“AMC’s knowledge of leading practices based on extensive experience with a wide variety of organizations, was critical to achieving enthusiastic support for change.” – Karen Collishaw, CEO ATS

Challenge

The American Thoracic Society (ATS) stands today as an innovative and forward-thinking organization, but it still carries governance reminders of its 120-year history. Anticipating the next stage of its impact and growth, ATS leaders wisely recognized the value an optimized governance/leadership structure would have on its ability to respond to future opportunities. The Society called upon AMC Consulting to guide its leaders in a review of its governance structures and develop creative and customized solutions that would position the organization for ongoing success.

Process

Recognizing that governance change can be challenging, AMC consultants implemented several strategies designed to smooth the path forward and increase organizational buy-in. The Governance Task Force, made up of engaged ATS individuals, was an integral part of the project, serving as a primary resource for consultants and a liaison to the ATS Board of Directors. Having a task force comprised of past, current, and future leaders was key to ensuring diversity of thought and perspectives. Regular interaction with the task force members and the board was built into the plan. An online survey and additional member research secured input from a wider circle of ATS members. Being an association of scientists, the data collected through the online survey was necessary to support any governance change recommended by the task force. AMC consultants brought their research expertise to ensure this important goal of the project was met.

Because of AMC’s knowledge of governance structures of high performing organizations, consultants were able to use several proprietary analysis tools to compare key elements of ATS’ structures to those of comparable organizations and recommend changes, leading to streamlined governance structures and a board of directors equipped for timely, consequential decision making.

Outcome

AMC was able to help the Society prioritize recommended changes by presenting three options for a path forward: one option outlined steps for incremental change, a second looked at a more moderate path, and a third visualized how significant change might look. After thoughtful consideration, the ATS Board moved to develop an implementation plan around significant change, aligning primarily with leading practices in association governance. ATS recognized the elements of their culture that were critical to retain in a new structure, and realigned those cultural elements in a way that allowed the board to focus on the holistic needs and strategy of the association.