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

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STRATEGIC PLANNING

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Strategic planning

STRATEGIC PLANNING

For the

BOARD FOR CERTIFICATION IN

PEDORTHICS

March 5 - 6, 1998

Smith, Bucklin & Associates, Inc.


March 5

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.


March 6

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

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

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

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

  • S trengths

  • W eaknesses

  • O pportunities

  • T hreats

Smith, Bucklin & Associates, Inc.


Strategic issues

“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 factors threats and or opportunities

External Environmental FactorsThreats and/or Opportunities?

  • Technological / Scientific

  • Legislative / Regulatory

  • Economic

  • Sociologic

  • Professional / Educational

  • Other

Smith, Bucklin & Associates, Inc.


Internal environmental factors strengths and or weaknesses

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

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

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

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

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

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

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

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 statement1

Mission Statement

A Mission Statement Should be Succinct

and Set Forth the Organization’s Purpose

and Philosophy.

Smith, Bucklin & Associates, Inc.


Principles

Principles

Principles Identify the Philosophical

Guidelines for the Organization’s Activities.

Smith, Bucklin & Associates, Inc.


Principles1

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

Goals

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

Smith, Bucklin & Associates, Inc.


Goals1

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

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 objectives1

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

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

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

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

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

The Essence of Strategic Planning

Repositioning the Organization for a

Better Future.

Smith, Bucklin & Associates, Inc.


Repositioning an organization for a better future

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

Strategic Planning Constantly Asks:

  • “What Shall We Do?”

  • “How Shall We Decide?”

  • “Where Shall We Put Our Resources?”

Smith, Bucklin & Associates, Inc.


Strategic planning1

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 planning1

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

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 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 planning2

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

Constituents(Threats and/or Opportunities)

  • Members

  • Staff

  • Other Stakeholders

  • Competitors

  • Challengers

  • Allies

Smith, Bucklin & Associates, Inc.


Ultimately need to make choices

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 porter harvard business school

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

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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