Leadership within an organization as diverse and dynamic as Junior Chamber International (JCI) requires not just vision but also a strong alignment of structure, strategy, and people.
With a history spanning 110 years, this is an opportune moment for us to reflect on where we stand, envision what we aspire to become, and, most importantly, determine how we can achieve our goals together as a united organization.
Start from our members
During my tenure as a member of JCI Singapore since 2014, a Committee Chairperson in 2022 and 2023, and as an JCI Vice President, I’ve witnessed an organization driven by passionate individuals coming together to create meaningful impact. These experiences have shaped my perspective and affirmed a critical insight — our members and staff are, and always will be, JCI’s greatest asset.
Real and lasting change must originate within our organization and be driven from the ground up. This means empowering members at all levels to take ownership of their roles in shaping JCI’s future.
The magic happens at the local level where the members connect with the community, civil, business, and government to create lasting positive change. It is through these grassroots efforts that JCI members identify unique community needs and bring together the necessary resources and partnerships to address them.
We must ensure that every member feels valued and heard by fostering open communication, encouraging innovative ideas, and creating opportunities for collaboration and empowerment.
Over the past three months, while working closely with our World Headquarters team as part of my transition, I’ve taken a deeper look at our organization’s strengths and opportunities from a new perspective. One thing is clear: Our people’s dedication is unwavering, and with the right strategies, we can maximize our shared potential to take JCI to greater heights.
A Snapshot of Opportunity
For the start, I conducted a simple SWOT analysis of JCI. Here’s what stood out to me:
- Strengths: A global network of committed members passionate about creating sustainable impact.
- Weaknesses: We need more agility in our structure to adapt quickly to an evolving world, and this can be achieved through a better, faster and more agile “product feedback loop” and “rapid prototyping”.
- Opportunities: Regionalization to tailor members' experience better and build stronger regional partnerships
- Threats: Failing to adapt processes risks stagnation in a world demanding immediate and measured impact.
The conclusion? We need to evolve, integrating agile and lean thinking across all levels of our organization while keeping member experience at the center of everything we do.
WHQ will be working on a Lean Canvas for Non profit and will be using this as a basis for strategic review of our organization. For more information, do check out this link: https://www.nonprofitjourney.org/uploads/8/4/4/9/8449980/_npo_business_model_canvas_alexandros.pdf
The Importance of Membership Experience
As Steve Jobs aptly highlighted in his iconic 1997 Worldwide Developer Conference address, we must start with our members’ experiences and use that as a foundation to work backwards. By prioritizing their needs and expectations, we can better evaluate and refine our products and services, ensuring they deliver real value and align with our commitment to meaningful impact.
Value-based experiences are at the core of JCI, driving engagement, loyalty, and personal growth. When members see the tangible value of their JCI journey — whether they’re just starting, advancing their leadership skills, or expanding their network — they are more likely to stay committed to our mission and actively contribute to our initiatives.
We are working on a comprehensive member journey map based on the Vision 2040 Whitepaper, and using that as a baseline to identify key touchpoints where we can:
- Understand the value each member seeks at every stage of their journey.
- Enhance the overall member experience through a comprehensive revamp of the Skills and Development Framework, elevation of JCI Programs by collaborating with institutional partners, and strategic improvements to members’ experience during events.
- Provide essential support, including well-defined Standard Operating Procedures (SOPs) and thorough documentation, with Spanish, French, and Japanese translations available.
This initiative aims to create a seamless, impactful, and inclusive experience for all our members. This will be amplified through a targeted global marketing campaign and promoting our engagement of our institutional partners on the global stage
2025 Initiatives That Set the Course
Two strategic initiatives have been set into motion, forming the foundation for JCI’s trajectory in 2025 and toward the future.
1. Changing our Business Model — Regionalization for Greater Relevance and Agility
JCI has always been a global force, but regionalization is the next evolutionary step to ensure tailored solutions for diverse demographics. Starting with JCI Asia and the Pacific, we will empower the JCI Board of Directors and Regional Growth and Development Team to foster localized partnerships and deliver region-specific initiatives.
This localized approach ensures we remain agile, producing services and opportunities highly relevant to members and partners in each region. The ultimate goal? A responsive organization that reflects and rises to the needs of our members.
Building on my previous experience as Head of Customer Experience at Advance.ai, one of the leading identity and credit risk solution providers in Asia, I’ve observed that a strong localization strategy is the foundation for success in key markets such as Jakarta and Manila. Each market presents unique challenges and opportunities, shaped by differing client needs, regulatory landscapes, and demographic factors, such as addressing the needs of the unbanked and underbanked populations. By empowering a capable local team to deliver tailored solutions that align with these market-specific demands, we were able to swiftly adapt our Go-To-Market (GTM) strategy. This adaptability ensured that we remained agile and effective, responding to distinct regional nuances and staying competitive in a fast-paced environment.
2. Changing our Mindset— Measuring What Truly Matters
One of our top goals is to embed sustainability and accountability into JCI’s foundation with a key deliverable to deliver our first Impact Report in 2025. This will serve not just as a showcase of the extraordinary value JCI provides to communities but also as a benchmark for continuous improvement.
Through a data-first strategy, we can track our achievements, measure outcomes, and hold ourselves accountable for every action we take. The Impact Report will solidify JCI as a transparent, results-driven organization ready to meet the demands of an increasingly data-defined world.
An internal cross-functional Taskforce has been formed to collaborate closely with the Sustainability Reporting Committee, chaired by Anirudh Sistla, to drive progress toward achieving our shared goals.
The Road Ahead
These early efforts are just the beginning. Over the next 90 days, JCI Headquarters will prioritize several key initiatives in alignment with JCI President Keisuke Shimoyamada’s Plan of Action:
- OKRs for Clarity and Accountability: Introducing clear objectives and measurable key results (OKRs) to enhance transparency and accountability across headquarters and all departments.
2. Empowering Regions: Beginning at the January Board Meeting, regional teams, in collaboration with the JCI Board of Directors, will focus on each Area Work Plan that includes regional initiatives and regional partnerships to strengthen the JCI Movement from the ground up in each Area.
3. A Member-First Approach: A review of each department’s deliverables to ensure they are aligned with member needs, enhancing both experience and value for our members.
2025 OKRs and Q1 OKRs are being finalized and will be shared after the January Board Meeting.
We are weaving these elements into our DNA in service of one key priority — enhancing the member experience. After all, a satisfied, engaged, and supported member base is the most powerful driver of an impactful JCI.
Collaboration at the Core
The path ahead is ambitious, but with a legacy of proven dedication, I am confident in our collective ability to thrive. None of what we’ve envisioned can happen without our members and staff collaborating in unison.
What initiatives or changes would you like to see in JCI to enhance your experience as a member or partner? I’d love to hear your thoughts — feel free to leave a comment or reach out directly at my email eteo@jci.cc
Together, we’ll future-proof JCI to thrive in an evolving world while staying true to our purpose and staying competitive and relevant.
Post note:
We are here at the World Headquarters in St. Louis, Missouri, the birthplace of JCI, for our January Board Meeting with the 2025 JCI Board of Directors. It is Day -2; we are having an executive meeting with Executive Director Earl Sawyer and Executive Director Roberto for an in-depth review of our organization and the organizational design and planning for the next 6 months ahead.
