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2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
2009 Strategy - Strategic Planning
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2009 Strategy - Strategic Planning

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  • Terminology Explain terminology to be used during the process Volume Confirm that there will be a tremendous volume of documents and ask them – when replying to a circular letter – to include all names on the distribution list to ensure everyone is kept fully informed. Pace Explain that in order for Plan to be successful, it is essential that deadlines given for responding and/or providing input, are met. Also that these deadlines will vary between 4 – 7 days.
  • You will see as the Strategy Plan progresses, why Einstein’s quote was inserted in this presentation. If it becomes apparent that a particular proposal – or even decision – will be difficult to implement or will not work, it is pointless pursuing it.
  • Our Strategic Plan will provide us with a road map – showing us where we are headed and the most effective way to get there. If we keep to the road map of the Plan, we will remain focused and on course and it will be easy to make decisions, allocate resources (manpower) to the various areas, as well as to identify our priorities . No input and/or proposal will be disregarded, but there will be many issues which will be identified as not being urgent, and these will be placed in what we will call the parking lot – and extracted for attention and action at the correct time.
  • Working without a Strategic Plan is like working blind folded – taking a shot in the dark and hoping you get it right!
  • MSA’s Structure is very much like the photo of these freeways – we have various Commission, Panels and 6 Regions – coming from different directions and meeting in the middle because of our passion for and commitment to the sport – but at times, we head off in different directions.
  • Working together also means: To work by consensus To listen to the views of others - be prepared to discuss (and not argue about) these issues To treat discussions as works in progress , recognising that recommendations may be altered in order to enhance co-ordination and benefits gained by collaboration between activities in different Areas of Focus To assume responsibility for specific tasks and deliver within the agreed timeframes To be prepared to consider whether you can ‘ live with ’ a certain decision even if you may not necessarily agree with the proposal/decision at the time majority agreement was reached To respond to requests for input within the time frame provided, and agree that where circumstances prevent your participation, that you will support the consensus of the remainder of the relevant committee and/or working group
  • Provide explanation
  • Explain Status Report Explain Environmental Scan ……. Also that it will include points raised during the SWOT Analysis. Because we cover motorcycles, cars and karting, the Environmental Scan may well consist of more than the 7 points listed above
  • Stakeholder feedback is vital and following this workshop a cross section of stakeholders from every Club, Association, Promoter, organiser, sponsors,manufacturers, importers, officials, media members and competitors will be consulted to obtain their views as well.
  • When you do the SWOT points, consider the points listed on this slide as the basis for making your decisions. Leave slide on screed during SWOT analysis
  • The SWOT Analysis will provide us with our Strategic Framework and will assist us in determining what MSA’s Mission, Vision, Values, etc. etc. It will also determine Key Performance Indicators for the Plan
  • The implementation of the Plan will automatically provide MSA with: a Business Plan Align the Roles and Responsibilities – firstly of MSA as a company and the National Federation, but also within the sport (ie the various Commissions, Panels, Committees, officials, etc) Aligning the Budget does not refer specifically to the setting of MSA’s annual budget, but will be a tool for MSA to better assess issues such as Commercial Rights etc Reviewing Policies and Procedures will provide the opportunity to assess whether current ones require any changes and if this is the case, what these changes should be To ensure that the Strategy Plan is successful, decisions should always be based on the framework of the Strategy Plan Unless Strategies are implemented , the entire process would have been a waste of time Stakeholder Management does not mean that MSA’s view is that it should “manage” all stakeholders. It means that it is essential to ensure that the SPORT and the INTERESTS of all stake holders, are managed properly.
  • During this Plan, we will monitor and evaluate: the Benchmarks set out initially; all milestones reached during the process, and whether the targets set, are being met We will constantly be asking ourselves whether we performed ? So what if we did? Ie did we meet our objectives and aims? Were good values obtained so far – and if not, why not and what can we do to change the situation?
  • This slide is shown again, as it is absolutely vital to remind ourselves of these 4 areas during the entire process of the Plan.
  • In order to achieve the desired results, everyone involved in the sport, must be required to provide input and contribute towards the Plan – which is why it is essential to include the MSA staff and the “ Volunteer Team ” (all officials, Commission, Panel and Committee members, clubs, etc) Ongoing scanning prior to and during the Implementation period, is essential Decisions should never be ‘knee jerk’ ones and should always be based on the Framework of the Plan Adjustments will undoubtedly be made during the monitoring process of the Plan as it would be foolish to believe that all initial decisions were cast in stone (critical thinking) . However, it is vital that adjustments are ONLY made to areas in the Plan after mutual consensus has been established. Using the above factors will lead to Strategic Management
  • Transcript

    1. MSA STRATEGIC PLANNING 03-04 March 2009
    2. <ul><li>The FIM decided to embark on a Strategic Planning process towards the latter part of 2007 </li></ul><ul><li>To ensure that its Plan would not only be professional but would include all stakeholders involved in motorcycling, the FIM appointed Mrs Joan Duncan from JDI Consulting, Canada for this purpose. Mrs Duncan specialises in Strategic Planning for sport federations, and her clients include many national and international sport federations and olympic and commonwealth games associations around the world </li></ul><ul><li>In terms of the FIM’s Strategic Plan, the FIM envisages to be ‘where it wants to be” by 2020. This project has progressed extremely well since it commenced and has already entered the “implementation” phase. </li></ul>1
    3. <ul><li>As it would obviously be impossible for the vast majority of National Federations and Continental Unions to employ the services of professional consultants for similar Strategic Plans, the FIM encouraged Federations and CONUs to adopt the Plan devised for the FIM by JDI Consulting, and arranged for delegates from the various Federations and CONUs to receive the necessary training to enable them to conduct their own Strategic Plans. </li></ul><ul><li>MSA is the first National Federation affiliated to the FIM to embark on this Strategic Planning process. </li></ul><ul><li>MSA wishes to record its sincere appreciation to the FIM – and to JDI Consulting for having made this process possible for us. </li></ul><ul><li>Although the MSA Strategic Planning process plan will obviously also include cars and karting, the actual Plan and process followed, will be identical to the FIM Plan. </li></ul>2
    4. WORKING TOGETHER <ul><li>Terminology </li></ul><ul><li>Volume </li></ul><ul><li>Pace </li></ul>3
    5. <ul><li>“ The definition of insanity is doing the same thing over and over again and expecting different results.” </li></ul><ul><li>Albert Einstein </li></ul>4
    6. STRATEGIC PLAN <ul><li>Tool used in Strategic Management </li></ul><ul><li>Road map, compass that will guide MSA, keep it focused, on course: </li></ul><ul><ul><li>Decisions </li></ul></ul><ul><ul><li>Resource Allocation </li></ul></ul><ul><ul><li>Priorities </li></ul></ul><ul><li>Doesn’t improve performance if it is not used and maintained, right sized, strategic </li></ul>5
    7. 6
    8. 7
    9. WORKING TOGETHER <ul><li>Provides the opportunity to: </li></ul><ul><li>Reflect on the past </li></ul><ul><li>Learn about each others’ needs </li></ul><ul><li>Discuss issues and concerns </li></ul><ul><li>Reach common understanding </li></ul><ul><li>Design our preferred future </li></ul><ul><li>Building ownership for the plan </li></ul><ul><li>Build our planning capacity </li></ul>8
    10. 8
    11. STRATEGIC MANAGEMENT CYCLE Analysis Where is MSA now? Strategic Framework Where/What do we want MSA to be? Monitoring & Evaluation Are we getting there? Implementation How do we get there? “ Action Plan” 10
    12. ANALYSIS <ul><li>Status Report </li></ul><ul><ul><li>Where have we been ? </li></ul></ul><ul><ul><li>Where are we now ? </li></ul></ul><ul><li>Environmental Scan </li></ul><ul><ul><li>Political </li></ul></ul><ul><ul><li>Economic </li></ul></ul><ul><ul><li>Social </li></ul></ul><ul><ul><li>Sport </li></ul></ul><ul><ul><li>Environment </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Regional </li></ul></ul>11
    13. ANALYSIS <ul><li>SWOT Analysis </li></ul><ul><ul><li>MSA’s Strengths and Weaknesses </li></ul></ul><ul><ul><li>External Opportunities and Threats </li></ul></ul><ul><li>Stakeholder Input and Analysis </li></ul>12 Build on S trengths Improve on W eaknesses Capitalise on O pportunites Eliminate/Neutralise T hreats
    14. <ul><li>What is the biggest benefit of belonging to/being involved in MSA? ( S ) </li></ul><ul><li>What does MSA need to improve on? ( W ) </li></ul><ul><li>What opportunities should MSA be taking advantage of? ( O ) </li></ul><ul><li>What would you like to see MSA accomplish as a result of the Strategic Planning Process? ( T ) </li></ul>SWOT POINTS 13
    15. STRATEGIC FRAMEWORK <ul><li>Mission </li></ul><ul><li>Vision </li></ul><ul><li>Values </li></ul><ul><li>Areas of Focus </li></ul><ul><li>Strategic Priorities </li></ul><ul><li>Goals </li></ul><ul><li>Key Performance Indicators </li></ul>14
    16. IMPLEMENTATION <ul><li>Business Plan </li></ul><ul><li>Align Roles and Responsibilities </li></ul><ul><li>Align Budget </li></ul><ul><li>Review Policies and Procedures </li></ul><ul><li>Decisions Based on Strategic Framework </li></ul><ul><li>Implement Strategies </li></ul><ul><li>Stakeholder Management </li></ul>15
    17. MONITORING AND EVALUATION Did we perform? So what? Good value? Benchmarks Milestones Targets 16
    18. STRATEGIC MANAGEMENT CYCLE Analysis Where is MSA now? Strategic Framework Where/What do we want MSA to be? Monitoring & Evaluation Are we getting there? Implementation How do we get there? “ Action Plan” 17
    19. Staff / Volunteer Team Ongoing Scanning Framework Based Decisions Critical Thinking + Monitoring & Adjustment Strategic Management 18
    20. Questions ? 19

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