ADLM maintains an operating model that reflects the intersection of three circles: what ADLM is uniquely capable of doing, what advances the mission, and what best drives the organization’s economic and resource engine.
OBJECTIVE: Achieve organizational and financial security to withstand economic disruption and invest in the maintenance, growth, and expansion of activities that create value to our members and customers.
- STRATEGY: Engage appropriate outside expertise to conduct a comprehensive analysis of the association’s business model and program impact, identifying areas of both short-term and long-term opportunity.
- STRATEGY: Establish and initiate a plan for business development and revenue diversification.
OBJECTIVE: Leverage the opportunities of brand repositioning.
- STRATEGY: Expand audience reach to be more inclusive across all laboratory medicine specialties and lab-adjacent professionals.
- STRATEGY: Monitor engagement levels by specialty and by member/non-member status, particularly within identified key priority, lab-adjacent fields in order to increase market penetration.
OBJECTIVE: Ensure ADLM remains the home for the clinical chemistry community.
- STRATEGY: Maintain and improve the quality and visibility of existing keystone programs in support of the clinical laboratory professional (e.g.; membership, annual meeting, journals, member engagement opportunities, education, CLN, etc.).
- STRATEGY: Optimize opportunities and visibility for point-of-care testing professionals.
- STRATEGY: Expand leadership opportunities within ADLM for clinical laboratory scientists.
OBJECTIVE: Increase collaborations with organizations with shared interests to expand impact and broaden recognition of ADLM as the hub for data science activities in the laboratory medicine field.
- STRATEGY: Seek partnership, co-branding, and other collaborative approaches to expand the ADLM portfolio where existing programs relevant and complementary to ADLM’s mission already exist within other organizations.
OBJECTIVE: Continue to implement internal technology, adapt processes, and develop human resources to support organizational sustainability and growth.
- STRATEGY: Complete current comprehensive technology/business processes assessment and translate into multi-year, sustained program of technology infrastructure improvements.
- STRATEGY: Continue and sustain current staff recruitment, retention, development and engagement programs.
