During my tenure as Chairman of the Board in 2013, I had the privilege of writing a monthly column for this publication, WIBA Issues.  Considering that only twelve such articles could be published, I attempted to disseminate an important message to membership with each article.  One such commentary described the importance of a company's strategic plan; an old adage states that failing to plan provides only a plan to fail.  A dynamic plan incorporates predicted market changes, customer expectations, organizational requirements, financial considerations, and other essential business elements, yet anticipates change.  Most importantly, that plan describes a clear vision for an organization's future. 

For over 80 years, the Wichita Independent Business Association [WIBA] has been the voice of independent business in south-central Kansas.  However, with the background noise of economic uncertainty, increased regulatory burdens, and competition for time and resources, that voice has grown softer.  It is time to raise that voice again, for, "It takes only one voice, at the right pitch, to start an avalanche."[1]     

The WIBA Board of Directors recognized the importance of implementing a new strategic direction, and scheduled a two-day retreat to establish a new vision for its future.  Board members and Chairpersons, current and past, responded to the challenge when called, lending their time and expertise to ensure the future success of WIBA.  For some, this was a practiced skill, for others, an initiation into the strategic-planning process.   But for WIBA, "Vision is the voice inside that transcends words and shines through the initiation."[2]   And shine, we did.  With the assistance and guidance of a strategic-planning consultant, our voice resounded in a chorus of new ideas, rising to a decibel level that will be heard well into the future.  With the generous participation of those in attendance, a new vision was created, and a new plan drafted.

The Strategic Plan that resulted considered WIBA's strengths, weaknesses, and opportunities. It allowed us to imagine what WIBA would look like at ten times its size.  We identified our Vision, Mission, and Core Values.  We developed goals and objectives, strategies to meet each, and assigned members tasks and dates for completion.  Of course, there were many opinions, as well as points of contention.  It is difficult for just a few people to agree upon all matters, let alone 20 independent business owners and leaders from vastly different backgrounds and business experiences to concur. The retreat was structured to accommodate such diversity, but what was not surprising was the overwhelming commitment all had to WIBA and its future viability and success.  Business owners are known for taking risks, for letting their voice be heard above the crowd.  As representative members of the Association, that voice, that passion, is now a part of WIBA's Strategic Plan.  Consequently, we have the apparatus necessary to begin anew, ensuring the vitality and relevance of WIBA, the New Voice of Independent Business.

Brian J. Powers, MBA

Past-Chairman (2013)

It is imperative to thank the membership of WIBA for providing the funding for this workshop, and for their faith in their representatives on the Board of Directors.  I believe it is important to recognize those dedicated Board members, with whom I worked alongside through this process: