of us together—will have created a strategic roadmap for the future of The Junior League Movement… a “roadmap for renewal.” Like most strategic plans, this roadmap will include some straightforward conclusions, goals, strategies, and tactics. But unlike many plans, this roadmap also will raise questions for which there simply will not be enough information. It will pose questions that may lead to further research and development via pilots among local Leagues that will create the best answers for our organization.

There have been some concerns that Leagues will be “forced” to change. We have explicitly designed this process to address these concerns, working to build in numerous opportunities for engagement and input from Leagues and members and designing an output that will provide individual Leagues with the tools you need to address these important strategic questions. In some instances, we believe that the cases for approaching elements of our organization differently will be compelling, but ultimately, the decision will be yours. The AJLI Board governs on your behalf and AJLI's purpose is to add value in your fulfillment of the Mission.

As always, our goal is to create a plan that will address the current and future needs of our organization. We hope you will be partners in the process and invite you to participate in a number of ways during this initial phase.

INVITATION TO PARTICIPATE: THE STEERING COMMITTEE

The Steering Committee will comprise twelve to fifteen members, including eight League members/leaders. We need your help identifying members of your League who would be interested in being part of the Committee—a cross-functional team of internal and external constituents who will play an advisory role in the development of the process, providing input, acting as ambassadors for the planning process, and helping to support all phases of the plan…

Steering Committee members should:

  • Have deep organizational knowledge
  • Be committed to and interested in contributing to the long-term strategic planning process
  • Be willing to advocate for the process with other members in her League (possibly through focus groups or one-on-one conversations)
  • Commit to participating in all meetings and doing additional prep and communications work between meetings

INVITATION TO PARTICIPATE: FOCUS GROUP CONFERENCE CALLS

Another way to participate in the early stages of the process is by participating yourself—and by inviting other League members to participate—in conference call focus groups that will help us think through five key strategic questions identified during our May 14 process-planning meeting and provide an opportunity for general commentary.

Source: Used with permission of Susan Danish.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

2024 Sage Publications, Inc. All Rights Reserved

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