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Strategic Planning

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Strategic planning is ongoing, not used just when considering major changes. …

Strategic planning is ongoing, not used just when considering major changes.

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  • Examples of formal mandates could include a manure storage ordinance, a notice of discharge, grade a plans to be submitted before building, taxes, etc. Informal mandates could include expectation of family members, concern for neighbors, etc
  • Should objectively discuss your relationship with your stakeholders. Need to be honest and not overlook an important stakeholder and assume your relationship is good when in reality it is not.
  • If your “strategic Issues” are a list of things that should be done this year, they are most likely not strategic but rather operational issues that need to be addressed. You should consider developing a complete operational plan (that could be one of you r strategic issues). They should also be something that the business can address (increasing base milk price to $20/cwt would not be a strategic issue).
  • A vision should reflect where you want the business to be in the future and what it should look like. There are different paths to reach that vision. Some are planned and some are unexpected. The vision and the plan allow you to better react to the unplanned events.
  • Most farm owners have little or no background in planning. We would not hire a builder without knowledge and experience in design, we would not hire a veterinarian without knowledge and training in vet science. Planning is a skill and process that can help to avoid problems and deal with the correct issues. Strategic planning should become a part of the business that is reviewed and updated regularly.
  • Transcript

    • 1. Strategic Planning & Team Building Prepared by: John Carlo Castillo-Cabalit AB History Student Youth Coop CASS Rep. Youth Affairs: City Mayor’s Office Iligan Pilipinas Natin Volunteer & National Youth Commission (Office of the President)
    • 2. Different activities require different approaches 5 Purposeful Activities (Gerald Nadler)1. Learning2. Research3. Strategic Planning4. Evaluation5. Operating and Supervising
    • 3. Strategic Planning Not easy stuff. Takes experience and knowledge to facilitate and participate. Can not be rushed. The approaches used can vary, but there are some essential parts. Strategic planning is ongoing, not used just when considering major changes.
    • 4. Strategic Plan A program of action, that addresses the organization’s strategic issues(fundamental questions or challenges) and is driven by the organization’s mission/purpose.
    • 5. Strategic Planning Flow Chart Mission Define Plan External & Strategic •Purpose Internal Plan of Action For Assess IssuesPlanning Mandates Assessment For the Strategy •Values •SWOT Organization Stakeholders Implementation •External Vision and •Internal Assessment
    • 6. Mission Statement Mission = what an organization doesValues = how an organization should actVision = what an organization should look like in the future
    • 7. Mission Statement - definition• Purpose of the organization• Core function• Organization’s reason for being – the “work” of theorganization• What the organization does uniquely well• Mission/purpose should define the organization’sintentions towards the clientele to be served
    • 8. Strategic Planning Flow Chart Mission Define Plan External & Strategic •Purpose Internal Plan of Action For Assess IssuesPlanning Mandates Assessment For the Strategy •Values •SWOT Organization Stakeholders Implementation •External Vision and •Internal Assessment
    • 9. MandateFormal and informal requirementsplaced on a organization.
    • 10. Stakeholder• Any person, group or organization that can place a claim on an organizations attention, resources, or output, or that is affected by that output
    • 11. Stakeholders Internal – Family – Partners – In-laws! External – Agencies – Lenders – Builders
    • 12. SWOT AnalysisAn analysis of a organization internaland external environments
    • 13. SWOT AnalysisStrengthsWeaknessesOpportunitiesThreats
    • 14. Strategic Planning Flow Chart Mission Define Plan External & Strategic •Purpose Internal Plan of Action For Assess IssuesPlanning Mandates Assessment For the Strategy •Values •SWOT Organization Stakeholders Implementation •External Vision and •Internal Assessment
    • 15. Strategic IssueFundamental policy question orchallenge that affects the organizationmandates, mission and/or values.Long term and do-able.
    • 16. GoalsThe performance levelAmount of an objective to beattained in a specific time and costlimit.
    • 17. Planning should have a Vision FutureNow Mission drives the work. Plan drives the action.
    • 18. Formulate a Strategy Make an Action Plan…So now what? – What to do? – Who will do it? – When….set a timeline Report Back
    • 19. Evaluation and Reassessment Try it! Does it fit? Strategic Planning needed?
    • 20. Strategic Planning Flow Chart Mission Define Plan External & Strategic •Purpose Internal Plan of Action For Assess IssuesPlanning Mandates Assessment For the Strategy •Values •SWOT Organization Stakeholders Implementation •External Vision and •Internal Assessment
    • 21. Important Thoughts Planning is a process, not an event. The norm is for strategic planning to fail, because the way things are is very powerful! Planning takes time!
    • 22. “If you do not know whereyou’re heading, you’re likelyto end up somewhere else.” Yogi Berra
    • 23. Thank you for listening!! KEEP IT UP

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