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Strategy. Structure. Vision. Systems. Culture. VANTAGE ASSOCIATES, INC. MANAGEMENT CONSULTANTS. STRATEGIC PLANNING. Transforming Vision Into Action. © Vantage Associates, Inc. http://vantageassociates.com. Integrated Approach. Culture. Vision. Strategy. Structure. Systems.

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Strategy

Structure

Vision

Systems

Culture

VANTAGE

ASSOCIATES, INC.

MANAGEMENT CONSULTANTS

STRATEGIC PLANNING

Transforming Vision Into Action

© Vantage Associates, Inc.

http://vantageassociates.com


Integrated approach
Integrated Approach

Culture

Vision

Strategy

Structure

Systems

Culture


Strategic planning
Strategic Planning

“If you do what you have always done,you will get what you have always gotten-- or less.”


Strategic planning1
Strategic Planning

  • Planning is a tool for managing the change every organization must undergo

  • Your planning process should recognize the key ingredients to successfully manage change



Requirements for successful change1
Requirements for Successful Change

COMMON

VISION

+

MANAGEMENT

COMMITMENT


Requirements for successful change2
Requirements for Successful Change

COMMON

VISION

+

MANAGEMENT

COMMITMENT

+

SPECIFIC

ACTION STEPS


Requirements for successful change3
Requirements for Successful Change

COMMON

VISION

+

MANAGEMENT

COMMITMENT

+

SPECIFIC

ACTION STEPS

SUCCESSFUL

CHANGE


The planning process should
The Planning Process Should:

  • Manage change proactively

  • Improve trust and communications

  • Effectively allocate limited resources

  • Increase focus

  • Provide a catalyst for action

  • Improve organizational performance


Planning principles
Planning Principles

  • Purpose is to improve performance

  • Evolutionary process constantly improving

  • Planning occurs throughout the year

  • Value is in the process, not the document

  • Uncertainty is the reason for planning


Ten planning myths

Planning is for big corporations

An implicit plan is okay

Things are changing too fast

Our budget is all we need

The president does all the planning

A plan reduces flexibility

We’ve been successful without a plan

Planning is the hard part

Planning is a one-time job

We don’t have the resources to plan

Ten Planning Myths


Three basic questions
Three Basic Questions

A Strategic Plan answers

three basic questions about

the organization


Strategic planning process three basic questions

1: Where Do We Want To Go?

Strategic Planning Process -Three Basic Questions

Long-

Term

View


Strategic planning process three basic questions1

1: Where Do We Want To Go?

Strategic Planning Process -Three Basic Questions

Long-

Term

View

Situation

Analysis

2: Where Are We Now?


Strategic planning process three basic questions2

1: Where Do We Want To Go?

Strategic Planning Process -Three Basic Questions

Long-

Term

View

Situation

Analysis

2: Where Are We Now?

3: What Must We Do To Close The Gap?

Strategy


Components of a strategic plan
Components of a Strategic Plan

  • The “Three Questions” are too difficult to answer all at once

  • Planners break these questions down into small components

  • These individual components add up to answer the “Three Questions”


Overview of the strategic planning process

1: Where Do We Want To Go?

Overview of TheStrategic Planning Process

Long-

Term

View

Objectives

(Short & Long-

Term)

ConstituentGroups

Mission

Goals

Values

Vision

2: Where Are We Now?

Situation

Analysis

3: What Must We Do To Close The Gap?

Strategy


Overview of the strategic planning process1

1: Where Do We Want To Go?

Overview of TheStrategic Planning Process

Long-

Term

View

Objectives

(Short & Long-

Term)

ConstituentGroups

Mission

Goals

Values

Vision

2: Where Are We Now?

Situation

Analysis

Weaknesses

Assumptions

Opportunities

Strengths

Threats

3: What Must We Do To Close The Gap?

Strategy


Overview of the strategic planning process2

1: Where Do We Want To Go?

Overview of TheStrategic Planning Process

Long-

Term

View

Objectives

(Short & Long-

Term)

ConstituentGroups

Mission

Goals

Values

Vision

2: Where Are We Now?

Situation

Analysis

Weaknesses

Assumptions

Opportunities

Strengths

Threats

3: What Must We Do To Close The Gap?

Key Decisions

and Strategies

Action

Plans

Critical Issues

Strategy


The planning pyramid
The Planning Pyramid

VISION

MISSION

VALUES

CONSTITUENTS

GOALS

ENVIRONMENTALSCAN

ASSUMPTIONS

SITUATIONANALYSIS

STRENGTHS, WEAKNESSES, THREATS & OPPORTUNITIES

OBJECTIVES (SHORT & LONG-TERM)/STRATEGIES

CRITICAL ISSUES/ACTION PLANS


Strategic planning process

ANNOUNCE TO

ORGANIZATION

CONDUCT

RESEARCH

ANALYZE

RESEARCH

Strategic Planning Process

Phase II

Phase I

Phase III


Strategic planning process1

ANNOUNCE TO

ORGANIZATION

STRATEGIC PLANNING SESSIONS

WHAT WE MUST

DO TO CLOSE

THE GAP

WHERE WE ARE NOW

WHERE WE WANT TO GO

CONDUCT

RESEARCH

#1

#2

#3

VISION

STRENGTHS

STATEMENT

OF

STRATEGY

MISSION

WEAKNESSES

ANALYZE

RESEARCH

VALUES

OPPORTUNITIES

CRITICAL

ISSUES

GOALS

THREATS

LONG-TERM

ASSUMPTIONS

OBJECTIVES

ACTION

PLANS

SHORT-TERM

DISTINCTIVE

COMPETENCE

OBJECTIVES

Strategic Planning Process

Phase II

Phase I

Phase III


Strategic planning process2

ANNOUNCE TO

ORGANIZATION

STRATEGIC PLANNING SESSIONS

WHAT WE MUST

DO TO CLOSE

THE GAP

WHERE WE ARE NOW

WHERE WE WANT TO GO

CONDUCT

RESEARCH

#1

#2

#3

VISION

STRENGTHS

STATEMENT

OF

STRATEGY

MISSION

WEAKNESSES

ANALYZE

RESEARCH

DOCUMENT

PLAN

VALUES

OPPORTUNITIES

CRITICAL

ISSUES

GOALS

THREATS

LONG-TERM

ASSUMPTIONS

COMMUNICATE

PLAN

OBJECTIVES

ACTION

PLANS

SHORT-TERM

DISTINCTIVE

COMPETENCE

OBJECTIVES

MONITOR

PLAN

Strategic Planning Process

Phase II

Phase I

Phase III


Strategic planning process3

ANNOUNCE TO

ORGANIZATION

STRATEGIC PLANNING SESSIONS

WHAT WE MUST

DO TO CLOSE

THE GAP

WHERE WE ARE NOW

WHERE WE WANT TO GO

CONDUCT

RESEARCH

#1

#2

#3

VISION

STRENGTHS

STATEMENT

OF

STRATEGY

MISSION

WEAKNESSES

ANALYZE

RESEARCH

DOCUMENT

PLAN

VALUES

OPPORTUNITIES

CRITICAL

ISSUES

GOALS

THREATS

LONG-TERM

ASSUMPTIONS

COMMUNICATE

PLAN

OBJECTIVES

ACTION

PLANS

SHORT-TERM

DISTINCTIVE

COMPETENCE

OBJECTIVES

MONITOR

PLAN

Strategic Planning Process

Phase II

Phase I

Phase III

FEEDBACK LOOP


Participation
Participation

  • Lean toward being inclusive

  • Consider who is likely to be key to successful implementation

  • Use the process to build a core management team


Strategic planning2
Strategic Planning

  • The strategic planning process can be effectively used to:

    • Generate information

    • Identify issues

    • Improve communications

    • Reinforce culture; i.e., teamwork

    • Identify possible crisis points

    • Enhance decision making


Strategic plan
Strategic Plan

CONSTITUENT

GROUPS

WEAKNESSES

VISION

Sample

Format

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

MISSION

GOALS

OPPORTUNITIES

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

VALUES

THREATS

STRENGTHS

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________


Strategic plan1
Strategic Plan

CRITICAL ISSUES/

ACTION PLANS

CRITICAL ISSUES/

ACTION PLANS (Con’t)

ASSUMPTIONS

Sample

Format

ISSUE: _______________________

ACTIONS:

  • _____________________________

  • _____________________________

  • _____________________________

    RESPON: _____________________

    TIMING: ______________________

ISSUE: _______________________

ACTIONS:

  • _____________________________

  • _____________________________

  • _____________________________

    RESPON: _____________________

    TIMING: ______________________

  • ____________________________

  • ____________________________

  • ____________________________

  • ____________________________

OBJECTIVES

Short & Long Term

ISSUE: _______________________

ACTIONS:

  • _____________________________

  • _____________________________

  • _____________________________

    RESPON: _____________________

    TIMING: ______________________

ISSUE: _______________________

ACTIONS:

  • _____________________________

  • _____________________________

  • _____________________________

    RESPON: _____________________

    TIMING: ______________________

1 YR

5 YR

Obj1

Obj2

Obj3

Obj4


Benefits of planning
Benefits of Planning

  • Communication

  • Consensus

  • Commitment


Characteristics of high performing organizations
Characteristics of High-Performing Organizations

  • Leadership

  • Common understanding of mission/purpose

  • Enthusiastic about mission/purpose

  • Open communications -up, down, and laterally

  • High level of trust

Teamwork

High morale

Commitment - sense of urgency

Failure and success are viewed as learning experiences


Some obstacles to corporate planning
Some Obstacles to Corporate Planning

  • Difficult to predict future - i.e., competitive moves; new technology

  • Internal resistance

  • Requires significant resources

  • Difficult exercise/hard work

  • Difficult to achieve common understanding

  • Requires management and supervisory education


VANTAGE

ASSOCIATES, INC.

MANAGEMENT CONSULTANTS

Jim Sisson

Phone: 879-0501

http://vantageassociates.com


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