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Stratergic planning.
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- 2. Define theterm strategic planning process Explain how to create and execute a strategic plan provide a common model that the entire organization can follow.
- 3. Process to establishpriorities on what you will accomplish in the future Forces you to make choices on what you will do and what you will not do Pulls the entire organization together around a single game plan for execution Broad outline on where resources will get allocated
- 4. If youfail to plan, then you plan to fail – be proactive about the future Strategic planning improves performance Counter excessive inward and short-term thinking Solve major issues at a macro level Communicate to everyone what is most important
- 5. Where are wenow? (Assessment) Where do we need to be? (Gap / Future End State) How will we close the gap (Strategic Plan) How will we monitor our progress
- 6. Address criticalperformance issues Create the right balance between what the organization is capable of doing vs. what the organization would like to do Cover a sufficient time period to close the performance gap Visionary – convey a desired future end state Flexible – allow and accommodate change Guide decision making at lower levels
- 7. Where we are Where we How we will do How are we want to be it. doing. Assessment Baseline Component Down to Evaluation. specifics -Environmental -Situation- past -Mission & Performance -Performance scan present, future. vision measurement management -Background -Significant -Values/guiding - Review information issues principles Targets/standar progress. - gaps - Major goals d of performance - Take -Situational -Specific corrective analysis. action objectives Initiatives & -SWOT - Feedback projects upstream- revise plan Action plans
- 8. Senior leadership commitment Who will do what? What will each group do? How will we do it? When is the best time?
- 9. Internal Assessment: Organizational assets: - resources Human/Non-human - culture, - systems, - partnerships, - suppliers,
- 10. External Assessment: -Marketplace, - competitor’s, - social trends, - technology, - regulatory environment, - economic cycles .
- 11. Strength’s Strength’s – Those things that you do well, the high value or performance points Strengths can be tangible: efficient distribution channels, very high quality products, excellent financial condition Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid reputation, high skilled workforce. Often considered “Core Competencies” – Best leverage points for growth without draining your resources.
- 12. Weaknesses – Those things that prevent you from doing what you really need to do Since weaknesses are internal, they are within your control Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor product quality, slow distribution and delivery channels, outdated technologies, lack of planning, . . .
- 13. Opportunities –Potential areas for growth and higher performance External in nature – marketplace, better economic conditions, more open trading policies, . . Internal opportunities should be classified as Strength’s Timing may be important for capitalizing an opportunities
- 14. Threats – Challenges confronting the organization, external in nature Threats can take a wide range – bad coverage, shifts in consumer behavior, substitute products, new regulations, . . . The more accurate you are in identifying threats, the better position you are for dealing with the “sudden ripples” of change.
- 15. Puts everything about the organization into a single context for comparability and planning Descriptive about the company as well as the overall environment Include information about relationships – customers, partners, . . . Preferred format is the Organizational Profile
- 16. Products/ Services – Delivery Channels, Contracts, Arrangements, . . . Organizational Culture – Barriers, Leadership, Communication, Cohesiveness . . . . Workforce /Productivity – Skill levels, aging workforce, . . Infrastructure – Systems, technology, facilities, . . Regulatory – Product / Service Regulation, Quality Standards, Safety, Environmental, . . .
- 17. Organizational Structure – Functions: Board, Management Layers, . . . Customer Relationships – Requirements, Satisfaction, Expectations, . . . Value Chain – Relationship between everyone in the value chain . . . . Partner Relationships – Alliances, customer partnerships, . . .
- 18. Customer Products/Services Financial Human Capital Operational External (Regulatory Compliance)
- 19. Baseline / Org Profile Challenges / SWOT Gap = Basis for Long-Term Strategic Plan
- 20. Mission-why we exist. Vision- what we want to be Goal- what we must achieve to be successful. Objectives- specicific outcomes expressed in measurable terms ( not activities). Initiatives- planned actions to achieve objectives Measures-indicators and monitors for success Targets-desired measure of performance and time lines.
- 21. Captures the essence of why the organization exists – Who we are, what we do Explains the basic needs that you fulfill Expresses the core values of the organization Should be brief and to the point Easy to understand If possible, try to convey the unique nature of your organization and the role it plays that differentiates it from others
- 22. How the organization wants to be perceived in the future – what success looks like. An expression of the desired end state. Challenges everyone to reach for something significant – inspires a compelling future Provides a long-term focus for the entire organization
- 23. Every organization should be guided by a set of values and beliefs. Provides an underlying framework for making decisions – part of the organization’s culture. Values are often rooted in ethical themes, such as honesty, trust, integrity, respect, fairness, . . . . Values should be applicable across the entire organization. Values may be appropriate for certain best management practices – best in terms of quality, exceptional customer service, etc.
- 24. We obey the law and do not compromise moral or ethical principles – ever! We expect to be measured by what we do, as well as what we say.
- 25. Describes a future end-state – desired outcome that is supportive of the mission and vision. Shapes the way ahead in actionable terms. Best applied where there are clear choices about the future. Puts strategic focus into the organization – specific ownership of the goal should be assigned to someone within the organization. May not work well where things are changing fast – goals tend to be long-term for environments that have limited choices about the future.
- 26. Cascade from the top of the Strategic Plan – Mission, Vision, Guiding Principles. Look at your strategic analysis – SWOT, Environmental Scan, Past Performance, Gaps . . Limit to a critical few – such as five to eight goals. Broad participation in the development of goals: Consensus from above – buy-in at the execution level. Should drive higher levels of performance and close a critical performance gap.
- 27. Reorganize the entire organization for better responsiveness to customers. Maintain and enhance the physical conditions of our public facilities.
- 28. Relevant -directly supports the goal Compels the organization into action Specific enough so we can quantify and measure the results Simple and easy to understand Realistic and attainable Conveys responsibility and ownership Acceptable to those who must execute May need several objectives to meet a goal
- 29. The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic objectives. Each Initiative has a supporting Action Plan (s) attached to it. Action Plans are geared toward operations, procedures, and processes. They describe who does what, when it will be completed, and how the organization knows when steps are completed. Like Initiatives, Action Plans require the monitoring of progress on Objectives, for which measures are needed
- 30. Objectives Initiatives Action Plans
- 31. Assign responsibilityfor the successful completion of the Action Plan. Who is responsible? What are the roles and responsibilities? Detail all required steps to achieve the Initiative that the Action Plan is supporting. Where will the actions be taken? Establish a time frame for the completion each steps. When will we need to take these actions? Establish the resources required to complete the steps. How much will it take to execute these actions?
- 32. Define the specific actions (steps) that must be taken to implement the initiative. Determine the deliverables (in measurable terms) that should result from completion of individual steps. Identify in-process measures to ensure the processes used to carry out the action are working as intended. Define the expected results and milestones of the action plan.
- 33. Provide abrief status report on each step, step whether completed or not. What communication process will we follow? How well are we doing in executing our action plan? Based on the above criteria, you should be able to clearly define your action plan. If you have several action plans, you may have to prioritize.
- 34. Requires that you have answered the Who, What, How, Where, and When questions, related to the project or initiative that drives strategic execution Coordinate with lower level sections, administrative and operating personnel since they will execute the Action Plan in the form of specific work plans Assign action responsibility and set timelines – Develop working plans and schedules that have specific action steps Resource the project or initiative and document in the form of detail budgets (may require reallocation prior to execution) Monitor progress against milestones and measurements Correct and revise action plans per comparison of actual results against original action plan
- 35. Measure your milestones – short-term outcomes at the Action Item level. Measure the outcomes of your objectives. Try to keep your measures one per objective. May want to include lead and lag measures to depict cause-effect relationships if you are uncertain about driving (leading) the desired outcome. Establish measures using a template to capture critical data elements
- 36. Integrity –Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organization Reliable: Consistent Accurate - Correct Timely – Available when needed: designed to use and report data in a usable timeframe Confidential and Secure: Free from inappropriate release or attack
- 37. For each measurement, you should have at least one target. Targets should stretch the organization to higher levels of performance. Incremental improvements over current performance can be used to establish your targets. Targets put focus on your strategy When you reach your targets, you have successfully executed your strategy
- 38. Continuous Feedback
- 39. The world’s best Strategic Plan will fail if it is not adequately resourced through the budgeting process Strategic Plans cannot succeed without people, time, money, and other key resources Aligning resources validates that initiatives and action plans comprising the strategic plan support the strategic objectives
- 40. Every Action Planshould identify the following: The people resources needed to succeed The time resources needed to succeed The money resources needed to succeed The physical resources (facilities, technology, etc.) needed to succeed Resource information is gathered by Objective Owners which is provided to the Budget Coordinators for each Business Unit. Resources identified for each Action Plan are used to establish the total cost of the Initiative. Cost-bundling of Initiatives at the Objective level is used by our Business Unit Budget Coordinators to create the Operating Plan Budget
- 41. Integrate all components from the top to the bottom: Vision > Mission > Goals > Objectives > Measures > Targets > Initiatives > Action Plans > Budgets. Get Early Wins (Quick Kills) to create some momentum Seek external expertise (where possible and permissible) Articulate your requirements to senior leadership if they are really serious about strategic execution