Download
1 / 179
1.87k likes | 2.09k Views
Corporate Strategic Planning. Presented by: Mike Monar. Strategic Planning: Course Objectives. Strategic Planning: Course Objectives. Session One . Introduction to Strategic Planning & Preparation . Session Objectives. This session will prepare you to:.
E N D
Corporate Strategic Planning Presented by: Mike Monar
Session One Introduction to Strategic Planning & Preparation
Session Objectives This session will prepare you to: Evolve processes by redefining stretegic planning in a new light Identify the importance of strategic planning Think “outside the box” to ensure flexibility and practicality in crafting your strategy
Session Agenda Introductions Strategic Planning Model Laying the Foundation Three Key Elements of a Fresh Perspective Preparation
Introductions Where are you from? Within what industry do you work? What do hope to learn during this session? What is your greatest challenge in terms of strategic planning in your organization?
Laying the Foundation “The real path to greatness, it turns out, requires simplicity and diligence. It requires clarity, not instant illumination. It demands each of us to focus on what is vital —and to eliminate all of the extraneous distractions.” - Jim Collins from “Good to Great”
Group Exercise Laying the Foundation What is the difference between a plan and a strategic plan? What has been your experience with strategic planning?
Laying the Foundation Plan: A plan is an arrangement, a pattern, a program, or a scheme for a definite purpose. A plan is very concrete in nature and doesn’t allow for deviation. If “Plan A” doesn’t work, you don’t alter “Plan A” and try again. Rather, you move to “Plan B;” something totally different. Strategy: A strategy, on the other hand, is a blueprint, layout, design, or idea used to accomplish a specific goal. A strategy is very flexible and open for adaptation and change when needed.
Laying the Foundation The Importance of a Strategic Plan: Informs operational plans Inspires and excites employees, customers, partners, shareholders, and others about the organization Directs and predicts how the customer base and product line will react or change in the future
Laying the Foundation The Importance of a Strategic Plan: Identifies risks the organization will have to manage in order to move in a determined direction Serves as a communication mechanism for the company's mission, vision, values and long-term objectives Based on strengths in previous knowledge
Group Exercise How do you think strategic planning is changing? How can you help to develop your organization's approach to strategic planning …………?
Three Key Elements of a Fresh Perspective on Strategic Planning
Strengths-Based Thinking: Appreciative Inquiry Focuses on core strengths of an organization rather than its weaknesses Elicits enhanced performance at both an individual and an organizational level Creates a heightened sense of momentum and positive energy Example: HP
Open-Source Decision Making • Creates collective ownership and a greater wealth of ideas • Creates synergy in large groups where there are many complex and diverse ideas • Must extend outside the organization
Dynamic Approach Modern strategic plans should be dynamic and adaptive, not static: “Strategy, as we knew it, is dead. Corporate clients decided that increased flexibility and accelerated decision making are much more important than simply predicting the future.” -Walt Shill, North American Management Consulting at Accenture
Preparation • Consider the scope • General outcomes, goals, and objectives • Timeframe for developing the plan • Extent of changes
Preparation • Use criteria to identify and select key stakeholders • People involved with the formation of a strategic plan • People willing and able to commit time and energy to the process • Initiate the marketing of the plan
Session Review In this session we have learned… • The components of the strategic planning model • The value in differentiating between a strategic plan and an action plan • Three Key Elements that we can apply in the strategic planning process • Strength based thinking • Open source decision making • Dynamic approach • When preparing your strategic plan consider general outcomes, goals, objectives, time frame, and stakeholders
Session Two Scanning the Environment
Session Objectives This session will prepare you to… • Examine your organization critically with SWOT Analysis • Evaluate your organization’s strengths and weaknesses with internal analysis • Perform an environmental scan to identify true opportunities and threats with external analysis • Stay one step ahead of the competition by forecasting future trends and market evolution
Session Agenda Scanning the Business Environment Collecting Relevant Data SWOT Analysis Analyzing Data Staying One Step Ahead
Group Exercise What is your experience with strategic planning? What role have you taken in strategic planning initiatives in the past? What are some examples of strategic planning efforts that you have seen that were particularly problematic? What has not worked? What are some examples of strategic planning efforts that you have seen that were particularly successful? What has worked?
Scanning the Business Environment Discovering the right priorities Validating ideas Stopping history from repeating itself
Scanning the Business Environment Discovering the Right Priorities Validating Ideas Information gathered will inform you whether the outcomes, goals, and objectives identified in the preparation phase are the right priorities for your organization Information will reveal the appropriateness of your outcomes, goals and objectives
Scanning the Business Environment Stopping History from Repeating Itself To best understand the information from your environment, it will be important to take your organization's past development and growth into consideration, identifying strengths and gaps
Group Exercise Collecting Relevant Data To collect relevant data, you must know what information to collect What should you know before you begin forming strategic goals?
Collecting Relevant Data • Sources of relevant data: • Can include departments within the organization • (Global) Market • History • Benchmarking data • Survey data • Financial analysis • External analysis • SWOT analysis
Analyzing Data Mapping Opportunities: Another approach to understanding your data
Stay One Step Ahead of Your Competition • Focus your attention toward growing trends both inside and out of your industry • Look to new developments in technology • Manufacturing • Marketing • Employee engagement • Evaluate how competitors function • Product development • Employee engagement and retention • Profitability and cost reduction • Succession planning
Group Exercise Focused Data Collection and Analysis Consider what goes into collecting relevant data from your department/organization. How might that data drive the development of the strategic plan? What information might be irrelevant to the strategic plan and become a burden ? What data have you been collecting until now?
Session Review In this session we have learned… How to examine your organization critically with SWOT Analysis How to evaluate your organization’s strengths and weaknesses with internal analysis How to perform an environmental scan to identify true opportunities and threats with external analysis How to stay one step ahead of the competition by forecasting future trends and market evolution
Session Three Mission, Vision, and Values
Session Objectives This session will prepare you to: Define your organization’s mission, vision, and values Utilize seven steps to developing an effective vision Develop more effective company statements
Session Agenda Strategic Company Statements: Mission, Vision, and Values Developing Effective Company Statements Case Study: Society of Actuaries
Strategic Company Statements • Mission • What is the purpose of your business? What does your organization do? • Vision • What do you aspire to be? What should your organization look like in the future? • Values • What are the values that you expect your company to exhibit at all times? How should your organization act?
Strategic Company Statements: Mission Purpose of the organization Core function Organization’s reason for existing What the organization does uniquely well Who the organization serves The organization's intentions or values towards the clientele to be served
Strategic Company Statements: Vision • Realistic • Based on dynamic business factors within the scope of your organization • Credible • Consistently reinforced by the employees and the organization • Motivating • Inspire employees within the organization to carryout the vision • Impactful • Demonstrate the ability to continuously thrive over time
Developing an Effective Vision 1. Understand the organization • What is the purpose? Mission? Values? • What is the climate of the industry? • Who are the internal and external stakeholders? 2. Conduct an audit of the vision • Assess direction and momentum • Does the organization have a clearly stated vision? • Does the organization’s structure support the direction?
