Creating and Implementing Strategic Plans That Work

1. ASSOCIATION OF INDEPENDENT SCHOOLS OF SA • W9RKING WITH THE BOARD • ‘Implementing Strategic Plans That Work’ • May 2011 Creating and Implementing Strategic Plans That Work

8. Taking Control of Your Destiny “ “The future is not some place we are going, but one we are creating. The paths to it are not found but made, and the activity of making them changes both the maker and the destination.” J. SCHAAR “i finally understood that to keep moving forward you not only have to look to the future you have to inhabit the future.” G. RODRIGUEZ “The trouble with planning is that it is analytic, bloodless and has no life. The truly successful organisation of the future will have soul. You can’t energise people or earn their support unless the organisation they are committing has a soul.” R. HASS vision believe plan develop succeed

9. Taking Control of Your Destiny “ “Good businesses leaders create a vision, articulate the vision and relentlessly drive it to completion.” K. BLANCHARD “The only way to sustain competitive advantage is to ensure your organisation is learning faster than the competitor” “A. De GEUS “If you want to mange someone start with yourself. Do that well and you are ready to stop managing and start leading.” W. BENNIS “ vision believe plan develop succeed

10. Taking Control of Your Own Destiny ““Leadership: The art of getting someone else to do something you want done because they want to do it.” D EISENHOWER “If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want 100 years f prosperity, grow people.” CHINESE PROVERB “Keeping people inspired and motivated to work towards a goal requires a line of sight between the things we ask them to do and the vision - they need to see that there is purpose to that effort.” G. VAHLIS vision believe plan develop succeed

11. ENABLING THE VISION TO BE ACHIEVED VISIONA picture of a successful and sustainable business to which all stakeholders relate PRIMARY or LAG INDICATORSRelated to outcome statements that reflect the organisation’s vision and strategies STRATEGYAreas in which results must be achieved to enable the vision Finance Capable PeopleInformation Operations CULTUREThe collective beliefs, values and behaviours that support the vision and each strategy SECONDARY or LEAD INDICATORSRelated to the achievement of business / work goals and stated in either or both process and outcome terms Strategic; Business; Operational Planning Processes GOALSThe specific targets that people must achieve for each strategy” RELATIONSHIPSThe collaboration / teamwork that is necessary ti achieve each goal TERTIARY or LEAD INDICATORSRelated to individual performance and stated in either or both process and outcome terms TASKSThe specific jobs that will be done to achieve each goal PEOPLEThe knowledge, skills and commitment required by people to do their individual tasks 

12. Planning • VISIONARY PLANNING • Given the environment in which we operate, where do we see ourselves going? - assumptions about what is true (beliefs) • What values do we think are important? - what we think is important enough to want to put our energy into • STRATEGY PLANNING • In what areas do we need to get results? • What resources will we need? • How will we measure our success? • ACTION PLANNING • What do we need to do on a day to day basis? • Who will do it? • What support will they need?

13. The Planning Process • not a technique – a compete way of running our ‘business’ • defines what they are trying to achieve, what obstacles they will face, how they will achieve their goals, what resources they will need and how to make it all happen • plan the process and be prepared to be flexible as it evolves. • It takes time • challenge yourselves • consult, engage, communicate • commit to it – not just be involved • don’t over analyse! • give people the capacity to implement

14. The Planning Process - Key Elements • Develop the Vision/Mission • aligns • appeals to all stakeholders • describes picture of success -Inspires – head & heart • begins the process of setting concrete strategies, goals and tasks • provides a ‘line of sight’ • drives - self fulfilling prophecy • creates a sense of urgency

15. The Planning Process - Key Elements • Develop Strategy • the ‘game plan’ – KRA’s • high level outcomes • Develop Goals • specific targets that deliver on each key Strategy • Develop Tasks/Actions • specific short term activities • Includes what do we need to do more of, less of, keep doing, start doing, stop doing • measurable and have deadlines

16. The Planning Process - Key Elements • Develop Financial Plan • financial underpinnings • what resources needed in the budget and plans of actions we are going to take • Evaluation • how we are going to asses our progress • Some Useful Tools • STEEP • SWOT • Environmental sensing • Inter-relationship diagrams • Force Field Analysis • Surveys etc