Template 4-Strategic Planning Outline

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Planning to plan: designing the planning process, strategically. Missy Blankenship

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Template 4-Strategic Planning Outline

  1. 1. What is Strategic Planning? Management Tool Focus our Energy Work towards same Vision Who we are What we do Why we do it Focus on the future
  2. 2. Long Range Planning vs. Strategic Planning Long Range Strategic A plan for Responsive to a accomplishing a set dynamic, changing of goals with the environment. assumption that current knowledge of the future is reliable.
  3. 3. Strategic Planning May not always flow smoothly. Creative Process. Will move forward and back many times before arriving at the final set of decisions.
  4. 4. MISSION Mission Analysis – Clarify why the organization exists, who we serve, what is required by those we serve and how those needs are met.
  5. 5. VALUES Value Analysis – Take a serious look at the real values that drive our ambitions and desires for the organization. How are these values communicated both internally and externally?
  6. 6. SAMPLE Mission Statement Friendship Industries, Inc. develops and maintains employment and training opportunities for persons with disabilities in integrated work environments. Values Statement Friendship Industries, Inc. believes in and values…. Accountability – to our clients, to our customers, to our community and the global market, to ourselves and to our organization. Everyone takes responsibility for their position and their personal growth at Friendship and beyond. Everyone takes responsibility for the quality products and support services we provide. Empowerment – from within each individual and for the organization as a whole. We value self-sufficiency and educating ourselves as well as educating the community on contributions we make. Innovation – in our support services and allocation of resources, in our problem-solving capabilities, in our products and services and in future-thinking for our success. Respect – for everyone, especially recognizing and understanding individual abilities and challenges. Shared Corporate Culture – in all we do, we work cooperatively as a team to achieve excellence for our organizational purpose. Connected to the Past – Partnering for the Future
  7. 7. VISION Vision Analysis – In a perfect world, what does the organization look like five years from today? How would we best serve our stakeholders and customers? What…..Not How!
  8. 8. Key Customer Analysis Major Customers or Customer Groups who are Direct Recipients of the organization’s Products and Services, and whose requirements must be satisfied to successfully accomplish The Mission.
  9. 9. Key Stakeholder Analysis Major Individuals or Entities which have a significant, specific interest in the performance of the organization, and have the capacity to impact the direction of the organization. Stakeholders are usually NOT Direct Recipients of the Organization’s Products or Services.
  10. 10. SWOT Analysis or Environmental Scan We step back and honestly take a look at ourselves, our internal environment and our organizational structure. What are our true Strengths and Weaknesses? How will these effect and influence Key Customers, Stakeholders and ultimately Key Result Areas.
  11. 11. SWOT Analysis or Environmental Scan Additionally, examine the external influences on our organization – Locally Regionally – Nationally – Globally. What are the Threats and Opportunities that present themselves and how do we address these as they relate to Key Customers, Stakeholders and Key Result Areas?
  12. 12. Helpful Hint: When performing SWOT or Environmental Scan it helps to look at: General, Economic, Political and Technological aspects of our environment.
  13. 13. Key Result Areas (KRAs) A Major Category of Key Customers/Stakeholders Requirements These categories must prove to be CRITICAL for us to address to be successful in our Mission. When reviewing KRA’s, review how they align with Mission, Vision and Values. How do our SWOT results influence the KRA’s?
  14. 14. After analyzing the Key Result Areas and finding clarity on each, move on to choose: CRITICAL STRATEGIC ISSUES
  15. 15. CRITICAL STRATEGIC ISSUES What are the CRITICAL few issues that ABSOLUTELY MUST HAPPEN to move us forward to our Vision?
  16. 16. Strategic Initiatives The initiatives that will move us from our “Current State” to our “Future State”
  17. 17. Goals and Objectives Measurable activities to achieve the Strategic Initiatives that address our Critical Strategic Issues.
  18. 18. Strategic Management Attention to the “Big Picture”. Willingness to adapt. 1. Formulation of Future Vision 2. Development of a competitive strategy. 3. Creation of an organizational structure that will deploy resources as needed.
  19. 19. CRITICAL SAMPLE MISSION STRATEGIC VISION ISSUE O1 – O2- O3 – OBJECTIVES O1 O2 O3 MEASURES TARGETS INITIATIVES
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