STRATEGIC PLANNING · 2014-08-07 · Impact of Strategic Planning A strategic plan affects all that...

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STRATEGIC PLANNINGSTRATEGIC PLANNINGA PRACTICAL APPROACH TO SETTING FUTURE A PRACTICAL APPROACH TO SETTING FUTURE

DIRECTION IN THE PUBLIC SECTORDIRECTION IN THE PUBLIC SECTOR

MICHAEL A. FORS, PH.D. MICHAEL A. FORS, PH.D.

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Strategic Planning Strategic Planning –– What is it?What is it?

The current state of your output and servicesThe current state of your output and servicesHow your organization produces it (your performance)How your organization produces it (your performance)

Your organization’s strengths and weaknesses & its Your organization’s strengths and weaknesses & its capability in the futurecapability in the future

What is changing in the environmentWhat is changing in the environmentHow your organization needs to change its output, services, How your organization needs to change its output, services, and performance and performance

Setting the vision Setting the vision –– the future state you will build the future state you will build

How you describe the future state to your organization and How you describe the future state to your organization and help them to own creating ithelp them to own creating itHow you set a concrete plan to achieve the visionHow you set a concrete plan to achieve the vision

ÂfàÜtàxzç |á Wxáà|ÇçÊ – Robert Burgelman

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Strategic Planning Strategic Planning -- ElementsElements

1.1. Current state analysisCurrent state analysis2.2. Strengths and weaknessesStrengths and weaknesses3.3. Opportunities for the futureOpportunities for the future4.4. Vision & missionVision & mission5.5. Plan to enroll members in the visionPlan to enroll members in the vision6.6. Strategic objectives & indicators Strategic objectives & indicators

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Impact of Strategic PlanningImpact of Strategic Planning

Strategy is perhaps your greatest role as a Strategy is perhaps your greatest role as a leaderleaderTo the extent you can: To the extent you can: •• Set a clear visionSet a clear vision•• Rally people around itRally people around it•• Set the organization to implement the visionSet the organization to implement the vision

This is a primary role of you as a leader This is a primary role of you as a leader People look to you for this…People look to you for this…

ÂÂ\y çÉâ wÉÇËà ~ÇÉã ã{xÜx çÉâËÜx zÉ|Çz? çÉâ ã|ÄÄ ÑÜÉutuÄç xÇw âÑ á\y çÉâ wÉÇËà ~ÇÉã ã{xÜx çÉâËÜx zÉ|Çz? çÉâ ã|ÄÄ ÑÜÉutuÄç xÇw âÑ áÉÅxÑÄtvx xÄáxÊ ÉÅxÑÄtvx xÄáxÊ „„David CampbellDavid Campbell

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Impact of Strategic Planning Impact of Strategic Planning

A strategic plan affects all that you A strategic plan affects all that you do as a leader and an organization. do as a leader and an organization. It is your roadmap for the futureIt is your roadmap for the future•• Products and servicesProducts and services•• PerformancePerformance

Once set, it is your job as a leader to Once set, it is your job as a leader to create an organization that can bring create an organization that can bring the strategic plan to lifethe strategic plan to life


Current Situation: Current Situation: Where are we?Where are we?

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Current StateCurrent State

What are we doing?What are we doing?•• Output & ServicesOutput & Services•• Performance as an OrganizationPerformance as an Organization

What is our mission?What is our mission?•• Are we living up to it?Are we living up to it?

What was the vision for what we are What was the vision for what we are building this year?building this year?•• Are we on the right track?Are we on the right track?

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Current State Current State –– Feedback is Feedback is Needed from the Following GroupsNeeded from the Following Groups

Internal expertsInternal expertsAnalysts (3Analysts (3rdrd parties who know about your org.)parties who know about your org.)CustomersCustomersStakeholdersStakeholdersPartnersPartnersYour own thoughts/feelingsYour own thoughts/feelingsYour personal leadership notesYour personal leadership notesThe pressThe press

Feedback is a gift! Try not to be defensive whenFeedback is a gift! Try not to be defensive whenpeople judge your organizationpeople judge your organization

g{xÜx zÉ à{x ÑxÉÑÄx „ \ Åâáà {âÜÜç tÇw vtàv{ âÑ ã|à{ à{xÅ? yÉÜ \ tÅ à{x|Ü ÄxtwxÜ „Alexandre Auguste Ledru-Rollin, a leader of the French Revolution

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Current State Current State -- ChangeChange

What has changed in the past year?What has changed in the past year?•• Customer needCustomer need•• Your organizational changesYour organizational changes•• FundingFunding•• Leadership/stakeholders & their strategiesLeadership/stakeholders & their strategies•• External forces on the organization External forces on the organization •• Competing organizations or projectsCompeting organizations or projects•• PoliticsPolitics•• EconomyEconomy•• Culturally where your organization operatesCulturally where your organization operates•• International organization supportInternational organization support•• International lawInternational law

What should we be doing differently?What should we be doing differently?•• New opportunitiesNew opportunities•• Response to new pressures/requirementsResponse to new pressures/requirements•• Gaps in our performanceGaps in our performance

ÂÂ`Éáà ÑxÉÑÄx áxx ã{tà |á? tÇw ÇxäxÜ áxx ã{tà vtÇ uxÊ`Éáà ÑxÉÑÄx áxx ã{tà |á? tÇw ÇxäxÜ áxx ã{tà vtÇ uxÊ -- Albert EinsteinAlbert Einstein


Strengths & Weaknesses: Strengths & Weaknesses: What do we have to work with?What do we have to work with?

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Strengths & Weaknesses Strengths & Weaknesses

What do we do well or not so well?What do we do well or not so well?1.1. Output and servicesOutput and services2.2. Organizational healthOrganizational health3.3. Resources Resources –– money, equipment, money, equipment,

information, connections, partnersinformation, connections, partners

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Strengths & WeaknessesStrengths & Weaknesses1. Output and Services1. Output and Services

•• Which output/services has your Which output/services has your organization produced well?organization produced well?

•• Which has it not?Which has it not?

•• How do you know?How do you know?Customer feedback?Customer feedback?Stakeholder feedback?Stakeholder feedback?What is your data?What is your data?

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Strengths and WeaknessesStrengths and Weaknesses

2. Organizational Health2. Organizational HealthThe strength of your organizationThe strength of your organizationmeasured on a variety of elementsmeasured on a variety of elements

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Strengths & WeaknessesStrengths & WeaknessesOrganizational Health – Results & How they are Achieved

• Vision/Mission

• Strategic Objectives

• Strategic & growth plans

• Ability to work with partner organizations

• Financial performance

• Use of data to monitor progress (indicators)

• Structure designed to achieve results

• Culture & Values – how work is achieved

• Performance management

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Strengths & WeaknessesStrengths & WeaknessesOrganizational Health – People in the Organization

• Skills to accomplish work

• Skills to be effective at teamwork & partnering

• Physical location – in the best possible locations

• Clarity of work & ongoing performance feedback

• Quality of teamwork – how well teams work together

• Response to change – how the organization responds to change

• Numbers changing jobs and/or leaving

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Strengths & WeaknessesStrengths & WeaknessesOrganizational Health – Leadership & Management

• Strategic Plan

• How well do leaders convince members of the vision?

• How well do leaders communicate progress?

• People management – how well are people managed?

• Leadership development – are leaders being recruited & developed?

• Leadership performance – are leaders leading well?

• Change management – how well do leaders make this happen?

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Strengths and WeaknessesStrengths and Weaknesses

3. Resources3. ResourcesMoneyMoneyEquipmentEquipmentInformationInformationConnectionsConnectionsPartnersPartners

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Summary of Strengths and Summary of Strengths and WeaknessesWeaknesses

•• Compare the current state data, change Compare the current state data, change data, and the strengths and weaknessesdata, and the strengths and weaknesses

Are we using our strengths effectively in our Are we using our strengths effectively in our current plan?current plan?How can we use strengths in the future?How can we use strengths in the future?Do we have strengths to meet changes or Do we have strengths to meet changes or opportunities in the future? opportunities in the future? What are our weaknesses?What are our weaknesses?How will our weaknesses slow us down or How will our weaknesses slow us down or hinder us from reaching the future?hinder us from reaching the future?

•• What can we do about these in relation to the What can we do about these in relation to the vision we are building?vision we are building?

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Vision: Vision: Where do we want to be?Where do we want to be?

T zÜxtà YÜxÇv{ `tÜá{tÄ ãtá |ÇyÉÜÅxw uç {|á ztÜwxÇxÜ à{tà t àÜxx {x ãtÇàxw àÉ ÑÄtÇà ãÉâÄw àt~x DCC çxtÜá àÉ ÅtàâÜxA

[|á ÜxáÑÉÇáxM Â\Ç à{tà vtáx? à{xÜx |á ÇÉ à|Åx àÉ ÄÉáxA cÄtÇà |à à{|á tyàxÜÇÉÉÇÊ

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Vision QuotesVision Quotesg{x ä|á|ÉÇ à{tà çÉâ zÄÉÜ|yç |Ç çÉâÜ Å|Çw? à{x |wxtÄ à{tà çÉâ xÇàg{x ä|á|ÉÇ à{tà çÉâ zÄÉÜ|yç |Ç çÉâÜ Å|Çw? à{x |wxtÄ à{tà çÉâ xÇà{ÜÉÇx |Ç çÉâÜ {xtÜà {ÜÉÇx |Ç çÉâÜ {xtÜà „„ à{|á çÉâ à{|á çÉâ ã|ÄÄ uâ|Äw çÉâÜ Ä|yx uç? à{|á çÉâ ã|ÄÄ uxvÉÅx ã|ÄÄ uâ|Äw çÉâÜ Ä|yx uç? à{|á çÉâ ã|ÄÄ uxvÉÅx @@ James AllenJames Alleng{ÜÉâz{Éâà à{x vxÇàâÜ|xá? à{xÜx ãxÜx ÅxÇ ã{É àÉÉ~ y|Üáà áàxÑá wÉg{ÜÉâz{Éâà à{x vxÇàâÜ|xá? à{xÜx ãxÜx ÅxÇ ã{É àÉÉ~ y|Üáà áàxÑá wÉãÇ Çxã ÜÉtwá tÜÅxw ã|à{ ãÇ Çxã ÜÉtwá tÜÅxw ã|à{ ÇÉà{|Çz uâà à{x|Ü ÉãÇ ä|á|ÉÇÇÉà{|Çz uâà à{x|Ü ÉãÇ ä|á|ÉÇ -- AynAyn RandRandjx {täx xÇÉâz{ ÑxÉÑÄx ã{É àxÄÄ |à Ä|~x |à |á jx {täx xÇÉâz{ ÑxÉÑÄx ã{É àxÄÄ |à Ä|~x |à |á „„ ÇÉã ãx vÉâÄw âáx t yxã ã{É àxÄÄ |à Ä|~x |à vtÇ uxÇÉã ãx vÉâÄw âáx t yxã ã{É àxÄÄ |à Ä|~x |à vtÇ ux --Robert Robert OrbenOrben_|yx |á t áxÜ|xá Éy vÉÄÄ|á|ÉÇá ã|à{ à{x yâàâÜxN |à |á ÇÉà à{x áâ_|yx |á t áxÜ|xá Éy vÉÄÄ|á|ÉÇá ã|à{ à{x yâàâÜxN |à |á ÇÉà à{x áâÅ Éy ã{tà ãx {täx uxxÇ? uâà ã{tà ãx Å Éy ã{tà ãx {täx uxxÇ? uâà ã{tà ãx çxtÜÇ àÉ uxçxtÜÇ àÉ ux -- Jose Ortega Y Jose Ortega Y GassettGassett

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Opportunity AnalysisOpportunity Analysis

Given: Given: •• Current stateCurrent state•• Strengths and WeaknessesStrengths and Weaknesses

What should we create in the future?What should we create in the future?•• Output and services for customersOutput and services for customers

How long will it take?How long will it take?What will it take to get there?What will it take to get there?Given changes discovered in the current state, is Given changes discovered in the current state, is it the best thing to do?it the best thing to do?How does it improve the value we add?How does it improve the value we add?How does it use our strengths?How does it use our strengths?Which weaknesses will we need to overcome?Which weaknesses will we need to overcome?

g{x w|yyxÜxÇvx uxàãxxÇ ã{tà ãx wÉ? tÇw ã{tà ãx tÜx vtÑtuÄx Éy wÉg{x w|yyxÜxÇvx uxàãxxÇ ã{tà ãx wÉ? tÇw ã{tà ãx tÜx vtÑtuÄx Éy wÉ|Çz? ãÉâÄw áÉÄäx ÅÉáà Éy |Çz? ãÉâÄw áÉÄäx ÅÉáà Éy à{x ãÉÜÄwËá ÑÜÉuÄxÅáà{x ãÉÜÄwËá ÑÜÉuÄxÅá -- Mahatma GandhiMahatma Gandhi

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Customer AnalysisCustomer Analysis

Who will be the customers?Who will be the customers?What do they need and why?What do they need and why?Will your customers change? How? Will your customers change? How? What level of customer connection What level of customer connection will you need? will you need? How will they use your output or How will they use your output or services?services?What will you do about customers What will you do about customers you no longer support? you no longer support?

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Stakeholder AnalysisStakeholder AnalysisWho are the people who have a stake in Who are the people who have a stake in your new vision? Why?your new vision? Why?What is their stake in the outcome?What is their stake in the outcome?What will their role be? What will their role be? Will they be a decision maker? A Will they be a decision maker? A reviewer?reviewer?Will they provide resources?Will they provide resources?Do they see this as a priority?Do they see this as a priority?How often will you connect with them?How often will you connect with them?What if stakeholders have differing views What if stakeholders have differing views about what your organization should do?about what your organization should do?

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VisionVisionVision = A statement that describes a preferred future the Vision = A statement that describes a preferred future the organization aims to buildorganization aims to build

The vision should be based upon an analysis of current state, The vision should be based upon an analysis of current state, strengths and opportunities for the futurestrengths and opportunities for the future•• From key partners, customers, stakeholders, internal experts, & From key partners, customers, stakeholders, internal experts, &

looking at other organizations who may be competitorslooking at other organizations who may be competitors

What are the new opportunities the organization will produce in What are the new opportunities the organization will produce in the next 1the next 1--2 years2 years•• Output and ServicesOutput and Services

Questions to ask yourself:Questions to ask yourself:

Given strengths and weaknesses, what are the chances the Given strengths and weaknesses, what are the chances the organization can create the vision?organization can create the vision?•• Use strengthsUse strengths•• Prepare to fill weakness gapsPrepare to fill weakness gaps

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Vision ScopeVision ScopeYou can’t do everything in your areaYou can’t do everything in your areaYou must decide You must decide whatwhat to do and to do and what notwhat notto doto doYou must prioritize and be able to state:You must prioritize and be able to state:•• Why you will focus on some thingsWhy you will focus on some things•• Why you will not focus on othersWhy you will not focus on others

Be ready to explain this Be ready to explain this –– it is vital to it is vital to organization members, partners, & organization members, partners, & customers customers

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Vision Check Vision Check Check the vision with key peopleCheck the vision with key people•• Partners, customers, stakeholders, internal Partners, customers, stakeholders, internal

expertsexperts•• Test the vision & discuss it Test the vision & discuss it •• Know that this is a creative, ambiguous Know that this is a creative, ambiguous

discussiondiscussion•• Encourage debate and opposing viewsEncourage debate and opposing views•• Finalize a vision strategy that can be ratified Finalize a vision strategy that can be ratified

based upon the feedbackbased upon the feedbackIs it: Is it:

•• DescriptiveDescriptive•• JustifiableJustifiable•• AchievableAchievable•• InspirationalInspirational•• UniqueUnique•• Show why people should care?Show why people should care?

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MissionMissionA mission describes why the organization existsA mission describes why the organization exists•• Original purpose for the organization to exist; why it was Original purpose for the organization to exist; why it was

foundedfounded•• Generally describes the work the organization doesGenerally describes the work the organization does•• Tends to be an historical view, not forward looking, like a Tends to be an historical view, not forward looking, like a

visionvision

A mission may also serve as a rallying cryA mission may also serve as a rallying cry•• A brief phrase members like that helps inspire them to A brief phrase members like that helps inspire them to

build the visionbuild the vision•• Memorable for membersMemorable for members•• Can serve as an internal marketing campaign for the visionCan serve as an internal marketing campaign for the vision

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World Bank Mission ExampleWorld Bank Mission ExampleOur mission is to help developing Our mission is to help developing countries and their people reach the goals countries and their people reach the goals by working with our partners to alleviate by working with our partners to alleviate poverty. poverty. To do that we concentrate on building the To do that we concentrate on building the climate for investment, jobs and climate for investment, jobs and sustainable growth, so that economies will sustainable growth, so that economies will grow, and by investing in and empowering grow, and by investing in and empowering poor people to participate in development. poor people to participate in development.

“Our work is cut out for us. We accept the “Our work is cut out for us. We accept the challenge.”challenge.”

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Strategic ObjectivesStrategic Objectives

The top 3The top 3--5 things the organization 5 things the organization will do this year to build the visionwill do this year to build the vision•• Should be concrete outputShould be concrete output•• Should have one person responsible Should have one person responsible

for eachfor each•• Should have a clear due date with Should have a clear due date with

milestonesmilestones•• Leaders should communicate progress Leaders should communicate progress

to these objectives regularlyto these objectives regularly•• Members should see how their work Members should see how their work

aligns to one of these objectives aligns to one of these objectives

World Bank Strategic Objectives:

Collectively, individuals want to see Collectively, individuals want to see how the strategic objectives move how the strategic objectives move the organization one giant step the organization one giant step toward the vision. Several years toward the vision. Several years worth of strategic objectives should worth of strategic objectives should create the visioncreate the vision

ZÉ vÉÇy|wxÇàÄç |Ç à{x w|Üxvà|ÉÇ Éy çÉâÜ wÜxtÅáA _|äx à{x Ä|yx çZÉ vÉÇy|wxÇàÄç |Ç à{x w|Üxvà|ÉÇ Éy çÉâÜ wÜxtÅáA _|äx à{x Ä|yx çÉâ |Åtz|ÇxÉâ |Åtz|Çx (David Thoreau)(David Thoreau)

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IndicatorsIndicatorsHow to track and measure successHow to track and measure successEach strategic objective should have a set of Each strategic objective should have a set of indicatorsindicatorsTypical measures:Typical measures:•• QualityQuality•• QuantityQuantity•• TimingTiming•• On budgetOn budget•• Customer SatisfactionCustomer Satisfaction

Indicators should be tracked and communicated Indicators should be tracked and communicated to organizational members regularlyto organizational members regularly

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How Do We Get There?How Do We Get There?axäxÜ yxtÜ à{x áÑtvx uxàãxxÇ çÉâÜ wÜxtÅá tÇw ÜxtÄ|àçA \y çÉâ vtaxäxÜ yxtÜ à{x áÑtvx uxàãxxÇ çÉâÜ wÜxtÅá tÇw ÜxtÄ|àçA \y çÉâ vtÇ wÜxtÅ |à? Ç wÜxtÅ |à? çÉâ vtÇ Åt~x |à áÉçÉâ vtÇ Åt~x |à áÉ -- BelvaBelva DavisDavis

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Help Your Members See the VisionHelp Your Members See the VisionDescribe the end stateDescribe the end state

Describe for organization members:Describe for organization members:How life will be different for customers in 1How life will be different for customers in 1--2 years 2 years Customer benefitsCustomer benefitsWhy the vision is a logical next step for the organizationWhy the vision is a logical next step for the organizationDescribe it Describe it –– what will you see, touch, hear, feelwhat will you see, touch, hear, feelWhy should someone care? Why is it better? Why is it Why should someone care? Why is it better? Why is it worthy of the change?worthy of the change?Create a sense of urgencyCreate a sense of urgencyUse stories to make the pointsUse stories to make the pointsAppeal to the logic and emotions of individualsAppeal to the logic and emotions of individualsCommunicate the ideas in a number of waysCommunicate the ideas in a number of ways•• Stakeholders, partners, customersStakeholders, partners, customers•• TownhallTownhall meetingsmeetings•• Presentations throughout the organizationPresentations throughout the organization

gÉ tvvÉÅÑÄ|á{ zÜxtà à{|Çzá? ãx Åâáà ÇÉà ÉÇÄç ÑÄtÇ? uâà tÄáÉ uxÄ|gÉ tvvÉÅÑÄ|á{ zÜxtà à{|Çzá? ãx Åâáà ÇÉà ÉÇÄç ÑÄtÇ? uâà tÄáÉ uxÄ|xäxAxäxA ((AnatoleAnatole France)France)

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Help Members Own the StrategyHelp Members Own the StrategyYour Role as Leader: Define how the vision is translated into aYour Role as Leader: Define how the vision is translated into action ction

•• Set the organization up to achieve results with excellenceSet the organization up to achieve results with excellence

Show organizational members:Show organizational members:Vision Vision –– what is being built and whywhat is being built and whyMission Mission –– the reason we exist and our rallying crythe reason we exist and our rallying cryStrategic Objectives Strategic Objectives –– our big outputs for the yearour big outputs for the yearIndicators for success Indicators for success –– how to measure progress over time how to measure progress over time

How can members get involved in the strategy?How can members get involved in the strategy?How can they feel a sense of ownership in it?How can they feel a sense of ownership in it?How can they see their work will impact the strategy?How can they see their work will impact the strategy?How do you get them to dedicate their energy to it? How do you get them to dedicate their energy to it? How can they get their creativity and talents focused on the How can they get their creativity and talents focused on the vision? vision?

Note: This will take the strategy far beyond what a leader mayNote: This will take the strategy far beyond what a leader maydreamed is possibledreamed is possibleThey will create it in ways no one had imagined & feel they own They will create it in ways no one had imagined & feel they own itit

g{xç vtÇ uxvtâáx à{xç à{|Ç~ à{xç vtÇg{xç vtÇ uxvtâáx à{xç à{|Ç~ à{xç vtÇ -- VirgilVirgil

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Change is Needed to Reach the Vision Change is Needed to Reach the Vision ––Questions are Natural & Expected Questions are Natural & Expected

Why are we doing this?Why are we doing this?What exactly will be different?What exactly will be different?What is the impact to me?What is the impact to me?When does this take place?When does this take place?How does it impact others on my team?How does it impact others on my team?How will this change be implemented?How will this change be implemented?

Other typical questions you’ve heard?Other typical questions you’ve heard?

\à |á uç à|Çç áàxÑá à{tà ãx távxÇw àÉ à{x áàtÜá\à |á uç à|Çç áàxÑá à{tà ãx távxÇw àÉ à{x áàtÜá -- Jack Jack LeedstromLeedstrom

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Change Management ModelChange Management Model6. New Way of Being6. New Way of Being1. Old Way of Being1. Old Way of Being

2. Change Announced2. Change Announced

3. Ambiguity (unclear)/3. Ambiguity (unclear)/

LossLoss

4. Neutral Zone4. Neutral Zone

5. New Beginnings5. New Beginnings

Source:Source: Managing Transitions, by William BridgesManaging Transitions, by William Bridges

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Stages of ChangeStages of Change1. Old Way of Being1. Old Way of BeingComfortable; secure; “it’s the way we’ve done it;” we know how tComfortable; secure; “it’s the way we’ve done it;” we know how toomake it workmake it work2. Change Announced2. Change AnnouncedWas I involved in the decision?; What brought this on?; Why?; Was I involved in the decision?; What brought this on?; Why?; Denial;Denial;territorialityterritoriality3. Ambiguity (lack of clarity)3. Ambiguity (lack of clarity)

Role confusion; questions about impact; difficulty in planning Role confusion; questions about impact; difficulty in planning


Not sure if this is good or bad; there may be opportunities hereNot sure if this is good or bad; there may be opportunities here


Better clarity of role and outputs; ending the old; starting theBetter clarity of role and outputs; ending the old; starting the newnew

6. New Way of Being6. New Way of Being

Team is moving in the same direction with clarity of goal, role,Team is moving in the same direction with clarity of goal, role, andand

deliverablesdeliverables

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How to Work through ChangeHow to Work through Change6. New Way of Being6. New Way of Being1. Old Way of Being1. Old Way of Being

2. Change Announced2. Change Announced

3. Ambiguity/Loss3. Ambiguity/Loss



Be Nimble (quick)Be Nimble (quick)

Ask QuestionsAsk Questions

Try to see new direction & why Try to see new direction & why it is bestit is best

Define your outputDefine your output

Work through itWork through it

Get clarity of work in teamGet clarity of work in team

Reinforce new directionReinforce new directionBury old ways & Bury old ways & give birth to new waysgive birth to new ways

Focus energy/creativityFocus energy/creativity

Make seamless (smooth)Make seamless (smooth)

Implement the plan with Implement the plan with excellenceexcellence

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Prioritizing Work:Prioritizing Work:Map DayMap Day

A session where members of the A session where members of the organization and key partners identify organization and key partners identify work needed to accomplish a strategic work needed to accomplish a strategic objective:objective:•• Brainstorm workBrainstorm work•• List it in a timelineList it in a timeline•• Discuss itDiscuss it•• Prioritize itPrioritize it•• Check to ensure it can be accomplishedCheck to ensure it can be accomplished•• Assign responsibilities, due dates, and success Assign responsibilities, due dates, and success

indicatorsindicators

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Prioritizing WorkPrioritizing WorkPeople post work needed for each strategic objective on a People post work needed for each strategic objective on a timeline timeline When everyone is finished, the group looks at trends:When everyone is finished, the group looks at trends:•• What are the top priorities?What are the top priorities?•• How will other priorities interfere?How will other priorities interfere?•• Where will there be conflicts in getting work completed?Where will there be conflicts in getting work completed?•• Do partners agree with priorities & will they invest resources?Do partners agree with priorities & will they invest resources?•• Where will there be crossWhere will there be cross--group cooperation issues in finishing group cooperation issues in finishing

the work?the work?•• Does the work add up to a holistic picture of the objective?Does the work add up to a holistic picture of the objective?•• Are there irrelevant outputs that can be deAre there irrelevant outputs that can be de--prioritized? prioritized? •• Are any priority outputs missing?Are any priority outputs missing?•• Which outputs are needed or the objective fails? Which outputs are needed or the objective fails? •• Are resources present to complete the work (money, info., Are resources present to complete the work (money, info.,

hardware, software, bandwidth of collaborators)?hardware, software, bandwidth of collaborators)?•• Where is the plan too fat (overkill) vs. too thin (not enough toWhere is the plan too fat (overkill) vs. too thin (not enough to

get the job done)get the job done)

Check the flow of outputs across the proposed timelineCheck the flow of outputs across the proposed timeline

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ImplementationImplementation

Find best practicesFind best practicesImplement them Implement them Continuously improve using dataContinuously improve using dataStrive to become world classStrive to become world class

VÉÇà|ÇâÉâá \ÅÑÜÉäxÅxÇà àÉ XåvxÄÄxÇvx

i|á|ÉÇ ã|à{Éâà áÉÄ|w |ÅÑÄxÅxÇàtà|ÉÇ |á t {tÄÄâv|Çtà|ÉÇ ;ytÇàtáç<i|á|ÉÇ ã|à{Éâà áÉÄ|w |ÅÑÄxÅxÇàtà|ÉÇ |á t {tÄÄâv|Çtà|ÉÇ ;ytÇàtáç<

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Constant Monitoring of Constant Monitoring of PerformancePerformance

Progress to Strategic ObjectivesProgress to Strategic ObjectivesCheck indicatorsCheck indicatorsCommunicate progress & issues to the Communicate progress & issues to the organizationorganizationHold forums to check concernsHold forums to check concernsPulse “early warning signals” Pulse “early warning signals” –– key employee, key employee, senior officers, customers, and partnerssenior officers, customers, and partnersCommunicate progressCommunicate progress•• Customers, partners, stakeholdersCustomers, partners, stakeholders

WÜxtÅá àt~x ÄÉÇzWÜxtÅá àt~x ÄÉÇz@@àxÜÅ vÉÅÅ|àÅxÇàáA YÜÉÅ à{x y|Üáà àÉ à{x Ätáà? ãx Çxxw yÉvâá? àxÜÅ vÉÅÅ|àÅxÇàáA YÜÉÅ à{x y|Üáà àÉ à{x Ätáà? ãx Çxxw yÉvâá? w|áv|ÑÄ|Çx? ÑxÜá|áàxÇvx? tÇw à{x tu|Ä|àç àÉ ~xxÑ á|z{à Éy à{x ä|w|áv|ÑÄ|Çx? ÑxÜá|áàxÇvx? tÇw à{x tu|Ä|àç àÉ ~xxÑ á|z{à Éy à{x ä|á|ÉÇ Éy ã{tà ãx tÜx áÄÉãÄç á|ÉÇ Éy ã{tà ãx tÜx áÄÉãÄç vÜxtà|Çz vÜxtà|Çz @@ Dennis Dennis WholeyWholey

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Summary Summary \wxtÄ|áÅ? {|z{ táÑ|Ütà|ÉÇá? tÇw wxxÑ vÉÇä|và|ÉÇá tÜx ÇÉà |ÇvÉÅÑt\wxtÄ|áÅ? {|z{ táÑ|Ütà|ÉÇá? tÇw wxxÑ vÉÇä|và|ÉÇá tÜx ÇÉà |ÇvÉÅÑtà|uÄx ã|à{ à{x ÅÉáà ÑÜtvà|vtÄ à|uÄx ã|à{ à{x ÅÉáà ÑÜtvà|vtÄ tÇw xyy|v|xÇà Éy ÑÜÉzÜtÅá tÇw xyy|v|xÇà Éy ÑÜÉzÜtÅá „„ à{xÜx |á ÇÉ |ÇvÉÇá|áàxÇvç uxàãxxÇ |wxtÄá tÇw ÜxtÄ|áà|v ÑÉáá|u|Äà{xÜx |á ÇÉ |ÇvÉÇá|áàxÇvç uxàãxxÇ |wxtÄá tÇw ÜxtÄ|áà|v ÑÉáá|u|Ä|à|xá? ÇÉ |à|xá? ÇÉ áxÑtÜtà|ÉÇ uxàãxxÇ wxá|Üxá Éy à{x {xtÜà tÇw Éy Å|Çw tÇw à{x Ütà|áxÑtÜtà|ÉÇ uxàãxxÇ wxá|Üxá Éy à{x {xtÜà tÇw Éy Å|Çw tÇw à{x Ütà|ÉÇtÄ tÑÑÄ|vtà|ÉÇ Éy {âÅtÇ xyyÉÜà ÉÇtÄ tÑÑÄ|vtà|ÉÇ Éy {âÅtÇ xyyÉÜà àÉ {âÅtÇ ÑÜÉuÄxÅá àÉ {âÅtÇ ÑÜÉuÄxÅá –– Robert Kennedy, describing the Robert Kennedy, describing the lesson U.S. President John F. Kennedy taught the lesson U.S. President John F. Kennedy taught the world world

g{x yâàâÜx uxÄÉÇzá àÉ à{Éáx ã{É uxÄ|xäx |Ç à{x uxtâàç Éy à{x|Ü wg{x yâàâÜx uxÄÉÇzá àÉ à{Éáx ã{É uxÄ|xäx |Ç à{x uxtâàç Éy à{x|Ü wÜxtÅáA \Ç à{x ÄÉÇz ÜâÇ? ãx ÜxtÄÄç ÜxtÅáA \Ç à{x ÄÉÇz ÜâÇ? ãx ÜxtÄÄç wÉ á{tÑx ÉâÜ ÉãÇ Ä|äxáN tÇw à{xÇ àÉzxà{xÜ ãx á{tÑx à{x ãÉÜÄw tÜÉwÉ á{tÑx ÉâÜ ÉãÇ Ä|äxáN tÇw à{xÇ àÉzxà{xÜ ãx á{tÑx à{x ãÉÜÄw tÜÉâÇw âáA g{x ÑÜÉvxáá ÇxäxÜ xÇwá âÇw âáA g{x ÑÜÉvxáá ÇxäxÜ xÇwá âÇà|Ä ãx w|x âÇà|Ä ãx w|x „„ Eleanor Roosevelt, a creator of the United Eleanor Roosevelt, a creator of the United Nations Universal Declaration of Human RightsNations Universal Declaration of Human Rights

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Success!Success!

ÂÂaÉ zÜxtàxÜ átà|áytvà|ÉÇ ã|ÄÄ vÉÅx àÉ t ÄxtwxÜ à{tÇ àÉ aÉ zÜxtàxÜ átà|áytvà|ÉÇ ã|ÄÄ vÉÅx àÉ t ÄxtwxÜ à{tÇ àÉ wÜxtÅ t wÜxtÅ? tÇw à{xÇ? à{ÜÉâz{ vtÜxyâÄ ÑÄtÇÇ|Çz? wÜxtÅ t wÜxtÅ? tÇw à{xÇ? à{ÜÉâz{ vtÜxyâÄ ÑÄtÇÇ|Çz? {xÄÑ|Çz à{Éáx ã|à{ xåÑxÜà|áx tÇw Ñtáá|ÉÇ ÉãÇ à{x |wxt? tÇw {xÄÑ|Çz à{Éáx ã|à{ xåÑxÜà|áx tÇw Ñtáá|ÉÇ ÉãÇ à{x |wxt? tÇw t ÄÉà Éy {tÜw ãÉÜ~? àÜtÇáyÉÜÅ à{tà wÜxtÅ |ÇàÉ ÜxtÄ|àçÊt ÄÉà Éy {tÜw ãÉÜ~? àÜtÇáyÉÜÅ à{tà wÜxtÅ |ÇàÉ ÜxtÄ|àçÊ

-- Michael ForsMichael Fors

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Meaning (not a word to word translation):

Prepare for a great endeavor if you are to rise to excellence

STRATEGIC PLANNING · 2014-08-07 · Impact of Strategic Planning A strategic plan affects all that...

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