DR. JACEK ZURADA

On The Issues

Get to know the man behind the movement, his life, what he stands for, and what his plans are for our country!

DR. JACEK ZURADA

Platform Spotlight

Although no other technology association can match IEEE’s brand, membership and knowledge base, our organization has struggled to put itself on a winning growth trajectory. Healthy revenues have been drained into operational deficits brought through questionable corporate initiatives and closed meetings. A lack of financial transparency has left our units with little control over their revenue-to-expenses ratio, stifling their productivity. Our industrial membership dropped from 67% to 47% since 2000. With declining retention of graduating students now at 38%, our membership is aging. Finally, though we’ve increased the number of products, returns look lacking as our members report low satisfaction.

To re-gain the upward momentum, with focus on members, transparency and technology, as President I’ll launch forward-thinking initiatives while embracing the reform commenced by recent leadership to:

Redefine membership value to meet the needs of our members from different regions, age groups, career objectives, and industry segments.
Develop a useful, understandable, financial model that eliminates wasteful and duplicative spending while sparking creativity.
Leverage technology and design-thinking to deliver personalized services and products that have impact and relevancy for our members and paying customers.
Initiate a landmark project to transform IEEE from today’s traditional ‘technical paper provider’ to a ‘knowledge provider’. The new AI-driven IEEE Explore will deliver highly-processed, filtered, on-demand knowledge be it designs, algorithms, technical solutions, products, standards, even answers to questions. As a neural networks pioneer, I know this will establish the new ‘AI-aligned-IEEE’ and bring new revenue streams and opportunities.
Although no other technology association can match IEEE’s brand, membership and knowledge base, our organization has struggled to put itself on a winning growth trajectory. Healthy revenues have been drained into operational deficits brought through questionable corporate initiatives and closed meetings. A lack of financial transparency has left our units with little control over their revenue-to-expenses ratio, stifling their productivity. Our industrial membership dropped from 67% to 47% since 2000. With declining retention of graduating students now at 38%, our membership is aging. Finally, though we’ve increased the number of products, returns look lacking as our members report low satisfaction.

Get to know the man behind the movement, his life, what he stands for, and what his plans are for our country!