Matt H. Evans, email@example.com STRATEGIC PLANNING PROCESS OPTIONS
Strategic Planning Process Options Introduction One of the most popular planning models is what we called PDCA: Plan ↓ Do ↓ Check ↓ Act
Planning Alternatives Fortunately there are a number of alternatives that a library can use to assist in developing a strategic plan, including the following: SWOT SCENARIO PLANNING GAME THEORY DECISION ANALYSIS SYSTEM DYNAMIC MODELS
Planning Alternatives SWOT - Perhaps the oldest and most popular strategic planning process uses a technique called a SWOT analysis, or an examination of the library’s Strenghts, Weaknesses, Opportunities, and Threats. -An alternative acronym, WOTS UP, is sometimes used (Weaknesses, Opportunities, Threats, and Strenghts Underlying Planning).
Matt H. Evans, firstname.lastname@example.org Assessment Model: S W O T A ssessment External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles . Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . . Good Points Possible Pitfalls SWOT SWOT
Easy to Understand
Apply at any organizational level
Needs to be Analytical and Specific
Be honest about your weaknesses
SWOT ANALYSIS IMPACTS One helpful technique is to remember to use the method represented by the mnemonic “TEMPLES” when considering the external arena. t echnology e conomy m arkets p olitics l aw e thics s ociety
Planning Alternatives Game Theory Game theory is a distinct and interdisciplinary approach to the study of human behavior. The disciplines most involved in game theory are mathematics, economics, and the social and behavioral sciences. -Clearly the use of the game theory in a library setting would require a significant amount of time and resources to prepare the analysis on which on which to create and play the “game.” -Thus, this option for analyzing strategic alternatives in a library setting has not yet been used.
Planning Alternatives Decision Analysis Decision Analysis makes use of software tools to help users build models that represent specific decision problems, and then relies on statistical analysis to either determine the best course of action or discover what information is required to make a good decision. System Dynamic Models To make sense of reality, we simplify it. These simplifications are called mental models. We can simulate our mental models to determine which course of action to implement, which alternative choose, or shich strategies will best achieve our objectives.
Setting Goals and Objectives Once the library has prepared an analysis of the environment, it then needs to set some goals and objectives. The setting of goals is done with a clear sense of where the library is headed (there is that “vision” thing” again). The goals are selected cognizant of the library’s overall forte and limitations.
Matt H. Evans, email@example.com Goals vs. Objectives C omponents GOALS OBJECTIVES Very short statement, few words Longer statement, more descriptive Broad in scope Narrow in scope Directly relates to the Mission Statement Indirectly relates to the Mission Statement Covers long time period (such as 10 years) Covers short time period (such 1 year budget cycle)
Matt H. Evans, firstname.lastname@example.org THE PLAN
In some cases, once the strategic plan has been adopted, some organizations will then prepare shorter versions of the plan in which specific goals and targets are identified. These versions of the strategic plan with a shorter time horizon are sometimes called action plans or business plans.
Matt H. Evans, email@example.com A Good Strategic Plan should . . .
Address critical performance issues
Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
Cover a sufficient time period to close the
Visionary – convey a desired future end state
Flexible – allow and accommodate change
Guide decision making at lower levels –
operational, tactical, individual
Matt H. Evans, firstname.lastname@example.org Major Components of the Strategic Plan / Down to Action C omponents Mission Vision Goals Objectives Measures Why we exist What we want to be Indicators and Monitors of success Desired level of performance and timelines Planned Actions to Achieve Objectives O1 O2 AI1 AI2 AI3 M1 M2 M3 T1 T1 T1 Specific outcomes expressed in measurable terms (NOT activities) Targets Initiatives What we must achieve to be successful Strategic Plan Action Plans Evaluate Progress
Matt H. Evans, email@example.com Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution. Sanity Check . . . INITIATIVE Employee Productivity Improvement Program Employee Satisfaction Survey Rating 90% favorable overall Measure Target Target Actual 90% 45% Percent Satisfaction gap MEASURE / TARGET OBJECTIVE Improve Employee Satisfaction ACTION PLAN Identify issues per a company wide survey D own to Specifics
Matt H. Evans, firstname.lastname@example.org Thanks for your listening!