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By Ralph Destino
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Ralph Destino, chairman, Gemological Institute of America
Photo by David Beyda
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There is great wisdom in the familiar saying "the only constant in this world is change," and that surely applies to our great Institute. While our mission to serve the public interest remains as firmly fixed as ever, the ways in which we address that mission are always under review. Our methodology is never carved forever in stone. A prudent management team constantly looks for ways to improve its operations, and, at the same time, is prepared to explore new areas of involvement that could advance the fulfillment of its mission.
That is very much the case in all areas of the GIA enterprise: Education, the Laboratory, Research and Instruments. For the past several months, in association with consultants and the participation of staff from these divisions, we have carefully reviewed not only how we conduct the operation of each, but how they interact with one another in mutually productive ways.
With an open mind and a critical eye, this review examined all aspects of the environment in which we function, paying particular attention to our curriculum, Laboratory efficiencies, competition, global presence, research and instruments imperatives, and outreach programs. Each were measured against the trends taking place in the gem and jewelry industry.
A comprehensive strategic plan for the future of our Institute has emerged from this study.
Leading the way is the recognition that GIA must address in a meaningful way the single most impactful movement in this industry, and that, surely, is globalism. Traditional centers of gemological leadership are witnessing the growth of vibrant new locations destined to play a steadily increasing role in the industry.
Perhaps most noteworthy is the explosive growth of consumer demand for gem and jewelry products in new markets like India, China and Korea. Equally dramatic is the dominant position India has captured in the manufacture of finished diamonds: more than 90 percent of all the diamonds in the world are cut and polished there.
You will read about the planning for new GIA laboratories in this compelling international environment in this issue of The Loupe (see page 16). You will learn how our labs are readying themselves for the increase in capacity that will be a natural consequence of global expansion. You will also read about the Lab's four-part commitment: to provide additional services for our clients, to double the number of stones currently being graded, to do it all in half the time it now takes, and to accomplish everything without sacrificing any of our standards or integrity.
Concurrent with the industry's geographical changes is the demand for gemological knowledge in these new centers. In the coming weeks and months, you can look for news about new GIA education facilities in the areas where such growth is taking place. Our existing schools will also execute a number of initiatives developed in the strategic plan, among them a new "career track" philosophy in which a student's curriculum will be shaped from the outset by that student's chosen career path (retail, wholesale, manufacturing or design). The result: better preparation for specific careers.
As we implement the educational initiatives developed in the strategic plan, there will emerge a stronger and more responsive Institute, one with three fully developed entities: the School of Gemology, School of Jewelry Manufacturing Arts and School of Business. The industry needs this breadth of educational offerings, and GIA will rise to that need.
That same strategic plan also examined the other two critical components of our Institute – Research and Instruments – and drew some very meaningful conclusions here, as well. Chief among its findings, and ready for implementation, is the need for greater coordination between these two divisions. The result will be the creation of a cross-functional team that links the talents from each unit to provide a heightened level of instrument support for our labs, schools, the pure science of gemology, and the needs of the industry.
When the complete strategic plan was presented to our Board of Governors at the last meeting, it was approved unanimously and with enthusiasm for the changes it advocated. The plan, as submitted to the Board, contained more than 200 pages of observations and recommendations. My column obviously touches on only a handful of elements from that massive document.
Future issues of The Loupe will delve further into GIA's plans, but be assured from this moment going forward, that the door has been opened to a glorious next chapter in our great history.
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