ASME, to be able to respond to a rapidly changing global technological environment, has forward-looking advisory capacities in place to drive strategies and operations, such as:

• environmental scanning;
• best practices;
• annual prioritization;

Programs include Innovative Technologies Institute, LLC and ASME PeerLink,^SM an online communications tool enabling engineers of like-minded interests and career pursuits to exchange information and ideas. 

To achieve ASME’s vision, the ASME Board of Governors has focused its FY2010 planning on three key strategies:

• Energy: ASME is a leading force in building collaboration within the engineering community and other key constituencies—a cutting-edge resource on energy technologies and fuel sources. Programs and activities of ASME encourage active, broad support for balanced energy policies from volunteers around the globe. Currently ASME has broad participation in developing an Energy Grand Challenge Roadmap to implement plans. Immediate plans call for:
  • Coordination and partnering in advocacy
  • Raising the ASME energy profile for the wide variety of energy-related programs, products and activities held regularly
• Globalization: To advance its markets outside the USA and Canada and establish significant and measurable growth, ASME focuses on its core strengths in promoting standards and certifications and implementing strategic global partnerships. 
• Engineering Workforce Development: ASME expands the capacity and effectiveness of the engineering workforce by actively promoting collaboration, increasing public awareness, increasing the value of ASME student and early career participation, and offering professional development programs to prepare a global engineering workforce to meet the challenges of tomorrow.
  

Balanced Scorecard
The Balanced Scorecard allows organizations to implement strategy rapidly and effectively by integrating the measurement system with the management system, so that organizational objectives are built-in to the operations and all units work toward those objectives. ASME developed its own strategy map after study and systematic deliberation, and each unit of the society, in succession, will adopt its own mapped strategy to achieve these objectives, within the next year or so.

Balanced Scorecard Strategy Map: the clearest representation of ASME's strategy (Last posted: November 2007.)