“I Skate to Where the Puck Is Going to Be, Not to Where It Is.” — WAYNE GRETZKY
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EXECUTIVE UPDATE “I skate to where the puck is going to be, not to where it is.” — WAYNE GRETZKY his simple wisdom captures evolved to new clarity…to deliver excel- biggest, strongest or even having the ACC’s need for vision, strategy lence in airport development. And while most resources to flout in the industry. and execution as we anticipate most of our members have built their Strategy is about being present to current Tmarketplace and industry organizations by providing excellent trends and marketplace forces that are changes that could be ahead. consulting services, our stated vision has beyond our control. Further, strategy is Ronald L. Peckham, changed its focus from an internal one to about being both intelligent and inten- P.E. Nicknamed “The Great One,” Gretzky an external one; from who we are to how tional as we develop a game plan for both C&S Companies is generally regarded as the best player we can make our world better by what our respective firms and ACC on the fly. in the history of the NHL and has been we do. Just as Wayne’s focus changed and I believe the collective intelligence and ACC 2010 Board of Directors Chair called “the greatest hockey player ever” expanded from the backyard to the NHL, ingenuity of the membership can deal by many sportswriters. Wayne honed ACC’s focus may be more sustainable as effectively with whatever marketplace his skills on a backyard rink that his we continue to evolve our focus from changes occur. father built. Ironically, Gretzky’s basic credibility to contribution. athletic abilities were not considered Once strategies are selected, it’s the impressive. He was 6 ft. tall, weighing Second, I believe that strategy played energy of execution that powers progress only 160 pounds as an 18-year-old NHL a key part in Gretzky’s game. Strategy toward the vision. In ACC, committees rookie in 1979, and 185 pounds at the must be designed with the end in mind, are the lifeblood of collaboration and end of his career in 1999. At the begin- intent to accomplish the vision. It must progress. More than twenty committees, ning, many critics opined that Gretzky be flexible and responsive to changing led by committed chairs and vice chairs, was too small, too wiry, and too slow conditions and meet the ultimate test… and powered by committees as large as to be a force in the NHL. Despite his effectiveness. ACC has five strategies to 60 members, move ACC towards our unimpressive stature, strength, and realize its vision, which are: goal of being the “go-to” organization of speed, however, Gretzky’s intelligence airport development. Committees are the and reading of the game were unrivaled. • Be the “go-to” organization on medium of collaboration and the vehicle He was adept at dodging checks from airport development; to leverage diverse and valuable airport opposing players, and he could consis- development skills for the benefit of our tently anticipate where the puck was • Provide networking opportunities industry. This year each committee has going to be and execute the right move for our members; been challenged to focus on the vital few at the right time. It was no surprise initiatives that can be accomplished in that Canada would choose him to be • Advance international order to make “measureable progress in the most celebrated torch lighter for the engagement and collaboration; reasonable time.” In these turbulent eco- 2010 Vancouver Winter Olympics. nomic times, I recognize what a challenge • Facilitate innovative and valuable it can be to make time for ACC commit- I believe there are several lessons in the educational offerings, and; tee leadership or participation even for Gretzky story as we work to make ACC a limited number of goals. However, all sustainable for the future. The first is the • Maximize the value of ACC of us involved in ACC truly appreciate need for vision. Although Wayne started membership and benefits. the commitment of dozens of members on a backyard rink and ACC started as whose efforts take us closer to realizing a small cohort group, both developed a Strategy involves using our knowledge our organizational vision. vision that dwarfed their humble begin- of the airport industry to evolve ACC nings. ACC was originally formed by a into an organization that is as relevant Vision, strategy and execution… a trio handful of airport consultants seeking tomorrow as it is today, or even more that is as effective in winning hockey professional credibility and collaboration so. Strategy is not about “skating” faster games as it is in building a sustainable to advocate for a dependable funding while chasing the “puck” in the midst future for an organization. Thank you stream for airports. Although both origi- of an economic period that has been for the privilege and honor to serve as nal goals are still part of the benefits of labeled the Great Recession. As Wayne your ACC Board Chair this year. ACC membership, our vision has now demonstrated, it’s not about being the 2 Consulting, Spring 2010.