social media presence, improve our mobile strategy, and
optimize user experience. We have charged several committees with developing means to implement these goals.
Since our membership is becoming younger and more focused on electronic interactions, these goals will help them
learn and interact in an efficient manner, and profit from our
education products. Delivering our products in the most efficient, least costly, fast, and understandable way positions
us well to serve future generations of radiologists.
• Content: We strive to keep our content relevant and enticing to our members, thus we are constantly re-evaluating
our meetings and publications, and making adjustments
to keep them fresh and up to date. Since 70% of our members are private practitioners and many are generalists,
we aim to increase multidisciplinary content and incorporate patient perspectives into future content. However,
adding and updating content is not enough in itself; we
must also know if the goals are being fulfilled. Therefore,
we are also working on improving feedback tools and
methods. We urge you to complete all evaluations and let
us know your thoughts.
• Trusted Source: This very important goal will ensure that
all ARRS contents are vetted and periodically reviewed.
Our membership may not be aware that this is already being done, and we strive to develop mechanisms that will
make this process more obvious to all members. All of our
online products are periodically reviewed and all of our
scientific publications undergo a rigorous peer review before reaching the readers. Materials presented at our annual meeting are reviewed very carefully to ensure that
they are scientifically correct and ethically sound. We
continually investigate how to increase the rigor of the review process for all meeting and society-related activities
so members can rest assured that content developed by
ARRS is exceptionally trustworthy.
• Fund Development: We are an education-centered society
that recognizes that research is also education. Both activities are complementary and assure the well-being and
future of our specialty. Some of our members may not be
aware of this, and we will attempt to enhance communication regarding the activities of our award recipients as
ARRS: Your Indispensable Hub
According to the Merriam-Webster Dictionary (online ver- sion), “strategy” is defined as “a careful plan or method for achieving a particular goal, usually over a long period
of time.” While strategic goals may not be obvious to investors of
a company or members of an organization, if implemented appropriately, they benefit stakeholders. For example, the main strategic goal of one of the big four U.S. airlines is to drive strong
results for its investors. However, what’s obvious to the passengers—better business class seats and food, economy plus seats,
better clubs, better mobile apps, etc.—is geared toward recruiting more passengers, increasing revenues, and ultimately making shareholders happy. Great strategies that are poorly executed
are worse than well-executed, mediocre strategies. The truth is
that all strategies depend on being well-executed. Indeed, many
strategic consulting firms will blame failure on their clients when
plans don’t succeed due to poor execution.
How often is strategic planning prescribed? Some companies
encourage it on an annual basis; that is, formulating a few objectives that can be accomplished in a short period of time. Other
consultants suggest doing it every three to five years, when competition is tough, or when revenues are falling. The truth is that
there are no set-in-stone guidelines, and strategic planning
should be done when previous goals have been achieved or when
enough time has passed and they have failed. Strategic plans are
not static, rather they are changing documents that need adjustment periodically, which avoids the extraordinary (and costly)
task of redoing them again entirely.
In February of this year, our Executive Council convened with
the purpose of revising our strategic plan. We spent one and a
half days discussing what I like to call “meta-issues,” that is, big
issues that span multiple activities within ARRS. The discussion
identified one such issue—to be indispensable to the future of
radiology. Here I would like to briefly review what we are or will
be doing to achieve it.
• Hub: Although we believe that ARRS is already a hub for
connecting knowledge and people, we aim to enhance our
By Mauricio Castillo
2016–2017 ARRS President
Great strategies that are poorly executed are
worse than well-executed, mediocre strategies.
President’s Message continues on p. 18
Although we believe that ARRS is already a
hub for connecting knowledge and people,
improve our mobile strategy, and optimize