Strategic Planning: Taking ISI to the “Next Level” John B. Sieg May 12, 2008 1.
-
Upload
kelly-glenn -
Category
Documents
-
view
220 -
download
0
Transcript of Strategic Planning: Taking ISI to the “Next Level” John B. Sieg May 12, 2008 1.
Strategic Planning:Taking ISI to the “Next Level”
John B. SiegMay 12, 2008
1
Purpose
Review the “why’s” of strategic planning.
Outline how to finalize ISI’s 2012 strategy.
Pave the way for its successful implementation.
2
The Past
Since 1989, ISI has implemented three successive strategic plans establishing:
A system to deliver its “products” nationally to college faculty, students.
A permanent HQ with ISI as a one-stop resource for those working on campuses.
ISI as the model for teaching conservative
ideals on campuses.
3
The Present
In 2007 ISI created another strategic plan to take itself to the “next level” by 2012.
Vision—“to nurture in the rising generation an understanding of the central ideas of America and the West” by:
Injecting “potent new resources” to expand educational programs; and
Leading the movement to ensure required grounding in civic literacy.
4
The Future
The 2012 strategic plan is the tool by which ISI should define its future and specify the “next level” in operational
terms.* * * *
“The future will not just happen if one wishes hard enough. The future requires decisions—now. It requires action—now. It demands allocation of resources, and above all, of human resources—now. It
requires work—now.”—Peter Drucker
5
Why?
“There is an old saying that good intentions don’t move mountains,
bulldozers do. In nonprofit management, the mission and the plan—if that is all
there is—are the good intentions. Strategies are the bulldozers. They convert what you want to do into an
accomplishment . . . Strategies lead you to work for results . . .”
—Peter Drucker
6
What is strategic planning?7
Analytical thinking and commitment of resources to a desired action.
Making present decisions systematically with an informed sense of what will likely result.
Organizing the people, efforts and all resources to carry them out in a timely way.
Tracking and measuring all results against expectations to ensure successful completion.
The Strategic Planning Process
8
AnalysisAnalysis Internal situation External environment
Strategy Vision, mission Objectives Goals
ImplementationImplementation Tactics Performance measures
What ISI has right now
Look back
Look ahead
SWOT: An Analytical Foundation9
SWOTSWOT = SStrengths + WWeaknesses + OOpportunities + TThreats
Systematic, simple and powerful aid for zeroing in on a feasible, competitive strategy to advance ISI’s mission.
Proven means for “matching” ISI’s internal capabilities to its external environment and generating sustainable growth.
ISI’s Internal Situation10
StrengthsStrengths: those things that give ISI important capabilities, distinctive competencies in the opinion of customers.
WeaknessesWeaknesses: those capabilities that are lacking or limited by choice or circumstance in the eyes of the outside world.
ISI’s External Environment11
MarketsMarkets to be served: students, faculty, donors, others.
CompetitorsCompetitors: institutional and ideological. OpportunitiesOpportunities: outside events/trends that
create possibility for improved performance.
ThreatsThreats: developments in the external world that would pose challenges or dangers to ISI if left unaddressed.
A Strategic Planning Flowchart
12
Customers
ISI
Competition
SWOT
External Environment
OTOT
Strategic Plan
Mission
Objectives
Goals
Action Plans
Marketing Plan
Resources
Vision
Mission
SW
OT
OT
OT
Refining ISI’s 2012 Strategy13
SWOT provides factual context for revisiting key elements of the existing 2012 strategy:
MissionMission—ISI’s basic purpose. Objectives—broad statements of what ISI wants to
achieve by 2012. Goals—specific, measurable steps that ISI must
take in order to achieve its broader objectives.
Example: Mission Statement14
“To educate for liberty. . .to further in successive generations of American college youth a better understanding of the economic, political, and spiritual values that sustain a free and virtuous society. . .”
Is it feasible (at least in part) by 2012? Is it motivational? Is it distinctive (vs. competitive organizations)?
Example: Objectives15
Regarding ISI’s 2012 objectives:
direct education programs and publications; university stewardship programs; organizational effectiveness; and institutional advancement . . .
Do they play to ISI’s strengths? Do they avoid ISI’s weaknesses? Do they capitalize on key external
opportunities? Do they minimize exposure to outside threats?
Example: Goals16
Regarding ISI’s goals for its 2012 objectives . . .
Does each have clear, measurable outcomes? Has each been given a knowledgeable leader? Has a deadline been set for completing each? Is there an action plan to complete each goal?
Starting Point
Existing 2012 Strategic Plan.
plus
New SWOT Analysis.
17
Finished Product
Internal assessment Environmental evaluation Finalized strategy
Affirmed vision/mission Objectives
Goals Action Plans
Resources—Manpower, Facilities, Equipment, Budget
Marketing plans “Case for Support” (basis for fund raising) Development plan
18
From SWOT Analysis
Who’s Responsible?
Analysis SWOT: ISI Strategy Team/RR&A with input from
key individuals, departments.
Strategy Vision/mission statements: Strategic objectives: Measurable goals:
Implementation Action plans: ISI project leaders, working with
appropriate team support/supervision and Board oversight.
19
ISI Strategy Team with RR&A facilitation and Board concurrence.
Suggested Work Plan
Conduct SWOT analysis—ISI Strategy Team/RR&A
Review/finalize 2012 strategy—ISI Strategy Team/RR&A
Secure Board approval—ISI Senior Management
Develop Board strategy to support plan—Board/RR&A
Implement plan—ISI Project Leaders
20
Anticipated Outcomes21
Affirmed ISI vision, mission. Feasible strategic objectives for 2012.
Supporting goals, action plans, resources. “Case for support”.
Marketing plan. Targeted development plan.
Board strategic plan.
Commitment. Buy-in. Success!
Concluding Thought
“Good fortune is what happens when opportunity meets with planning.”
—Thomas Edison
22
23
Q & A