The strategy

This section of the website covers the content of the strategy itself.

Mission statements

The previous mission statement for YSPN focused on the setting the groundwork for the community to become more successful and influential in order to ultimately more substantively contribute back to the community. It was encapsulated as:

Through this process of strategic refresh, and subsequent clearer focus and transformation of the organisation, the previous mission statement no longer adequately captured the purpose and activity of the organisation, requiring it to be updated.

The new mission statement was therefore updated to:

What are the keys to this mission?

Channels Sewa: YSPN uses its capabilities to channel Sewa (energy, resources, and motivation) to where it is required most--organisations and people--in a systematic and scalable way.
Develop ethical Sikh leaders: YSPN actively develops the skills within our community, and provides opportunities for everyone to take ownership of their professional development on a foundation of ethics and values.
Productive and inclusive: YSPN inspires our audience to achieve economic security through more productive contribution to the economy, especially for new migrants; and facilitates the relevant connections across people, skills and resources that will deliver this result.

Strategic pillars

The strategic pillars represent the more concrete explanation of the mission above, developed as part of the YSPN Strategy refresh. These strategic pillars capture the thematic substance of the problem spaces identified in the workshops.

This highlighted sections are clickable and outline the different activities and programs that YSPN will prototype and experiment with to deliver on the strategic pillars objectives. Each sub-activity is detailed here, including its purpose, description, success metrics and resources required.

    We develop, accelerate, and amplify ethically grounded, visible leaders

    By putting in place programs that help us identify, target, develop and amplify self-motivated leaders from within our community built on a base of ethical integrity.

    These programs include:

    1. A multi-year accelerated leadership fellowship program with explicit coverage of ethics and a commitment to give back to the community.
    2. Awards and other recognition highlighting the achievements of Sikhs related to our strategy
    3. The delivery of a best in class Mentoring program

    We ignite the dormant economic potential of our community

    By putting in place programs and initiatives that provide avenues for more economically secure Sikhs to help the most vulnerable people in our community, and inspire them to achieve their highest potential.

    These programs include:

    1. A systemised CV Check program delivered across all our chapters
    2. A migrant buddy program, pairing established migrants with new migrants.
    3. Partnering with migrant focused organisations to help them thrive

      We enable our community to develop their professional capabilities and network organically

      By providing our community with the requisite skills, spaces, and networking opportunities for them to own their professional development.

      These include:

      1. Delivering an annual program of events that balance frequency and impact
      2. Carving out spaces on social media platforms and developing thriving online communities through curation, facilitation and management
      3. Licensing our intellectual property to enable people anywhere to leverage our experience in hosting networking events

        We co-ordinate sewa across our community

        By channelling the surplus motivations, skills, and energy of our community to organisations that need it.

        This includes:

        1. Delivering a project management framework to enhance the professionalism of other community organisations.

        Strategic principles

        The strategic pillars in the previous section lay out a vision, structure, and expected format for execution. As the strategy is delivered by the organisation, it is likely that we will require flexibility in pursuing this vision as as-yet unknown realities, constraints and challenges are uncovered.

        Recognising that the future is inherently unknowable, the below strategic principles have been outlined to help the organisation frame and consider strategic decisions and trade-offs and better equip it to make decisions that will ultimately take the organisation to the strategic vision, irrespective of the detail of the interim steps required to get it there.

        These strategic principles have been derived from a combination of the themes that have emerged from organisational legacy that we deliberately choose to continue, the internal workshops delivered across chapters, a recognition of structural trends in our organisational landscape, and at our core, the foundation of Sikh values.

        1. Eventual Redundancy: YSPN exists to build capacity within the community, fix the conditions which brought about its existence in order to eventually bring about its own redundancy
        2. Faith and Values: A grounding in the values of the Sikh faith, and their contemporary application. For example:
          1. Humanism, and the equality and unity of Humankind
          2. Selfless giving (Sewa)
          3. Living a truthful and honest life (Kirt Karni)
          4. Sharing with others and especially those less fortunate (Vand Shakkna)
        3. Inclusiveness: YSPN exists to promote access to its activity and networks by all people who see value in it, and does not make value judgements on participants definitions of success.
        4. Social Justice: YSPN takes a stand on important matters of social justice, and politics and projects an intellectually substantive position that is considerate of Sikh doctrine, and community standards and harmony.
        5. Technology: We use technology wherever possible to improve access, consolidate, scale and impact as many people as possible.
        6. Partnerships: We focus our limited resources, on the core activities where we have a privileged position, or capability and lean on partnerships and other vendors/providers for areas in which they are experts.