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From Site Selection magazine, September 2014

Evolving Organizations – Managed Growth and Managed Change

Roger Nesti
Roger Nesti
IAMC Chair

Dear IAMC Members and Friends,

I’ve been on the board for a long time! I was elected at the fall 2008 Oklahoma City Professional Forum and had been a committee co-chair for some time before that. Almost six years after joining the board, I will pass the chairmanship to my colleague Kevin Dollhopf at the conclusion of the Québec City Forum.

My first observation on this tenure is I have enjoyed it immensely. My second is, “Wow, a lot has changed!”

Due to the strategies and financial prudence of IAMC’s early leaders, over this six-year period total membership grew by 112, about 22 percent. Forum attendance grew 57 percent, from 307 in Asheville to 481 in Pinehurst, almost 10 percent per year. Active members attending Forums rose by 51 percent.

As good as our numbers have been, IAMC’s qualitative transformation has been even more remarkable. Since the Asheville Forum, my first while on the board, we’ve augmented Forum programing with high-profile speakers, such as USS Cole Commander Kirk Lippold and blind Mt. Everest climber Erik Weihenmayer. In Québec City, we’ll have Lou Dobbs, a well-known and highly respected business journalist. At the same time, organic presenters, such as member Art Murray at the Pinehurst Forum, have achieved evaluation ratings rivaling those of expensive paid presenters. Art, we’re waiting for Part 2!

In 2008, members had two event choices: the spring and fall Professional Forums. But since 2012, IAMC Local has been making a mark on the organization by offering education and networking events in US cities between Professional Forum dates. IAMC Local hosts 10-15 events annually, each averaging 15-30 attendees. The member retention and recruitment benefits are significant. In 2008, IAMC had no operations outside the US. Today, we have small but growing communities in Birmingham, UK; Munich, Germany; Singapore; and São Paulo, Brazil.

Managed growth and change enable organizations to evolve. Otherwise, they stagnate. Most of us remember these companies that have faded away: Kodak, Pullman, Burger Chef, RCA, Montgomery Ward — the list could fill this publication. But growth for its own sake can be catastrophic. We need to stay focused on our core competencies and not try to be everything to everyone. We’ve all seen organizations go down this path only to dilute their brand and over-stretch their resources.

When I look back at the changes during my years on the board, I see IAMC’s vitality. We’ve made ourselves new in many small and large ways that have kept the support and enthusiasm of every member group. It’s important to try new ideas, but sometimes even the good ones don’t stick the first time. It’s okay to retest old ideas that didn’t take root the first time around, e.g., IAMC Local is a repackaged and tweaked version of the Regions program IAMC tried and then shelved in its early years.

IAMC continues to evolve. The best way to maintain the current progress is to try new ideas to keep the organization fresh and not lose sight of our founding principles.

Best Regards,
Roger Nesti, IAMC Chair

Roger Nesti
IAMC Chair

From Site Selection magazine, September 2014

Introducing Tate Godfrey

Tate Godfrey

am proud to introduce myself as IAMC’s new Executive Director. After over 30 years as an economic development professional, I had initial reservations about “leaving my profession” to become an association manager. However, the Industrial Asset Management Council (IAMC) is no average association and, as I am discovering almost daily, my role going forward is at the heart of the profession I love.

The three areas of IAMC membership share a symbiotic relationship. The real estate professionals often hire the service providers to address their real estate portfolio needs and issues, and the locations of the economic developers are often the end solutions to these portfolio needs. The service providers are interested in the contracts available through the real estate managers and rely on the economic developers as a resource for location information. Lastly, the success of the economic developers is closely tied to their relationships with the real estate managers and the service providers — both of which can bring new prospects that can be converted into jobs and investment.

There are many fine organizations these varied professionals can join and share. However, IAMC maintains strict guidelines for membership that ensure no one part of the membership dominates the others.

My goals as Executive Director are to help in the managed growth of IAMC, maintaining the core principles that have guided the organization from the beginning. I am excited about the possibilities of a growing international presence by IAMC — a trend that mirrors the global nature of corporate real estate and economic development.

I have not changed professions — I have been provided an opportunity to shape my chosen profession through IAMC. I look forward to working with the entire membership, the active real estate professionals, the service provider associates and the economic development associates as we grow and shape our industry into the future.

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