Rotary's Identity

Rotary and Strategic Plans - Part II of IV Parts

An organization's identity drives its performance; it's the organization's DNA; its fingerprint, and is supported by its central and enduring attributes. Acknowledging that Rotarians are People of Action can be a major development.  Will it be?

    In January, 2012 Siegel+Gale reported to the Rotary International (RI) Board of Directors that it had a critical identity issue.  Organizations without strong identities tend to scatter their resources instead of centering on delivering a differentiating value proposition to those who keep them in business, often until it is too late to recover. 

  RI's acknowledgment that Rotary clubs are populated by People of Action is a monumental breakthrough. It demonstrates that RI now recognizes the social identity of past, present, and future Rotarians.  At long last, RI can establish its identity, which will be the value it delivers to clubs and Rotarians that People of Action consider different and not likely available elsewhere.  Fully understanding this business fundamental and planning accordingly will drive RI's future.  

  Historically, before they joined a club, Rotarians were People of Action striving make their community better.  When they joined their Rotary club, they networked with like-minded People of Action, which enhanced their abilities and inspired many to establish RI's central and enduring attributes.  Central attributes are those that have altered Rotary's history, and RI has many.  Paramount are its worldwide service project to eliminate polio and the recognition that People of Action are not separated by gender, generation, or ethnicity.  Enduring attributes are those that are embedded in Rotary and are part of its overall history.  Two of several are The International Convention and The Rotary Foundation, both significant vehicles originated by People of Action to enhance opportunities for clubs and Rotarians.

   Because of a lack of consistent identity, some regions have deviated from RI's historical track.  This regional deviation can be reversed if RI strategically plans for and delivers its differentiating value proposition.  Doing so will alter thought processes throughout the Rotary network and initiate changes in corporate services, literature, conventions, assemblies, conferences, and seminars.

No longer should  People of Action be referred to, considered, or treated as common volunteers; separated by gender, generation, and ethnicity, or asked to feed the elephant information that returns no value to member clubs populated by People of Action.  The next Rotatorial, Part III of the Strategic Plan series, will touch on why it is important to consider the culture of RI and its member clubs, which includes organizational issues such as historical and present practices, visions, values, locations, and social fabrics.