Strategy vs. Tactics

1. Strategy vs. Tactics Caroline MacIsaac-Power College of Opticians of Ontario

2. Planning, Decisions, Leadership & Management strategy

3. Pay Attention to the Plan

4. Strategic Planning • Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including finances and human resources • Strategic planning is the formal consideration of an organization's future course

5. Strategic Decisions Strategic decisions determine the grand direction upon which an entity will embark Always, strategy precedes action The object of strategy is to bring about advantageous conditions within which action will occur

6. Strategic Leadership Being strategic, then, means being clear about the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment The process is about planning because it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals

7. Strategic Leadership • The plan is ultimately no more, and no less, than a set of decisions about what to do, why to do it, and how to do it • Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others – and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success

8. Strategic Management Strategic planning is a management tool, period As with any management tool, it is used for one purpose only: to help an organization do a better job – to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future (John M. Bryson, Strategic Planning in Public and Non-profit Organizations)

9. Blue Cups

10. What do we want to Achieve?This is your strategic plan • Fairness • Accountability • Public safety • Membership engagement • Efficient and timely • Responsive • Increased Awareness of the College and its Role

11. Direction with Options • The great military theorist Carl von Clausewitz "Tactics is the art of using troops in battle; strategy is the art of using battles to win the war." • Military commanders and theorists throughout history have formulated what they considered to be the most important strategic and tactical principles of war. Napoleon for example, had 115 such principles. • The Confederate general Nathan Bedford Forrest had but one: "Get there first with the most men.“

12. Go Fish, Perspectives & Personalities Tactics

13. Details…Details…

14. How are you going to get there?These are your Strategic Tools • Budget • Governance • Staff • Committee mandates • Meeting agendas • Scan the environment

15. …is the key Governance

16. Do you have a Queen? • Fish • War • Old Maid • Snap • Crib • Bridge

17. How do we make the best of what we have? • Understand the rules • Understand the perspectives • Understand the people • Reminders about the rules • More reminders • Lead by Example • Experience what happens if we are not all playing the same game (on small matters)

18. Know the Perspectives Public Government Membership Other Professions Other Provinces Other Countries Industry Associations Educators Continuing Education Providers

19. Know the Personalities (Hunter, Bailey & Taylor, 1995)

20. Scan the Environment • One of the most common mistakes players make is to try an idea independent of the circumstances, from a narrow point of view. Of course it's daunting to look from other or wider perspectives. There are so many changing relationships to monitor. • Science provides proof. Recent studies have documented a common sense observation that anyone can make by watching a [chess] player's eyes. Beginners are generally restricted to their side of the board. Practiced players typically inspect both sides. (From Every Move Must Have a Purpose: Strategies from Chess for Business and Life, by Bruce Padolfini)

21. discipline or regret… Managing Change

22. Infinite Possibilities

23. External Forces Change Management How to manage the change using strategy and tactics information information information Be Proactive • Change in Legislation • Change in Policy Direction • Change in Government • Media reports

24. Nature of the Beast Change Management How to manage the change using strategy and tactics Education Succession planning Be Proactive • New Council/Board Members • New Committee Composition • New President/Vice President/Leadership • Staffing changes

25. Internal Change Change Management How to manage the change using strategy and tactics Re-evaluate purpose, strategy Re-evaluate priorities Be Reactive • Monitoring indicates desired outcomes are not being achieved • Budgetary changes

26. Thank you

27. Speaker Contact Information Caroline MacIsaac-Power, RO Registrar & CEO College of Opticians of Ontario