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STRATEGIC PLANNING. For the BOARD FOR CERTIFICATION IN PEDORTHICS March 5 - 6, 1998. Smith, Bucklin & Associates, Inc. Two Day Strategic Planning Meeting for BCP Board. March 5. 9:00 - 10:00 Review of survey results 10:30 - 11:00 Review strategic planning process

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STRATEGIC PLANNING

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STRATEGIC PLANNING

For the

BOARD FOR CERTIFICATION IN

PEDORTHICS

March 5 - 6, 1998

Smith, Bucklin & Associates, Inc.


Two Day Strategic Planning Meeting for BCP Board

March 5

9:00 - 10:00 Review of survey results

10:30 - 11:00 Review strategic planning process

11:00 - 12:00 Internal - external “SWOT” analysis; identification of “strategic issues”

12:00 - 1:00 Working lunch “visioning the organization”

1:00 - 2:00 Developing a “mission statement”

2:00 - 2:45 What are the “principles” of the organization

2:45 - 3:45 Identification and definition of “goals”

3:45 - 5:00 Outline of strategic objectives

Smith, Bucklin & Associates, Inc.


Two Day Strategic Planning Meeting for BCP Board

March 6

9:00 - 12:00 Tactics -- Essential components of a business plan (prioritization & cost analysis)

12:00 - 1:00 Working lunch -- What would need to be done to implement such a plan (returning to SWOT analysis)

1:00 - 4:00 Scenario One -- Adapt current structure

Scenario Two -- Create new entity

Scenario Three -- Merge with another organization

Scenario Four -- Strategic alliance with another organization

What would be required; strengths and weaknesses

4:00 - 5:00 Developing a game plan

- What are priority action ideas

- “What if” scenarios

Smith, Bucklin & Associates, Inc.


Formulation of Strategy is Done

  • Not only by looking inward at what one

    • desires

  • but also by

  • Looking outside to see what others are

    • doing which affects your future

Smith, Bucklin & Associates, Inc.


Through a Strategic Plan, an Organization says to the World:

  • This is who we areand

  • This is what we want to beand

  • Here is how we plan to fulfill our dream -

    • our mission

Smith, Bucklin & Associates, Inc.


Analysis of the Environment (S.W.O.T.)

  • S trengths

  • W eaknesses

  • O pportunities

  • T hreats

Smith, Bucklin & Associates, Inc.


“Strategic” Issues

  • Those issues which will have

  • Long-term implications for the association

    • and

  • Are most central to the organization’s

  • mission

Smith, Bucklin & Associates, Inc.


External Environmental FactorsThreats and/or Opportunities?

  • Technological / Scientific

  • Legislative / Regulatory

  • Economic

  • Sociologic

  • Professional / Educational

  • Other

Smith, Bucklin & Associates, Inc.


Internal Environmental FactorsStrengths and/or Weaknesses?

  • Organizational Structure

  • Organizational Culture

  • Organizational Resources

    • (Human & Fiscal)

  • Staff and Management Philosophies

Smith, Bucklin & Associates, Inc.


Strategic Objectives

Strategic objectives identify the “visions”

of the organization or the major

accomplishments that the organization

seeks to achieve over a period of time

(e.g., five years).

Smith, Bucklin & Associates, Inc.


Visioning

  • Requires letting go of preconceived notions

    • about the organization

  • Allows creative and strategic thinking about

    • what the future could be like for the

    • organization

  • Exercise: Describe the newspaper headlines

    • which would appear about the association

    • five, ten, or twenty years into the future

Smith, Bucklin & Associates, Inc.


A Strategic Plan (1)

  • When completed, a Strategic Plan should contain:

  • Mission Statement: A succinct statement which sets fourth

  • the organization’s purpose & philosophy. Although brief,

  • the mission statement will specify the fundamental reason(s)

  • for the organization’s existence; establish the scope of the

  • organization, and identify its unique characteristics.

  • Goals: A limited number of statements which translate the

  • association’s mission into major policy directions.

  • Principles: Statements which identify the philosophical

  • guidelines for all of the organization’s activities.

Smith, Bucklin & Associates, Inc.


A Strategic Plan (2)

  • Strategic Objectives: Statements which identify the

  • “visions” of the organization or the major

  • accomplishments that the organization seeks to achieve

  • over a specified period of time.

  • In addition, the Strategic Plan should be accompanied

  • by a business or operational plan which should specify

  • how the Strategic Plan will be accomplished, identifying

  • time lines, resource requirements, anticipated results,

  • responsible parties, and evaluation measures.

Smith, Bucklin & Associates, Inc.


Critical Components of Strategic Planning

  • Environmental Analysis

  • - External:Analysis of Trends

  • - Internal:Organizational Structure / Culture

  • - Constituents: Stakeholders, Challengers /

  • Competitors / Allies

  • - S.W.O.T.Analysis (Strengths, Weaknesses,

  • Opportunities, Threats)

  • Think Strategically - Go beyond the boundaries

  • Involvement, Support and Commitment of

  •  Leadership  Staff  Other Stakeholders

Smith, Bucklin & Associates, Inc.


Mission Statement

  • The Concept of a Mission:

  • Specifies the fundamental reason(s) for the

  • organization’s existence

  • Identifies the organization’s unique

  • characteristics

  • Provides overall direction for the organization

  • acts as foundation for the development of

  • general and specific objectives as well as

  • program ideas

Smith, Bucklin & Associates, Inc.


Key Dimensions of a Mission Statement

  • General versus specific

  • Reflective of distinctive competencies and

  • characteristics

  • Establishes the proper scope for

  • - Constituents

  • - Other “publics”

  • Three Key Inputs:

  • - External inputs

  • - Constituent need analysis inputs

  • - Internal inputs

Smith, Bucklin & Associates, Inc.


Mission Statement

A Mission Statement Should be Succinct

and Set Forth the Organization’s Purpose

and Philosophy.

Smith, Bucklin & Associates, Inc.


Principles

Principles Identify the Philosophical

Guidelines for the Organization’s Activities.

Smith, Bucklin & Associates, Inc.


Principles

  • Concept of Principles:

  • Identifies the values held by the constituents in

  • implementing the organization’s activities

  • Establishes the philosophical guidelines upon which

  • all initiatives of the organization will be based

  • Provides the basis for assessing the organization’s

  • strategic objectives and operational plans

  • Key Dimensions in Drafting Principles:

  • Captures the essence of the organization’s philosophy

  • Sensitive to constituent needs and expectations

Smith, Bucklin & Associates, Inc.


Goals

The Goals Specify How the General Policy Directions of the Organization’s Mission Will be Carried Out.

Smith, Bucklin & Associates, Inc.


Goals

  • Concept of a Goal:

  • Translates the organization’s mission into

  • major policy directions

  • Provides clarification of the mission statement

  • Provides the best basis for the development

  • of strategic objectives and operational plans

  • Provides a basis for assessing the major

  • priorities of the organization

Smith, Bucklin & Associates, Inc.


Key Dimensions of Goals

  • Clarifies the overriding purpose(s) of the

  • organization

  • Number is limited and focused on the

  • unique characteristics of the organization

  • Broad statements toward which the

  • organization will direct its activities to

  • fulfill its mission

Smith, Bucklin & Associates, Inc.


Strategic Objectives

  • Concept of a Strategic Objective:

  • Translates the organization’s goals into

  • specific policy directions

  • Provides clarification of the organization’s

  • goals

  • Provides a basis for the development of

  • detailed operational plans

  • Provides a basis for assessing the

  • accomplishments of the organization

Smith, Bucklin & Associates, Inc.


Key Dimensions of Strategic Objectives

  • Supports the mission and goals of the organization

  • Responds to one or more of the planning issues

  • Realistic with respect to the external

  • environment as it exists today and as it is likely

  • to change over the next five years

  • Realistic with respect to the internal environment

  • and the resources of the organization

  • Internally consistent; i.e., no objective is

  • inconsistent with another objective

Smith, Bucklin & Associates, Inc.


Business Plan

  • An organization’s strategic plan should be

  • accompanied by an action or business plan.

  • Concept of a Business Plan:

  • Details a plan of action to accomplish the

  • organization’s strategic plan

  • Defines the roles and responsibilities of

  •  Staff  Board Members  Other Volunteers

  • Identifies resource requirements

  • Identifies time lines for actions to be accomplished

  • Projects results

  • Provides evaluation measures

Smith, Bucklin & Associates, Inc.


Key Dimensions of a Business Plan

  • Specific versus general

  • Key Inputs:

  • - Leadership / board

  • - Staff

  • - Volunteers

  • - Other constituents

  • Responds to each of the strategic objectives

  • Realistic with respect to current and

  • potential resources (human and fiscal)

Smith, Bucklin & Associates, Inc.


Why Do Strategic Plans Fail?

  • Devoted to fixing current problems rather than

  • addressing the future of the organization

  • Lacks the support and commitment of the

  • leadership and/or the constituents

  • No one responsible for implementation or evaluation

  • Operational plan is unrealistic, without focus or

  • direction

  • Does not inspire leadership or constituency to move

  • the organization forward

Smith, Bucklin & Associates, Inc.


The Essence of Strategic Planning

Repositioning the Organization for a

Better Future.

Smith, Bucklin & Associates, Inc.


Repositioning an Organization for a Better Future

Requires decisions on

- Major structural changes

- Major programmatic changes

All of which are highly linked to

- Financial and human resources

Smith, Bucklin & Associates, Inc.


Strategic Planning Constantly Asks:

  • “What Shall We Do?”

  • “How Shall We Decide?”

  • “Where Shall We Put Our Resources?”

Smith, Bucklin & Associates, Inc.


Strategic Planning

Strategic Planning Takes Into Account the Concept that Effectiveness is More Important than Efficiency:

That is, it is More Important to Do the

Right Things than to Do Things Right.

Smith, Bucklin & Associates, Inc.


Critical Components of Strategic Planning

  • Contains

  • - Clear, succinct mission statement

  • - Limited number of goals

  • - Philosophical guidelines

  • - Strategic objectives - identifies the “vision”

  • or accomplishments over 3 - 5 years

  • Followed by a realistic business or operational

  • plan with responsible parties committed to

  • moving forward

Smith, Bucklin & Associates, Inc.


Traditional vs. Strategic Thinking and Planning

TRADITIONALSTRATEGIC

-emphasis on stability-dynamic and change oriented

-tradition oriented-mission oriented

-blueprint for future decisions-vision of future & guides today’s decisions

-reactive-proactive

-interaction in face of ambiguity-action oriented even in face of ambiguity

-internal focus-external focus

-relies on tried & tested-emphasizes innovation & creativity

-lock step process-continuous, ongoing process

-facts and quantitative emphasized-options and qualitative emphasized

-efficiency oriented-effectiveness oriented

Smith, Bucklin & Associates, Inc.


Strategic vs. Operational Planning

Strategic PlanningOperation Planning

A tool to guide decisionDescribes a set of steps for

making by management onachieving a particular

issues fundamental to theresult

organization- Who will do it

- When

- Whit what resources

- What are the specific

measurable goals to be

achieved

STRATEGY = WHATOPERATION = HOW

Smith, Bucklin & Associates, Inc.


Strategic Planning

  • Does NOT provide a detailed chronology

  • of action, rather it:

  • Broadly maps the activities the organization

  • should pursue to maintain its desired

  • character and identity

Smith, Bucklin & Associates, Inc.


Constituents(Threats and/or Opportunities)

  • Members

  • Staff

  • Other Stakeholders

  • Competitors

  • Challengers

  • Allies

Smith, Bucklin & Associates, Inc.


Ultimately Need to Make Choices

  • Think and act strategically

  • Focus the organization

  • Listen to constituents

  • Empower staff & committees

  • Follow your gut

Smith, Bucklin & Associates, Inc.


Michael PorterHarvard Business School

“If you try to be flexible and be ready for

everything, you could end up raising your

costs and not be good at anything.”

Smith, Bucklin & Associates, Inc.


Strategic Planning Retreat Rules

 Listen actively

 Stay focused

 Solve Problems rather than place blame

 Contribute only new information to the discussion

 Hitch-hike on to others’ ideas

 Respect differences of opinion

 Say what needs to be said: There are no sacred cows

 Avoid cheap shots

 Conduct only one discussion at a time

 Think strategically

Smith, Bucklin & Associates, Inc.


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