Strategic planning and tactical implementation
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Grants Central Station. presents the Fundamental Five+ Non-Profit Training Series. Strategic Planning and Tactical Implementation. Leslie Mullens. PlayBook Consulting Group. December 7, 2010. Mahalo to our Sponsors!.

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Strategic planning and tactical implementation

Grants Central Station

presents theFundamental Five+ Non-Profit Training Series

Strategic Planningand Tactical Implementation

Leslie Mullens

PlayBook Consulting Group

December 7, 2010


Mahalo to our sponsors

Mahalo to our Sponsors!

  • Office of Hawaiian Affairs - Community Building Economic Development Grant

  • Tri-Isle Resource Conservation & Development - Fiscal Sponsor

  • Grants Central Station

  • PlayBook Consulting Group - Producer

  • GCS Board: Anna Ribucan, Richard Kehoe, Susie Thieman, and Faye Cummings


What if

What if…?

  • …you could get your entire organization to agree on a shared set of values, a vision, your mission, and the programmatic direction for the agency?

  • …you had a checklist that took personal agendas, politics, ego, and drama out of discussing and making major decisions?

  • …you were easily able to determine any plan’s achievability in less than 20 minutes?

  • …you could focus your organization’s efforts on your 3-5 most critical success factors?

  • …you had a roadmap and a way to motivate your board & staff while also holding them accountable for results and committed goals?


Today s objectives

Today’s Objectives

  • Understand the Organizational Overview and Real-Time Strategic Response

  • Learn Ways to build consensus for your Organizational Identity: Vision, Mission, and Values

  • Use SWOT: 1st Step Achievability Assessment Tool

  • Gain insight into Critical Success Factors and how to narrow your team’s productive focus

  • Understand the steps to build a Strategic Roadmap

  • Learn how to sidestep common Tactical Implementation Barriers w/ 5 Game Changing Tools


Agenda

Agenda


Workshop door prize

Workshop Door Prize

  • Business Card Drawing - Today Only!

  • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

**PlayBook & GCS do not guarantee the OCB grant will be awarded

*before GET


Who s in our hui

Who’s in our Hui?

  • Repeat Participants

  • Kind of agencies represented (i.e. Health & Human Services, Arts & Education, Civic)

  • Roles here (Exec. Dir., Board, Staff, Volunteer)

  • Strategic planning in the past

  • What was the BEST outcome you had?


My motivation

My Motivation

“Arrogance or apathy? Either extreme puts us in peril, for the absence of proper planning and preparation can only lead to fallow fields…or worse.”

~ Leslie Mullens

The PlayBook for Nonprofits


Why else do we plan

Why Else Do We Plan?

“The most revolutionary concept for nonprofits is perhaps that the way to succeed in this market is by differentiation: identifying and constantly strengthening competitive advantage relative to others in the market.”

~ David La Piana

The Nonprofit Strategy Revolution


What is strategic planning

What IS Strategic Planning?


Strategic planning is

Strategic Planning is…

  • Defining Who You Are as an Organization

  • Identifying Competitors & Differentiating

  • Identifying Community Needs

  • Determining Your Overriding Direction & Motivation(Strategic Plan)

  • Building a Fundable Platform of Programs & Services(Tactical Implementation Plan/Roadmap)

    So you can surviveand thrive in a shifting economy

    (and servemore people more effectively!)


Steps to strategic planning

Steps to Strategic Planning

Vision & Mission

Who do we want to become?

Strategy

How will we achieve our vision?

Critical Success Factors / Big Questions

What MUST go right to fulfill our strategy?

Goals

What goals will we set to make those things happen?

Programs / Projects / Deliverables

Specific activities, tasks and outcomes to meet the set goal


A process to consider

A Process to Consider

  • Create Context: Environmental Scan / “State of the Agency”

  • Identify who you are as an organization

  • Assess current mission achievability

  • ID critical success factors

  • Design a plan built on those areas of focus

  • Structure accountability in plan: Metrics, SMART goals, “Business Reviews”

  • Continuous Improvement Loop on the Tactical Plan


Interlocking strategic focus

Interlocking Strategic Focus

Organizational

Includes the company or non-profit’s vision, mission, trends/market conditions, competitors, strategic partners, and market position

Operational

The overarching administrative systems, policies, processes, & personnel who support organizational & programmatic strategies

Programmatic

Programs & activities that will address specific strategic outcomes related to the target market


Vision put your materials on the floor sit back and relax

VisionPut your materials on the floor, sit back, and relax


Vision

Vision

  • Goals & priorities are defined by values and a shared vision for what you want to create

  • Vision - an image of what your community will become as a result of what you do for them

  • A vision isfuture-oriented and does not change

  • Sits somewhere between possible and impossible

  • A vision statement is creative and inspiring

  • Defines what you stand for & why you exist as an organization


Playbook s vision

PlayBook’s Vision

Evolve the economy into a

cooperative network of

high-performance

values-based businesses


How will we use a vision

How Will We Use a Vision?

  • Your Vision is for YOU

  • It’s the point on the horizon that everyone in the canoe is paddling toward

  • Inspires your team - take risks & rise to a higher, noble purpose

  • Usually a goal for greater good


Sample visions

Sample Visions

Kamehameha Alumni Association

Transform Beneficiaries into Benefactors

Disney

Make people laugh

JFK & NASA

Land a man on the moon & return him safely to earth

Coca-Cola

A Coke within every arm’s reach

Pepsi

Beat Coke


Energizer building trust groups of 6 8

ENERGIZERBuilding Trust: Groups of 6-8

Next up: The Organizational Overview


Real time strategic response

Real-Time Strategic Response

A sound decision-making process whose criteria

is aligned with the organization’s core identity

Created before a need arises

Used to address unexpected issues for which no strategy currently exists (but one may be called for)


Elements tools

Elements / Tools

  • Organizational Overview - Defining statements about who you are, what you do, and what you stand for

  • Strategic Response Decision Tree- Decision-making criteria to determine adoption of one strategy over another. Evaluates the impact of the strategy. Based on organizational alignment

Game Changer #1

Game Changer #2


Crafting your checklist

Crafting Your Checklist

Brainstorm the “make or break” criteria the board will use to gauge any strategy’s viability

MUST HAVE’S

“Does it support our mission?”

“Does it reinforce, strengthen, or create competitive advantage?”

Results Required

Values Alignment

Financial Criteria

EXT / INT Environment

Promotes Prof. Development

Sustainable

Leverages Existing Talent

Directly Addresses Issue


Organizational overview elements

Organizational Overview Elements

Vision

Mission

Core Competencies

Clients Served

Programs / Curriculum

Competitive Advantage

Funding Sources

You’ll want to use the worksheet to document your identity statement for future reference


Values what matters most

Values: What Matters Most

We all operate from a core set of values that drive:

  • Our decisions

  • Our behavior

  • Our relationships

  • Org culture drives what we do and how we do it

    • Based on our collective values & belief system

      So, what are our organizational values?


  • Mission possible

    Mission Possible!

    • Defines what your organization intends to do or achieve - daily

    • Memorable - everyone in the agency should be able to recite & explain it

    • It answers 3 questions:

      • What’s the purpose of the organization? - opportunities or needs that your agency exists to address

      • What is the business of the organization? (What are you doing to address those needs)

      • What are the organization’s values? (What principles or beliefs guide your work?)


    Sample mission

    Sample Mission

    PlayBook’s Mission

    Improve every business & individual we touch

    as positive contributors in their communities

    through guidance & training that create

    opportunities and the ability to act on them


    Sample mission1

    Sample Mission

    PlayBook’s Mission

    Improve every business & individualwe touch

    as positive contributors in their communities

    through guidance & training that create

    opportunities and the ability to act on them

    The Purpose


    Sample mission2

    Sample Mission

    PlayBook’s Mission

    Improve every business & individual we touch

    as positive contributors in their communities

    through guidance & training that create

    opportunities and the ability to act on them

    The Business


    Sample mission3

    Sample Mission

    PlayBook’s Mission

    Improve every business & individual we touch

    as positive contributors in their communities

    through guidance & training that create

    opportunities and the ability to act on them

    The Values


    Sharing the story

    Sharing the Story

    ACTIVITY:

    • Pick a partner

    • Write your name on the top of the worksheet and hand it to your partner

    • Partner #1 interviews Partner #2 - 5 mins.

    • Interviewer takes notes on partner’s sheet

    • FOCUS: Vision, Mission, Clients, Programs, Competitive Advantage - 2 minutes each


    Networking break 15 minutes

    NETWORKING BREAK15 minutes

    Next up: Plotting a SWOT


    More free workshops

    More Free Workshops!

    Upcoming Fundamental Five+ Workshops

    from Grants Central Station


    Workshop door prize1

    Workshop Door Prize

    • Business Card Drawing - Today Only!

    • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

    **PlayBook & GCS do not guarantee the OCB grant will be awarded

    *before GET


    Agenda1

    Agenda


    What s a swot

    What’s a SWOT?

    Game Changer #3

    • SWOT = Strengths, Weaknesses, Opportunities, & Threats

    • It’s a PLANNING tool - helps you plan any GOAL

    • It’s a first step in deciding if a goal is achievable, given all the SWOT parts

    • If it isn’t, can you change any part of the plan or the challenges?

    • If it is, now you know the things you have to plan around to succeed


    S wot a nalysis

    S

    W

    O

    T

    Helpful

    in achieving the objective

    Harmful

    to achieving the objective

    SWOT ANALYSIS

    Internal Origin

    (attributes of the organization)

    Strengths

    Weaknesses

    External Origin

    (attributes of the environment)

    Opportunities

    Threats


    Swot s to consider

    SWOT’s to Consider

    • Team Expertise

    • Money

    • Facilities

    • Strategic Partnerships

    • Relationships with Other Organizations

    • Relationships with Gov’t Agencies

    • Reaching the Needful Clients in the Community

    • Benchmarking Relationships with Best-in-Class Industry Leaders

    • Training

    • Adequate Staffing

    • Infrastructure (like I.T., phones, transportation)

    • Co-op’ing Cross-Agency Resources


    Keys to success

    Keys to Success

    • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed

    • Example: a restaurant MUST have

      • Good Food

      • Great Service

      • Clean, Good Atmosphere, etc.

  • These are Critical Success Factors - or KEYS TO SUCCESS.

  • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization


  • Sample nonprofit keys

    Sample Nonprofit Keys

    Company A

    Clinical Excellence

    Client-centered Care

    Learning

    Social Support

    Spiritual Support

    Community Support

    Accountability

    Company B

    Accountability

    Responsibility

    Exemplary Conduct

    Competence

    Continuous Improvement

    Education & Development

    Company C

    Excellence in Service

    Financial Management

    Collaboration

    Stability & Integrity

    Strategic Partnerships

    IT Infrastructure Integrated Cross-Agency Programs

    High-Functioning Board Diverse Funding Sources


    Categories for focus

    Categories for Focus

    • Crisis Triage - Stopgap plans for immediate relief

    • Short-term Objectives- 12-18 month, “shovel ready”

    • Long-Term Objectives- 2-10 years, complex, perpetuity planning


    Strategic response checklist

    Strategic Response Checklist

    • Consistent with Mission

    • Reinforce / Create New Competitive Advantage

    • Dedicated Source

      of Funding

    • Strengthen Community Reputation / Position

    • Leverage Existing Staff

    • Aligned with Org Values

    Every strategy proposed as a response to a Key to Success or Big Question goes through the Checklist

    Is the proposed strategy a fit with your identity?


    A ction s teps

    ACTION STEPS


    Roadmap diagram for dollar

    Roadmap: Diagram for Dollar$

    • Success Metrics

    • Create Strategy

    • Plot a SWOT

    • ID Keys to Success

    • Devise 12-month

      Action Plan

    For each Critical Success Factor, your Tiger Teams have to identify these elements to create a trackable Tactical Implementation Plan


    Goal setting tree diagram

    SMART Goals

    Critical Success Factor

    Major Program to Achieve Strategy

    • GOAL #1: Define all the different kinds of customers who would want or need what we offer (breakdown by demographics, geography, etc.)

    Define Target Market

    Analyze our Competitors(what’s our CompetitiveAdvantage?)

    Define Key Marketing Messages

    Write Marketing Plan

    Community Awareness (Marketing & PR)

    Define Target Market

    • GOAL #2: Identify what each Target Market Segment needs (what they say they need & the deeper psycho-logical need it represents).

    GOAL-SETTING TREE DIAGRAM

    • GOAL #3: Discover Lifestyle & Decision-making info about Segments (What else do they buy? Where do they go to decide what they’ll buy?)

    Strategy to Achieve Factor

    Develop a Marketing Plan that raises community awareness and attracts our target customers

    • GOAL #4: Match Target Market Segments with the appropriate media outlets for marketing (i.e. radio, TV, newspapers, Internet, word-of-mouth)

    PLAYBOOK CONSULTING GROUP

    Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com


    Goal setting tree diagram example 1

    Critical Success Factor

    Community Awareness (Marketing & PR)

    Develop a Marketing Plan that raises community awareness and attracts our target customers

    Strategy to Achieve Factor

    SMART Goals

    Major Program to Achieve Strategy

    Define the different kinds of customers who need what we offer (breakdown by demographics, geography, etc.) by 2/1/10 (Joel)

    Identify each Target Market Segment’s needs (what they say they need & the psychological need it represents). by 3/1 (Kat)

    1. Define Target Market

    Discover Lifestyle & Decision-making info about Segments: What else do they buy? How do they decide what to buy? by 3/15 (TJ)

    GOAL-SETTING TREE DIAGRAM EXAMPLE #1

    2. Analyze our Competitors (what’s our Competitive Advantage?)

    Game Changer #4

    3. Define Key Marketing Messages

    PLAYBOOK CONSULTING GROUP

    Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com


    Measure it what s success look like

    Measure It! What’s Success Look Like?

    HOW DO YOU KNOW WHEN

    YOU’VE SUCCEEDED?

    • Success Metrics are the things you measure to gauge your performance

    • Help you identify how you’re doing on your goals

    • Examples: # of visitors, # of programs, revenue, expenses

      For EACH Key to Success, what are 1-3 Metrics?


    Your key s strategy for success

    Your Key’s Strategy for Success

    ACTION + DELIVERABLE = SUCCESS FACTOR

    & OUTCOME

    Key: Community Awareness

    Strategy:

    Develop

    a Marketing Plan

    that raises community awareness

    and attracts our target audience

    ACTION

    DELIVERABLE

    SUCCESS FACTOR

    OUTCOME


    S wot a nalysis1

    S

    W

    O

    T

    Helpful

    in achieving the objective

    Harmful

    to achieving the objective

    SWOT ANALYSIS

    Internal Origin

    (attributes of the organization)

    Strengths

    Weaknesses

    External Origin

    (attributes of the environment)

    Opportunities

    Threats


    Keys to success1

    Keys to Success

    • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed

    • Example: a restaurant MUST have

      • Good Food

      • Great Service

      • Clean, Good Atmosphere, etc.

  • These are Critical Success Factors - or KEYS TO SUCCESS.

  • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization


  • Goal setting tree diagram example 11

    Critical Success Factor

    Community Awareness (Marketing & PR)

    Develop a Marketing Plan that raises community awareness and attracts our target customers

    Strategy to Achieve Factor

    SMART Goals

    Major Program to Achieve Strategy

    Define the different kinds of customers who need what we offer (breakdown by demographics, geography, etc.) by 2/1/10 (Joel)

    Identify each Target Market Segment’s needs (what they say they need & the psychological need it represents). by 3/1 (Kat)

    1. Define Target Market

    Discover Lifestyle & Decision-making info about Segments: What else do they buy? How do they decide what to buy? by 3/15 (TJ)

    GOAL-SETTING TREE DIAGRAM EXAMPLE #1

    2. Analyze our Competitors (what’s our Competitive Advantage?)

    3. Define Key Marketing Messages

    PLAYBOOK CONSULTING GROUP

    Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com


    A plan that works

    A Plan that Works

    ~ 30 ~~ 60 ~~ 90 ~7- day StepsWho’s Your Accountability Buddy?


    Strategic planning and tactical implementation

    Game Changer #5


    Wrap up

    Wrap-Up


    Test your knowledge

    Test Your Knowledge

    • Our funder (and we!) want to know how effective this workshop was for you.

    • This 5-minute Post-Workshop Quiz helps us gauge your progress and our success.

      Mahalo.


    Help us serve you better

    Help Us Serve You Better!

    Please take 5 more minutes to complete the Workshop Evaluation so that we can improve this and future offerings from Grants Central Station

    Mahalo.


    Break 15 minutes

    BREAK15 minutes

    Next up: Implementation Panel


    More free workshops1

    More Free Workshops!

    Upcoming Fundamental Five+ Workshops

    from Grants Central Station


    Workshop door prize2

    Workshop Door Prize

    • Business Card Drawing - Today Only!

    • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

    **PlayBook & GCS do not guarantee the OCB grant will be awarded

    *before GET


    Implementation panel

    Implementation Panel

    Ginger Gannon: [email protected] Mullens: [email protected]


    Mahalo

    Grants Central Stationwww.GrantsCentralStation.org

    Mahalo

    For More Information or to

    Register for an Upcoming Workshop

    Leslie Mullens (808) 875-0500 or [email protected]


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