Strategic Planning

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  • Strategic Planning

    1. 1. 6400 – Administración de servicios de Información Strategic planning for libraries Jueves, 28 de Febrero de 2008
    2. 2. Defining strategic planning <ul><li>Strategic planning prepares an organizational strategy for doing business. </li></ul><ul><ul><li>Identifying where an organization is now, and preparing a plan of where does it want to go. </li></ul></ul><ul><ul><ul><li>Align with parent (if any) and stakeholders </li></ul></ul></ul><ul><ul><li>Defining directions </li></ul></ul><ul><ul><li>Resources allocation (human resources, capital, technology) </li></ul></ul><ul><ul><li>SWOT analysis </li></ul></ul>
    3. 3. Components of strategic planning <ul><li>Strategic planning involves setting: </li></ul><ul><ul><li>Vision: The future of the organization. </li></ul></ul><ul><ul><ul><li>Be optimistic! </li></ul></ul></ul><ul><ul><li>Mission: Where is the organization now, what it does, how it does it, and why is it different. </li></ul></ul><ul><ul><ul><li>Express reality! </li></ul></ul></ul><ul><ul><ul><li>Values: Reflect the organization's culture and priorities. </li></ul></ul></ul><ul><ul><li>Goals: Specific items that the organization wants to achieve. Must be measurable! </li></ul></ul><ul><ul><li>Strategies, Tactics and Actions </li></ul></ul><ul><ul><ul><li>Outlining the steps to be taken to achieve the vision. </li></ul></ul></ul>
    4. 4. Strategic planning clarified <ul><li>Planning as a proactive process </li></ul><ul><ul><li>Anticipate events to happen in future </li></ul></ul><ul><ul><li>Libraries should look in context of their parent organization. </li></ul></ul><ul><li>Cannot predict the future </li></ul><ul><ul><li>Define assumptions, make flexible decisions, formulate contingency plans </li></ul></ul>
    5. 5. Long range planning (LRP) and strategic planning (SP) <ul><li>Two complementary processes </li></ul><ul><ul><li>SP is all about emphasis and is of a shorter term, LRP is a much slower and a longer term process. </li></ul></ul><ul><li>SP defines new direction </li></ul><ul><ul><li>Can be used to rejuvenate old and tired organization </li></ul></ul><ul><ul><li>Can be used to improve existing communication mechanisms. </li></ul></ul>
    6. 6. Libraries and SP <ul><li>Libraries work in reactive mode </li></ul><ul><ul><li>Let someone else plan it and then plan to make the best of the situation </li></ul></ul><ul><li>Advantages of employing SP for libraries </li></ul><ul><ul><li>Enhances the visibility and profile </li></ul></ul><ul><ul><li>Reinforces its role within the organization. </li></ul></ul><ul><ul><li>Demonstrates a librarian’s competence and professionalism </li></ul></ul><ul><ul><li>Gives confidence to the parent that the library knows what is it doing. </li></ul></ul><ul><li>Most importantly, gives a sense of direction and objectives to achieve! </li></ul>
    7. 7. SP approaches <ul><li>Top down </li></ul><ul><ul><li>More control </li></ul></ul><ul><li>Bottom up </li></ul><ul><li>Combination of first two </li></ul><ul><li>A team approach. </li></ul>
    8. 8. A simple strategic plan
    9. 9. Implications for Information Professionals (IPs) <ul><li>IPs must innovate to motivate planning and transformation </li></ul><ul><li>IPs must be able to effectively disseminate the change information to all stakeholders during organizational transformation. </li></ul><ul><li>IPs need to be cultural aware and skilled in intercultural communications. </li></ul><ul><li>IPs need to have the skills to develop knowledge management infrastructures. </li></ul>
    10. 10. An exercise <ul><li>Preparing the SWOT analysis </li></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><ul><li>Existing Competitive advantage </li></ul></ul></ul><ul><ul><ul><li>Areas where capabilities may be developed in near future </li></ul></ul></ul><ul><ul><li>Weaknesses </li></ul></ul><ul><ul><ul><li>Existing lack of capability to achieve goals </li></ul></ul></ul><ul><ul><ul><li>Potential areas where weaknesses may develop </li></ul></ul></ul><ul><ul><li>Opportunities </li></ul></ul><ul><ul><ul><li>Situations existing outside which can be exploited (now or in future) </li></ul></ul></ul><ul><ul><li>Threats </li></ul></ul><ul><ul><ul><li>Situations that could damage the library and should be avoided (now and in future) </li></ul></ul></ul>
    11. 11. Reference <ul><li>Siess, Judith A. (2002). Time management, planning and prioritization for librarians. Lanham, Maryland: Scarecrow Press. </li></ul>

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