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Comprehensive Guide to Strategic Planning: Framework, Purpose, and Methodology

Strategic planning is essential for any organization seeking to define its direction and achieve long-term goals. This guide outlines the purpose, context, and deliverables of strategic planning. It covers the methodology, highlighting the roles of strategic planning teams, stakeholders, and environmental influences. The strategic plan serves as a roadmap, detailing the organization's mission, vision, goals, and objectives, while coordinating all parts for effective execution. Key components and timing considerations are also addressed to ensure successful implementation and adaptiveness over time.

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Comprehensive Guide to Strategic Planning: Framework, Purpose, and Methodology

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  1. IS 460 Notes Strategic Planning By Thomas Hilton

  2. Topics • Definition/Purpose • Context • Deliverables • Method

  3. Definition Strategic Planning is a procedure for determining the • direction in which an organization needs to move to fulfill its mission • basic objectives of an organization and allocating resources to their accomplishment

  4. Definition A strategic plan is a document that • results from strategic planning • contains the mission, direction, goals, etc. of the organization • acts as a road map for carrying out the strategy and achieving long-term goals

  5. Context: Strategic Management • Operations –immediate execution (this project) • Tactics –near-term execution (this year) • Strategy –long-term execution (five years?) StrategicManagement TacticalManagement OperationsManagement

  6. Deliverables/Results • Coordination of All Parts of the Organization • Sense of Direction, Ethos • Sense of Ownership, Membership, Motivation • Strategic Planning Document

  7. Method Identify , develop, document… • Strategic Planning Team • Stakeholders • Scope of Plan • Environmental Influences • Core Values • Mission • Vision • Goals • Objectives • Tasks

  8. Strategic Planning Team • Influential (or at least credible) • Representative (or consultative) • Few in number • Broad viewpoint

  9. Stakeholders • Recipients of organization output • Providers of organization input • Members of the organization • Many in number (sample them) • Narrow viewpoint

  10. Boundary/Scope of Plan • Negotiable • Revisit as needed throughout planning process • Approximate the client’s scope of practice • Establish accountability

  11. Trends in the Relevant Environment • Markets • Competitors • Regulations • Staffing • Capital • Technology

  12. Core Values • Moral justification for organization’s existence • Permanent • Internalized organization-wide • Ideological • Example

  13. Mission • Main area(s) of organization accomplishment • Nearly permanent • Shared organization-wide • Conceptual • Example

  14. Vision • Chosen instantiation of the mission • Rarely changes • Accepted organization-wide • Broadly Contextual • Example

  15. Goals • Components of the vision • Change slowly as accomplished (or abandoned) • Accepted by appropriate divisions in the organization • Specifically Contextual • Example

  16. Objectives • Components of each goal • Change per planning cycle (five years?) • Accepted by appropriate departments within divisions of the organization • Measurable (often via surrogates) • Example

  17. Tasks • Components of each objective • Change relatively often (annually?) • Accepted by appropriate persons/work-groups with budget, deadline, and deliverables • Performable, directly measurable • Example

  18. Timing Considerations • Complete in Days or Weeks • Revise Annually (Quarterly?) • Most Revision in Tasks, Objectives, Goals

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