STRATEGIC PLANNING

STRATEGIC PLANNINGSTRATEGIC PLANNING
ByBy
Olugbenga Olubunmi Aina,Olugbenga Olubunmi Aina,
LL.B. (Hons.) (OAU), BL; MSW (Gallaudet)LL.B. (Hons.) (OAU), BL; MSW (Gallaudet)
Director, Office of International Programs andDirector, Office of International Programs and
Services (OIPS)Services (OIPS)
Gallaudet UniversityGallaudet University

IMPORTANCE OFIMPORTANCE OF
 Strategic planning helps leaders:Strategic planning helps leaders:
– see the big picture about what they wantsee the big picture about what they want
to accomplishto accomplish
– how they want to do ithow they want to do it
– make their organization more effectivemake their organization more effective
Strategic plan = effective leadershipStrategic plan = effective leadership
= effective organization.= effective organization.

BENEFITS OFBENEFITS OF
 define the purpose of the organizationdefine the purpose of the organization
 establish realistic goals and objectivesestablish realistic goals and objectives
 communicate goals to memberscommunicate goals to members
 promote members sense of ownership inpromote members sense of ownership in
the planthe plan
 provide starting point to measure progressprovide starting point to measure progress
 satisfaction when plan comes to fruitionsatisfaction when plan comes to fruition
 help solve major problemshelp solve major problems

FACTORSFACTORS
INFLUENCING AINFLUENCING A
STRATEGIC PLANSTRATEGIC PLAN
 These can influence a planThese can influence a plan for betterfor better
or for worse.or for worse.
– nature of the organization's leadershipnature of the organization's leadership
– culture of the organizationculture of the organization
– complexity of the organization'scomplexity of the organization's
environmentenvironment
– size of the organizationsize of the organization
– expertise of plannersexpertise of planners

MODELSMODELS
 goals-based modelsgoals-based models
 issues-based modelsissues-based models
 organic modelsorganic models

DEVELOPINGDEVELOPING
STRATEGIC PLAN:STRATEGIC PLAN:
WHENWHEN
 when a new organization is just gettingwhen a new organization is just getting
started.started.
 when a new major venture is beingwhen a new major venture is being
preparedprepared
 to be ready for the coming fiscal year.to be ready for the coming fiscal year.
 when an organization has never had awhen an organization has never had a
strategic plan beforestrategic plan before

OTHER FACTORSOTHER FACTORS
 The strategic plan can be reviewedThe strategic plan can be reviewed
periodically and revisedperiodically and revised
 action plans should be updated yearlyaction plans should be updated yearly
 During implementation, progressDuring implementation, progress
should be reviewed at least every 3 orshould be reviewed at least every 3 or
6 months.6 months.

WRITING YOURWRITING YOUR
STRATEGIC PLANSTRATEGIC PLAN
 the real benefit of the strategic planningthe real benefit of the strategic planning
exercise is the processexercise is the process
 there is no "perfect" plan.there is no "perfect" plan.
 the process is a series of small movesthe process is a series of small moves
 start simple, but startstart simple, but start
 be prepared to use an outside facilitatorbe prepared to use an outside facilitator
 be prepared to hold planning meetingsbe prepared to hold planning meetings
 complete everything within 1 weekcomplete everything within 1 week

WHO SHOULD HELPWHO SHOULD HELP
 start with Strategic Planning Team (SPT)start with Strategic Planning Team (SPT)
 ensure SPT includes executive leadershipensure SPT includes executive leadership
 identify other people to work on the planidentify other people to work on the plan
 make sure that the SPT is representativemake sure that the SPT is representative
– if stakeholders feel involved in planning, thenif stakeholders feel involved in planning, then
they will support implementationthey will support implementation

IMPLEMENTATIONIMPLEMENTATION
 People who implement the strategic planPeople who implement the strategic plan
must be involved in planningmust be involved in planning
 strategic goals need to be realisticstrategic goals need to be realistic
 compartmentalize the plan into smallercompartmentalize the plan into smaller
action plans or tasksaction plans or tasks
 specify who will perform what taskspecify who will perform what task
 include task completion deadlinesinclude task completion deadlines
 assign each task in the action plan to 2assign each task in the action plan to 2
peoplepeople

 include dates and venues for regularinclude dates and venues for regular
review of implementationreview of implementation
 identify a person to check progress onidentify a person to check progress on
implementationimplementation
 rotate the “checkers” forrotate the “checkers” for
implementation to ensure verificationimplementation to ensure verification
 make everybody in the organizationmake everybody in the organization
aware of the plan for implementationaware of the plan for implementation

 identify one or two persons withidentify one or two persons with
overall responsibility for overseeingoverall responsibility for overseeing
the entire implementation processthe entire implementation process
 give the Board or Executivegive the Board or Executive
Committee room to offer feedback onCommittee room to offer feedback on

S.W.O.T. ANALYSISS.W.O.T. ANALYSIS
 StrengthsStrengths:: Inherent qualities whichInherent qualities which
make the organizationmake the organization
strong.strong.
 WeaknessesWeaknesses:: Inherent characteristics ofInherent characteristics of
the organization that makethe organization that make
it weak.it weak.
 OpportunitiesOpportunities:: External conditions whichExternal conditions which
can support or benefit thecan support or benefit the
organization.organization.
 ThreatsThreats:: External conditions whichExternal conditions which
can hurt or harm thecan hurt or harm the
organizationorganization

WHY SWOT?WHY SWOT?
 develops a common perceptiondevelops a common perception
 identifies strengths, weaknesses,identifies strengths, weaknesses,
trends and conditionstrends and conditions
 draws on internal and externaldraws on internal and external
informationinformation
 a key on-going process for internala key on-going process for internal
and external honesty and openness toand external honesty and openness to
changing conditionschanging conditions

IMPORTANCE OF SWOTIMPORTANCE OF SWOT
 a thorough SWOT analysis makes thea thorough SWOT analysis makes the
planning process really strategicplanning process really strategic
 guesswork is not strategic!guesswork is not strategic!
 SWOT identifies areas forSWOT identifies areas for
developmentdevelopment
 SWOT can be the basis of your overallSWOT can be the basis of your overall
strategy for future advancementstrategy for future advancement

SWOT ANALYSISSWOT ANALYSIS
TOOLSTOOLS
 Open ForumsOpen Forums
 SurveysSurveys
 Focus GroupsFocus Groups
 QuestionnairesQuestionnaires

SWOT OVER! WHATSWOT OVER! WHAT
NEXT?!NEXT?!
 How can I use my strengths to enable me toHow can I use my strengths to enable me to
take advantage of the opportunities I havetake advantage of the opportunities I have
identified?identified?
 How can I use these strengths to overcomeHow can I use these strengths to overcome
the threats I have identified?the threats I have identified?
 What do I need to do to overcome theWhat do I need to do to overcome the
identified weaknesses in order to takeidentified weaknesses in order to take
advantage of the opportunities?advantage of the opportunities?
 How will I minimize my weaknesses toHow will I minimize my weaknesses to
overcome the identified threats?overcome the identified threats?

DURING SWOT, WHAT?DURING SWOT, WHAT?
 identify issues by addressing someidentify issues by addressing some
questionsquestions
 collect and organize members’ inputcollect and organize members’ input
 Attend only to the important issuesAttend only to the important issues
 Gain consensus on the top three to fiveGain consensus on the top three to five
issues and goals, and prioritize themissues and goals, and prioritize them
 Deal with issues that you can do somethingDeal with issues that you can do something
aboutabout

DURING SWOT, WHAT?DURING SWOT, WHAT?
 clearly articulate issues so that peopleclearly articulate issues so that people
outside the organization canoutside the organization can
understand itunderstand it
 assign someone in the group to be theassign someone in the group to be the
“devil’s advocate“devil’s advocate
 don’t ignore current major issues ondon’t ignore current major issues on
the altar of a fantasythe altar of a fantasy
 ask someone to reword issues toask someone to reword issues to
goalsgoals

STRATEGICSTRATEGIC
DIRECTIONSDIRECTIONS
strategic directions arestrategic directions are thethe
methods or strategiesmethods or strategies youyou
intend to useintend to use to achieve theto achieve the
goalsgoals you outlineyou outline in yourin your
strategic planstrategic plan

IDENTIFYING ISSUESIDENTIFYING ISSUES
AND GOALSAND GOALS
 an effective SWOT analysis isan effective SWOT analysis is
important!important!
 a solid strategic analysis that includesa solid strategic analysis that includes
assessment of theassessment of the externalexternal
environment of the organizationenvironment of the organization
and feedback from stakeholdersand feedback from stakeholders

DEVELOPINGDEVELOPING
STRATEGIC ISSUESSTRATEGIC ISSUES
 Recognize strategies you need to beRecognize strategies you need to be
associated withassociated with
 should focus on structural changes as muchshould focus on structural changes as much
as possibleas possible
 strategies deal with specific questionsstrategies deal with specific questions
 Brainstorm to collect ideasBrainstorm to collect ideas
 look at your strategic historylook at your strategic history
 ensure strategies don’t conflict with eachensure strategies don’t conflict with each
otherother

WHAT ISWHAT IS
BRAINSTORMING?BRAINSTORMING?
 Brainstorming is collecting as manyBrainstorming is collecting as many
ideas as possible and then screeningideas as possible and then screening
them to find the best ideathem to find the best idea
 during brainstorming, do not reject anyduring brainstorming, do not reject any
ideas because they sound silly orideas because they sound silly or
unrealistic or impracticalunrealistic or impractical
 Write down all the ideas that areWrite down all the ideas that are
suggested to yousuggested to you

WHAT ELSE?WHAT ELSE?
 meetings to identify strategies may be themeetings to identify strategies may be the
most troublesomemost troublesome
 ensure effective communicationensure effective communication
 brainstorm to collect ideasbrainstorm to collect ideas
 organize ideas in notesorganize ideas in notes
 ask “Why” five times to each ideaask “Why” five times to each idea
 clarify whether ideas are based onclarify whether ideas are based on
assumption, solid data, or is a conclusionassumption, solid data, or is a conclusion

THE GOALS GRIDTHE GOALS GRID
 What do you want that you don'tWhat do you want that you don't
have? (have? (AchieveAchieve))
 What do you want that you alreadyWhat do you want that you already
have? (have? (PreservePreserve))
 What don't you have that you don'tWhat don't you have that you don't
want? (want? (AvoidAvoid))
 What do you have now that you don'tWhat do you have now that you don't
want? (want? (EliminateEliminate))

MISSION STATEMENTMISSION STATEMENT
 your Mission Statement declaresyour Mission Statement declares
'why''why' your organization existsyour organization exists
 your Mission Statement is the centeryour Mission Statement is the center
of it all!of it all!
 your Mission Statement isyour Mission Statement is the onlythe only
foundationfoundation upon which your strategicupon which your strategic
plan can be developedplan can be developed

MISSION STATEMENT:MISSION STATEMENT:
HOWHOW
 say WHY your organization existssay WHY your organization exists
 "What is our reason for existence; why"What is our reason for existence; why
do we exist?”do we exist?”
 useuse short sentencesshort sentences
 focus on what isfocus on what is uniqueunique about yourabout your
organizationorganization

MISSION STATEMENT:MISSION STATEMENT:
WHATWHAT
 So what should your missionSo what should your mission
statement say?statement say?
– 4 things:4 things:
Purpose.Purpose.
Business.Business.
Values.Values.
Beneficiaries.Beneficiaries.

YOUR ACTION PLANYOUR ACTION PLAN
 Action plan basics:Action plan basics:
– who is going to dowho is going to do
 what,what,
 by when, andby when, and
 in what orderin what order
so that your organization can accomplishso that your organization can accomplish
its strategic goalsits strategic goals

ACTION PLANACTION PLAN
DEVELOPMENTDEVELOPMENT
 show how you will accomplish eachshow how you will accomplish each
strategic goalstrategic goal
 have an action plan for each area ofhave an action plan for each area of
your organizationyour organization
 each officer has an action plan thateach officer has an action plan that
contributes to the overall action plancontributes to the overall action plan

 the plan for the organization, each majorthe plan for the organization, each major
function, each officer or staff, might specifyfunction, each officer or staff, might specify
– goals to be accomplishedgoals to be accomplished
– How each goal contributes to the overallHow each goal contributes to the overall
strategic goalsstrategic goals
– specific objectives to be accomplishedspecific objectives to be accomplished
– how those results will be achievedhow those results will be achieved
– when the results will be achievedwhen the results will be achieved

 You must develop yourYou must develop your
objectives and timelinesobjectives and timelines
 Remember that objectives and theirRemember that objectives and their
timelines are only guidelines, not rulestimelines are only guidelines, not rules
set in stone. They can be deviatedset in stone. They can be deviated
from, butfrom, but deviations should bedeviations should be
understood and explainedunderstood and explained..

WRITING ANDWRITING AND
ORGANIZINGORGANIZING
 start with an initial draftstart with an initial draft
 it does not need to contain every detailit does not need to contain every detail
 present to the Board of Directors orpresent to the Board of Directors or
Executive Council for review and approvalExecutive Council for review and approval
 make sure that the strategic plan can bemake sure that the strategic plan can be
understood by outsidersunderstood by outsiders
 organize your strategic plan into sectionsorganize your strategic plan into sections
which outsiders can followwhich outsiders can follow

WRITING ANDWRITING AND
ORGANIZINGORGANIZING
 the 5 sections of your strategic planthe 5 sections of your strategic plan
– Executive SummaryExecutive Summary
– AuthorizationAuthorization
– Organizational DescriptionOrganizational Description ..
– Mission, Vision and ValuesMission, Vision and Values
StatementsStatements
– Goals and StrategiesGoals and Strategies

COMMUNICATING THECOMMUNICATING THE
PLANPLAN
 every board member and member of theevery board member and member of the
executive should get a copyexecutive should get a copy
 everyone in the organization should get aeveryone in the organization should get a
copycopy
 post your mission and vision and valuespost your mission and vision and values
statements on your office wallsstatements on your office walls
 publish all or part of it in your regularpublish all or part of it in your regular
newsletter, and advertising and marketingnewsletter, and advertising and marketing
materialsmaterials

COMMUNICATING THECOMMUNICATING THE
PLANPLAN
 train members on portions of the plantrain members on portions of the plan
during orientationsduring orientations
 Include portions of the plan in policiesInclude portions of the plan in policies
and procedures, including yourand procedures, including your
operating manual.operating manual.
 give copies of the plan for majorgive copies of the plan for major
stakeholders, for example, supporters,stakeholders, for example, supporters,
donors, potential collaborators, etcdonors, potential collaborators, etc

MONITORING ANDMONITORING AND
EVALUATIONEVALUATION
 monitor and evaluate yourmonitor and evaluate your
strategic plan continuouslystrategic plan continuously
during implementation toduring implementation to
make sure that you are onmake sure that you are on
tracktrack

Responsibilities for Monitoring and EvaluationResponsibilities for Monitoring and Evaluation
 the plan should specify who is responsible:the plan should specify who is responsible:
– for the overall implementation of the planfor the overall implementation of the plan
– for achieving each goal and objectivefor achieving each goal and objective
– to monitor the implementation of the planto monitor the implementation of the plan
– to make decisions based on the resultsto make decisions based on the results

 set up regular monitoring periods:set up regular monitoring periods:
monthly quarterly, every 2 months, etc.monthly quarterly, every 2 months, etc.
 acknowledge, reward andacknowledge, reward and
communicate any progresscommunicate any progress
 examine causes for lack of progressexamine causes for lack of progress
 questions, questions, questions!questions, questions, questions!

REPORTING RESULTSREPORTING RESULTS
 Always write down the status reports.Always write down the status reports.
In the reports, describe:In the reports, describe:
– Answers to the above key questions whileAnswers to the above key questions while
monitoring implementation.monitoring implementation.
– Trends regarding the progress (or lackTrends regarding the progress (or lack
thereof) toward goals, including whichthereof) toward goals, including which
goals and objectivesgoals and objectives
– Recommendations about the statusRecommendations about the status
– Any actions needed by executiveAny actions needed by executive

NOW YOU’RENOW YOU’RE
FINISHED!!!FINISHED!!!
 When you have accomplished theWhen you have accomplished the
objectives set out in your strategicobjectives set out in your strategic
plan,plan, you need to celebrate.you need to celebrate.
 PARTY!PARTY!
 Reward your people for theirReward your people for their
efforts!efforts!
 Acknowledge them for a job wellAcknowledge them for a job well
done!done!

PROBLEM SOLVINGPROBLEM SOLVING
 an organized approach to solvingan organized approach to solving
problem and making decisions is vitalproblem and making decisions is vital
to progressto progress
 7 steps to solving problems and7 steps to solving problems and
making decisions that are based onmaking decisions that are based on
well-considered judgmentswell-considered judgments

DEFINE THE PROBLEMDEFINE THE PROBLEM
 understand more about why you thinkunderstand more about why you think
there's a problemthere's a problem
– What can youWhat can you seesee that causes you to thinkthat causes you to think
there's a problem?there's a problem?
– Where is it happening?Where is it happening?
– How is it happening?How is it happening?
– Why is it happening?Why is it happening?
– When is it happening?When is it happening?
– With whom is it happening?With whom is it happening?

 When a problem comesWhen a problem comes
along, study it until you arealong, study it until you are
completely knowledgeable.completely knowledgeable.
Then find that weak spot,Then find that weak spot,
break the problem apart,break the problem apart,
and the rest will be easy –and the rest will be easy –
Norman Vincent PealeNorman Vincent Peale

LOOK AT POTENTIALLOOK AT POTENTIAL
CAUSESCAUSES
 get input from other people who noticeget input from other people who notice
the same problemthe same problem
 make sure you meet with people onemake sure you meet with people one
at a time at firstat a time at first
 write down your opinion, and alsowrite down your opinion, and also
write down what you have heard fromwrite down what you have heard from
othersothers

 Don't find fault. Find aDon't find fault. Find a
remedyremedy – Henry Ford– Henry Ford
A problem is a chance forA problem is a chance for
you to do your bestyou to do your best – Duke– Duke
EllingtonEllington

IDENTIFY ALTERNATIVEIDENTIFY ALTERNATIVE
APPROACHESAPPROACHES
 make sure that other people who aremake sure that other people who are
affected by the problem are involved inaffected by the problem are involved in
developing a solutiondeveloping a solution
 Brainstorm for solutions to the problemBrainstorm for solutions to the problem

 The majority of our society's problemsThe majority of our society's problems
are man-made, leaving the power ofare man-made, leaving the power of
solution in our hands.solution in our hands. – Johnnie E. Williams– Johnnie E. Williams
IIIIII
 Our problems are man-made, thereforeOur problems are man-made, therefore
they may be solved by man. No problemthey may be solved by man. No problem
of human destiny is beyond humanof human destiny is beyond human
beingsbeings – John F. Kennedy– John F. Kennedy

SELECT AN APPROACHSELECT AN APPROACH
 Which approach is most suitable to solveWhich approach is most suitable to solve
the problem over the long term?the problem over the long term?
 Which approach is most realistic for now?Which approach is most realistic for now?
 Do I have the resources? If I don’t have theDo I have the resources? If I don’t have the
resources, can I afford the resources?resources, can I afford the resources?
 Do I have enough time to implement theDo I have enough time to implement the
tasks needed to solve the problem?tasks needed to solve the problem?
 What kind of risk is involved with theWhat kind of risk is involved with the
approach I want to use?approach I want to use?

 "I must do something" always"I must do something" always
solves more problems thansolves more problems than
"Something must be done.""Something must be done." ––
UnknownUnknown

PLAN THEPLAN THE
 this is your action plan!this is your action plan!
– write down what you think the situation will lookwrite down what you think the situation will look
like after the problem is solvedlike after the problem is solved
– decide the steps for implementationdecide the steps for implementation
– establish a monitoring processestablish a monitoring process
– decide what resources you will need to solve thedecide what resources you will need to solve the
problemproblem
– make sure that you include timelinesmake sure that you include timelines
– identify who will be responsible foridentify who will be responsible for

 The problem is not thatThe problem is not that
there are problems. Thethere are problems. The
problem is expectingproblem is expecting
otherwise and thinking thatotherwise and thinking that
having problems is ahaving problems is a
problemproblem –– Theodore RubinTheodore Rubin

MONITOR THEMONITOR THE
 Are you seeing what you would expect?Are you seeing what you would expect?
 Will the plan be done according toWill the plan be done according to
schedule?schedule?
 If the plan is not being followed, then:If the plan is not being followed, then:
– Was the plan realistic?Was the plan realistic?
– Are there sufficient resources toAre there sufficient resources to
accomplish the plan?accomplish the plan?
– Should more priority be placed on variousShould more priority be placed on various
aspects of the plan?aspects of the plan?
– Should the plan be changed?Should the plan be changed?

 Do not think of your faults;Do not think of your faults;
still less of others' faults.still less of others' faults.
Look for what is good andLook for what is good and
strong and try to imitate it.strong and try to imitate it.
Your faults will drop off likeYour faults will drop off like
dead leaves when their timedead leaves when their time
comescomes – John Ruskin– John Ruskin

VERIFY IF THE PROBLEMVERIFY IF THE PROBLEM
HAS BEEN RESOLVEDHAS BEEN RESOLVED
 To discover if a problem has beenTo discover if a problem has been
solved or not, resume normal businesssolved or not, resume normal business

VERIFY IF THE PROBLEMVERIFY IF THE PROBLEM
HAS BEEN RESOLVEDHAS BEEN RESOLVED
 At the end of each problem-solvingAt the end of each problem-solving
exercise, ask yourself the question:exercise, ask yourself the question:
– What did you learn from this problem solvingWhat did you learn from this problem solving
activity? Do you think you have gained newactivity? Do you think you have gained new
knowledge, new understanding and new skills?knowledge, new understanding and new skills?
 Write a brief memo that highlights theWrite a brief memo that highlights the
success of the problem solving effort, andsuccess of the problem solving effort, and
what you learned as a result. Share it!what you learned as a result. Share it!

 A man who hasA man who has
committed a mistakecommitted a mistake
and doesn't correct it isand doesn't correct it is
committing anothercommitting another
mistakemistake – Confucius– Confucius

STRATEGIC PLANNING

More Related Content

What's hot

Viewers also liked

Similar to STRATEGIC PLANNING

More from 'Gbenga Aina

STRATEGIC PLANNING