Strategic Planning

Larry PotterfieldFounder and CEO

America Needs Baldrige!

1Set the Direction

January

ValidateMission Statement

• To ensure guidance to the organization isaligned with current business needs and direction.

BOD and President

ValidateKey Stakeholders

• To ensure groups with a vested interest in the organization’s success are represented.

CEO and President

ValidateOrganizational Goals

• To ensure goals are aligned with current business needs and direction.• Goals owned by BOD.• Future performance levels for goals set by CEO and President.

BOD and President

A B C

1Set the Direction

January

ValidateMission Statement

• To ensure guidance to the organization is aligned with current business needs and direction.

BOD and President

A

1Set the Direction

January

ValidateKey Stakeholders

• To ensure groups with a vested interest in the organization’s success are represented.

CEO and President

B

1Set the Direction

January

ValidateOrganizational Goals

• To ensure goals are aligned with current business needs and direction.• Goals owned by BOD.• Future performance levels for goals set by CEO and President.

BOD and President

C

1Set the Direction

January

ValidateShareholder Key

Requirements

• To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal.

CEO and BOD

Validate otherStakeholder Key

Requirements

• To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal.

President and SLT

D E

1Set the Direction

January

Validate Shareholder Key Requirements

• To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal.

CEO and BOD

D

1Set the Direction

January

Validate other Stakeholder Key Requirements

• To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal.

President and SLT

E

1Set the Direction

January

Results Review

• To identify opportunities to address, actual and projected performanceare reviewed against goals.

CEO and President

F

1Set the Direction

January

Create Company Strategies

• To provide guidance in decision making.

CEO and President

G

1Set the Direction

January

Conduct Company SWOT Analysis• Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. • Strategic advantages, challenges and core competencies are validated. • Reviewed with the BOD to identify blind spots.

Chairman, CEO and SLT

H

1Set the Direction

January

Create Strategic Objectives

• To define the initiatives to undertake to remain competitive and achieve current and future goals.• Major APs may be identified.• Reviewed with the BOD to identify blind spots.

CEO and President

I

2Deploy the Strategic

ObjectivesFebruary, May and August

Strategic Objectives Deployed

• To all employees with a formal call for innovation.• Employees submit ideas for APs.• Employees help identify blind spots.

CEO and SLT

J

2Deploy the Strategic

ObjectivesFebruary, May and August

InnovationEmployees submit ideas for APs.

2Deploy the Strategic

ObjectivesFebruary, May and August

Ideas Categorized

• To identify strategic ideas as APs on the strategic plan.

SLT

K

2Deploy the Strategic

ObjectivesFebruary, May and August

Results Review

• To identify opportunities to address, actual and projected performanceare reviewed against goals.

SLT

Review Company SWOT Analysis and

Conduct Department SWOT Analyses

SLT

Review

• To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed.

SLT

S

O T

W

L M N

Operational Analysis

2Deploy the Strategic

ObjectivesFebruary, May and August

Results Review

• To identify opportunities to address, actual and projected performanceare reviewed against goals.

SLT

L

2Deploy the Strategic

ObjectivesFebruary, May and August

Review Company SWOT Analysis and Conduct Department SWOT Analyses

SLT

S

O T

W

M

2Deploy the Strategic

ObjectivesFebruary, May and August

Review

• To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed.

SLT

N

2Deploy the Strategic

ObjectivesFebruary, May and August

Innovation

Strategic ideas for APs to achieve strategic objectives are captured.

3Create Strategic Plan

October - October

Analyze and Select Ideas for APs for Next Year’s

Strategic Plan• To determine the most important APs to implement next year to achieve strategic objectives and goals.

SLT

Analyze and Select APs for Long-Term Strategic Plans

• To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals.

SLT

Prioritize APs

• To determine the appropriate importance level of each AP.

SLT

Integrate Strategic Plan with Workforce Planning

• To ensure the resources needed to execute the strategic plan are integrated into workforce plans.

SLT

Integrate Strategic Plan with Financial Plan

• To ensure the impacts to financial plans are identified and incorporated into the budget.

SLT

Finalize and Approve the Strategic Plan

• To commit to a strategic plan to implement in the next year. • SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan.

CEO and SLT

O-T

3Create Strategic Plan

October – October

Analyze and Select Ideas for APs for Next Year’s Strategic Plan

• To determine the most important APs to implement next year to achieve strategic objectives and goals.

SLT

O

3Create Strategic Plan

October – October

Analyze and Select APs for Long-Term Strategic Plans

• To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals.

SLT

P

3Create Strategic Plan

October – October

Prioritize APs

• To determine the appropriate importance level of each AP.

SLT

Q

3Create Strategic Plan

October – October

Integrate Strategic Plan with Workforce Planning

• To ensure the resources needed to execute the strategic plan are integrated into workforce plans.

SLT

R

3Create Strategic Plan

October – October

Integrate Strategic Plan with Financial Plan

• To ensure the impacts to financial plans are identified and incorporated into the budget.

SLT

S

3Create Strategic Plan

October – October

Finalize and Approve the Strategic Plan

• To commit to a strategic plan to implement in the next year. • SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan.

CEO and SLT

T

3Create Strategic Plan

October – October

4Deploy the

Strategic PlanNovember

Deploy the Strategic Plan

• To the entire organization to facilitate engagement and acceptance of the plan.

SLT

U

5Execute the

Strategic PlanJanuary - December

Execute the Strategic Plan

• Implement the APs on the intermediate-term strategic plan.

SLT

V

6Control the

Results of APsJanuary – December

Control the Results of APs

• To ensure desired results are achieved and sustained.

CEO and SLT

W

America Needs Baldrige!