Integrated Business Planning. How To Best Meet Your Mission. Presented to the Association for Progressive Communication October 15 -16, 1998 by Charles P. Sitkin, Consultant in affiliation with Carnegie-Mellon University. Outline of Presentation. Evolution of Management Concerns
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How To Best Meet Your Mission
Association for Progressive Communication
October 15 -16, 1998
Charles P. Sitkin, Consultantin affiliation with Carnegie-Mellon University
Expresses operational plan in financial terms
Identifies the basic concept and direction of an organization
“Next I believe that the most important single factor in corporate success is faithful adherence to those beliefs...
“And, finally I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life.” Thomas Watson, Jr.
Shared purposes provide FOCUS by driving strategy.
Shared values provide CONTROL by guiding execution.
Bread Machine Industry Association
The mission of the BMIA is to expand and promote the long-term growth and use of all aspects of the bread machine industry for the mutual benefit of our members and consumers.
Freehold Actors’ Studio & Lab
The mission of Freehold is to deepen the transformational power of theatre to inspire through education, experimentation, and performance.
Strategic success means to achieve better and more stable results than the competition. Achieving that requires superior competence, or the ability to excel, in a set of distinctive capabilities which have special value to a particular part of the marketplace.
Note that excellence by itself is not enough. It must be excellence in areas of strategic significance, i.e., that determine the outcome of competition in the marketplace.
That strategic excellence then forms the basis for the organization to achieve better results than the competition. In this sense it is a position which the organization “occupies” from which follows strategic success.
Laws and Regulations
Key Result Areas
“The basic philosophy, spirit, and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation, and timing. All these things weigh heavily in success. But they are, I think, transcended by how strongly the people in the organization believe in its basic precepts and faithfully they carry them out.” Thomas Watson, Jr.
1. Identify Issues
2. Prioritize Issues
3. Analyze Issues
4. Summarize Issues
Major ConclusionsAlternative Courses of Action
Return on RevenueDonations to Sales RatioNet profit
$ sales per employeeUnits produced/month
Percent ethnic hireDays of training/employee
Percent of market sharePercent growth by productExample Indicators of Performance
Key Results Areas Indicators of Performance
I. Executive Summary
II. Business Unit Description
III. Product and Services
IV. Operational Analysis: Issues and Conclusions
V. Key Result Areas & Indicators of Performance
VI. Operational Objectives
VII. Action Plans
IX. Plan Implementation and Review Schedule