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Crafting Our Strategic Future

Crafting Our Strategic Future. An Overview of Core Principles for setting and implementing organizational strategic directions. Planning Level. Desired Result. Style of Action. Underlying Value. Achieve ideal future; optimize outcomes, given resources and constraints.

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Crafting Our Strategic Future

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  1. Crafting Our Strategic Future An Overview of Core Principles for setting and implementing organizational strategic directions.

  2. PlanningLevel DesiredResult Style ofAction UnderlyingValue Achieve ideal future;optimize outcomes,given resources andconstraints Future-minded; haslong-term focus; explores alternativepossibilities Controlledinstabilityand optimization of opportunities Strategic Proactive, Has a 2-4 year focus, product only view. Relevant and valued programs Program Maintain status quo or improve operations; meet or exceed expectations; control results; turn plans into action Proactive, Has short-term focus; fixes problems; maintains smooth operation Stability, control, and continuous improvement Operational Satisfy customerexpectations; solveproblems Survival and responsiveness Tactical Reactive Planning Levels Creation of new programs; modification of existing programs; ensuring relevant programs

  3. Components of a Strategic Plan . . . • Vision— A description of the ideal future and the outcomes it hopes to create for its stakeholders • Mission Statement — A description of who the organization serves, how it serves them, and why • Core Values and Beliefs — Statements of belief describing behaviors/ideas to guide actions • Internal and External Scans — A description of reality, the challenges faced and the opportunities present • Strategic Issues — Key issues to address to close the gap between the ideal and the real • Clear Directional Goals — Broad Direction Statements that drive everyone toward the vision • Critical Measurable Success Factors — Broad measures indicating that the organization is making progress toward the vision • Clear Action Strategies — Specific Actions that move the organizations toward realizing the Vision as well as address success factors.

  4. Inspiring Vision of What Could Be! Competitors Collaborators Technology Shifts Strategic Plan Actions Strategies Goals Initiatives Organizational Mission Economic Forces Political Forces Guiding Values Social Trends Reality Score Card People- Facilities- Materials- Policy- Methods- Processes- Resources

  5. Mission

  6. External Scan

  7. Internal Scan

  8. Key Questions: •  What are we doing well? 2.  What are we not doing well? 3.  What are the trends and forces (economic, social, political and technological) that could effect the mission of CAES in the next ten years? 4.  How would we describe the ideal College of Agricultural and Environmental Sciences in 2020? 

  9. Leadership Development Master Facilitation Organizational Strengthening Dr. Mitchell (Mitch) Owen MITCHEN Leading Others to Excellence 919-414-5860 zozstate2@gmail.com

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