CIM recently held another successful annual conference in Vancouver. The weather cooperated, and Vancouver shone at its best. I would like to extend heartfelt thanks to CIM Connect’s organizing committee, delegates, presenters, exhibitors, sponsors and the CIM national team for accomplishing such a tremendous event. Personally, I had the pleasure of reconnecting with colleagues I had not seen in over 35 years, while also meeting new graduates, academics and exhibitors presenting innovative approaches to address industry challenges. The conference offered a myriad of specialist topics, hosted across a beautiful convention centre. Evening events provided opportunities to celebrate individuals, network and enjoy each other’s company. This is what a community does, and the CIM community does it best. The conference centre buzzed with energy right up to the closing event, which saw great attendance.
Last year, we celebrated 125 years as an institute, and 2024 marked the launch of the new CIM brand, featuring a new logo with a mineral leaf representing the essence of our mission and values. The CIM national team has outdone itself, capturing 125 years of history and creating a brand that propels us forward with a refreshed look.
The new brand is very fitting, as Candace MacGibbon (CIM Incoming President) and I—along with the CIM CEO, Angela Hamlyn—have been tasked with setting the new CIM strategy. We have formed a small steering committee, supported by a larger consulting group representative of branches and societies, to undertake this initiative. The initial elements of the strategy were presented to the CIM Council on May 6 and were further examined during a dedicated workshop open to CIM volunteer executives the following day for refinement and to identify specific areas of focus for the branches and societies.
The plan is to present the CIM Council with a limited but important set of strategic goals for approval at the September 2024 meeting. Each of these objectives will inform activities to be delivered over the next several years, engaging members at the society, branch and national levels. The strategy will be concise and clear, defining where we will play (or not play); how we will win; and what capabilities are required to deliver the strategy over multiple time horizons, commencing in 2025. One area that we have already recognized will require renewed effort is the CIM student chapters.
Completing the strategy by the end of Q3 2024 will allow the CIM national office the time to prepare the 2025 budget in Q4. We have an incredible resource in our dedicated membership who, with the energy they bring to our societies and branches, will be key to achieving these goals. CIM members have a crucial role in helping the industry transition to a new way of working, and this strategy will help steer efforts in support of the industry.
The world has become more complex, presenting new challenges that require “new knowledge.” This knowledge will be curated over the next 10 to 20 years and then commercialized in the following decades. As in the past, we will discuss and collaborate on topics, addressing problems and challenges through diversity. Together, we will navigate this journey, leveraging our collective expertise and innovative spirit to shape a sustainable future for our industry. This is why I am excited, and honoured, to be part of CIM and our bright future.
