Pro-active subcommittee member

ANY enterprise does not only have its own internal value chain. It also forms part of a slightly bigger external value chain. Both internal and external value chains are very closely related with each other: the important key players and components in both chains may well be the same, for the most part.

The external value chain is generally the concern of an industry association or of a bigger sectoral grouping. In general, these industry associations or sectoral groups already exist. They have their organizational structures and working agendas.

Within those established structures and working programs, however, there is wide room for committee and even sub-committee groupings. It is always possible — and generally welcome — for any enterprise, which is a member of the industry association or sectoral group, to suggest the establishment of a committee or at least become a member of an already existing committee. Even more welcome, generally, is its volunteering to serve as a member of such a committee or sub-committee.

Into this generally open space, therefore, an enterprise with a governance and transformation initiative can easily step in and volunteer to be a pro-active member of a specialized committee or sub-committee. And what may this committee or sub-committee focus on?

The answer has to be: the “whole of the value chain” under the bayanihan doctrine. In other words, a committee or sub-committee focuses on the continuing and further development and strengthening of the external value chain, which should be of special interest to the enterprise. In specific terms, this means:

• Identification of the gaps, kinks, lack of efficient seamlessness that the external value chain suffers from. In what specific ways may these gaps be filled, these kinks ironed out, and lack of seamlessness resolved?

• Identification of the outside entities, both within the industry or sector and outside, that can have a key role in addressing the industry or sector seamlessness issues.

• Identification of practical, concrete, and workable approaches so that positive alliances and networking can be forged in order to address the seamlessness issues as effectively and quickly as possible.

To be pro-active in such a subcommittee or committee of an industry association or sectoral grouping, the enterprise may have to assign a few officers who will be tasked with making responsible and substantive contributions to the work of the sub-committee or committee. Considering the importance of the role of the sub-committee or committee, which is concerned with nothing less than the efficiency and effectiveness of the external value chain, the enterprise may also ask a specialized committee of its MSGC to help over-see the enterprise’s pro-active membership. This would elevate such social responsibility initiative to the strategic level, and this would therefore require the attention and involvement of an MSGC committee.

Note has to be made that in volunteering to become a pro-active member of a sub-committee or committee of an industry association or sectoral group, the enterprise sends out a very clear signal of its deep interest in the further strengthening and in raising the effectiveness and competitiveness of the external value chain of which it is a part.