During Fall semester we focused on breadth of impact. This semester, we will be focusing on depth of impact.

[Section 1: Where we've come.]
Review of 2008 Q4; increased reach.
* Event series
* Sponsors
* Partners
* Wishlist
* CRM
* Board

[Event Series]
* 7 mixers.
* <X> number of people.
* <X> average.
* <X>$ pizza purchased.
* <X> guests.

# Slide per event; one picture only.
DSO 8.2 - ICT4D Mixer (10.9.2008)
DSO 8.3 - Branstetter Lecture (10.13.2008)
DSO 8.5 - Peace Corps Mixer (10.19.2008)
DSO 8.6 - India Mixer (10.26.2008)
DSO 8.7 - Education Mixer (11.11.2008)
DSO 8.8 - Africa Mixer (11.19.2008)
DSO 8.9 - Consulting in the Community Mixer (12.3.2008)

[Sponsors]
* Yahoo!
* Batchbook
* Tepper School of Business

[Partners]
* Amizade — agreed verbally (pending their managing director coming to Pittsburgh),
* TBW — Saurabh will scan.
* AID — pending another collaboration. (not finalized)
* WorldTeach
* PeaceCorps

[Mentoring]
* <X> matches.
* <X> mentors pending.
* <X> mentees pending.
* <Insert summary of pilot here>.

[Wishlist]
* See Larry to get this up and running.
[CRM]
* See Amanbir to get this up and running.

[Board]
* <Insert org chart here.>

[Miscellaneous]
* Yahoo!, TBW deal.
* TBW interactive.

[Section 2: What's the problem?]
Given our successes, why do we need to change course?

[Lack of Strategy]
Why do we need a strategy? In order to make <b>(efficient)</b> strives towards a purpose. (One must concede purpose as an axiom for any free-willed organization.)
We have a very broad purpose: to become an umbrella student organization operating in the realm of global development.
But we are not making efficient strides. Given our relatively broad purpose, “strategy” in this context is to analyze our specific capabilities (personelle, location, etc.) and stake out more concrete goals and implementations. Also to hone purpose.

Why is this hard?
<b>Why do businesses need goals?</b> Profit-motive in a given situation.

We can’t say we’re motivated by profit-motive; we were put together in order to create human impact. Thus, this takes away a very effective barometer. One of our competitive advantages will be to learn how to operate without this barometer. Traditional consulting companies can’t target NGOs because their fees are too high; it is not worth the cost. For us, since we measure our return in impact, we will be able to. We need to learn, as an HR perspective, how to effectively harness to value of morality in paying people.

“If you don’t know where you’re going, how do you know when you get there?”
* Being a monopoly does not exempt us from lack of strategy.
* Having no operating costs does not exempt us from trying to provide

[Low Value Proposition]
As a result of our lack of strategy, we currently have a low value proposition.
* <Table with each target market with associated desires, ranked/scored.>
Ed note: <Needs research.>

THIS IS THE MOST IMPORTANT SLIDE IN THIS PRESENTATION BY FAR.
* To do the research, we need to:
1) Brainstorm a list of things that would be considered “valuable” to each of our market segments.
2) For each thing, ask if they consider it valuable. If so, how valuable? Would they pay money for it?
3) Rank the things.
4) Display rank and show which values we currently provide.

[Section 3: Where we're going.]
* <i>High-quality, at-cost HR consultancy.</i>

[SWOT Analysis]
* Use data from chart to illustrate correct long-term strategy. (Fill in opportunities, match with strengths.)
[BCG Matrix (Timeflow)]
* Need to start investing to move.

[Section 4: Here's how.]
* <i>Updated org chart, timeline, project scope.</i>
* Somewhat dependent on section 3, which is dependent on section 2.