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BUILDING SOCIETY EXCELLENCE

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CFA Institute Goal

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Strategic Focus

Society Operating Model

Through our Society Operating Model, we aim to leverage the connectivity of our global network, prioritize and share resources more efficiently, focus the efforts of both the CFA Society network and CFA Institute, and better meet the areas of greatest potential and greatest need in pursuit of our mission and strategy.

In FY21, we established a Society Operating Model framework designed to optimize the strengths of the global network, to better enable our strategy and mission and serve our members. Over the course of FY22, we refined this vision based on extensive analysis and are presenting an initial framework for ensuring what we are calling a long-term Sustainable Global Network. 

We believe that working with societies to create a richer and more consistent experience for members across markets, one not necessarily tied to geography, will benefit the entire ecosystem, and help grow relevance and influence for both CFA Institute and societies. In doing so, we aim to preserve the benefits of volunteer passion and contribution while solving for many of the complexities inherent in our current model. Our proposed framework also aims to leverage opportunities that modern technology advances offer for streamlining our operational support and delivering value to stakeholders.

Keeping in mind our key operating model themes of Impact, Differentiation, and Community, our plan is to:

  • Effectively and responsibly allocate resources for today’s environment.
  • Catalyze high performance that supports the mutually shared strategy and business goals of CFA Institute and societies.
  • Lay the foundations for a growing and connected membership base.

With respect to resource allocation and differentiation, three clear society segments with unique business models, activities, and resource requirements emerged from extensive analysis, which we have identified as follows:

  • Member Societies: Small, mostly city- or state-based societies that serve members and some other activities (e.g., outreach to candidates, localized community campaigns).
  • Professional Associations: Large city- or state-based societies and most countries, with wider opportunities to influence and support CFA Institute strategic objectives.
  • Global Financial Centers: 10-20 critical markets that house the bulk of the investment management industry, directly influence strategic initiatives, and are equipped to drive thought leadership, products, and/or institutional sales. CFA Institute must be successful in these markets.

Society leaders will have the opportunity to review this proposed differentiation strategy, and together we will work to validate roles each segment can play and relevant metrics against which to measure impact over time. 

Successful implementation will require close collaboration with societies and new ways of working, including through technology solutions. Ultimately, we aim to better match resources to impact opportunities and position the network for optimal influence, reach, distribution, innovation, member value, community, reliable market intelligence, and presence.

Learn more about the Society Operating Model in Randi's September Executive Update.

Society Operating Model

 Download this deck to find out more about the Society Operating Model.

  • Download now
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