Creating a Strategic Model
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Creating a Strategic Model

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Topics to be covered: ...

Topics to be covered:
Strategic Framework
External Analysis
Internal Analysis
Organizational Philosophy
Mission
Vision
Values
Culture
Key Accountability Areas
Performance Management System
Strategic Objectives
Organizational Approaches
Operational Plans
Functional/Divisional Goals, Unit/Team Goals, and Individual Goals
Continuous Improvement

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Creating a Strategic Model Creating a Strategic Model Presentation Transcript

  • Creating a Strategic Model Brought to you by Tim Buividas, Ed.D., The Corporate Learning Institute www.corplearning.com
  • Topics to be Covered     Strategic Framework External Analysis Internal Analysis Organizational Philosophy  Mission  Vision  Values  Culture        Key Accountability Areas Performance Management System Strategic Objectives Organizational Approaches Operational Plans Functional/Divisional Goals, Unit/Team Goals, and Individual Goals Continuous Improvement
  • Integrated Strategic Framework  Overall strategic model, approach or plan that an organization adopts for its strategic planning use.  Presents an Integrated Strategic Framework for use in strategic planning and change management.  Presented in the figure below and its components are described throughout the rest of the paper.
  • Organizational Philosophy
  • Organizational Philosophy  The purpose, future direction, and way of life of an organization.  Composed of the organization’s Mission, Vision, Values and Culture.  Guiding force for all work activities.
  • Org. Philosophy - Mission   A mission is a statement that specifies an organization’s purpose or “reason for being.” It is the primary objective toward which the organization’s plans and programs should be aimed. A mission is something to be accomplished, while a vision is something to be pursued. (Abrahams, 1999) The mission of an organization does not change. If it were to change, the core purpose of the organization would be different; this would in essence create a new organization. At the core of a mission, an organization must consider it core disciple. Tracy and Wiersema suggest that at its core organizations need to focus on at least one of the following three disciplines.
  • Org. Philosophy - Mission 'Value Discipline' 1) operational excellence 2) product leadership 3) customer intimacy Basic Philosophy Examples -customer proposition is simple: low or lowest -Wal-Mart, McDonalds price and hassle-free service -offer products that push performance boundaries -delivering what specific customers want -Intel, Nike, 3 M -Airborne Express, Nordstrom
  • Org. Philosophy - Vision  Concise word picture of the organization at some future time.  Sets the overall direction of the organization.  It is what the organization strives to be.  The “picture” or vision of an organization will change based on the external and internal conditions affecting an organization.
  • Org. Philosophy - Values    Collective principles and ideals, which guide the thoughts and actions of an individual, or a group of individuals. Define the character of an organization An organization has core values and supportive values.   Core values - foundational values, embedded into way of life. (Integrity) Supportive values - values that are important and may change (Humor)
  • Org. Philosophy - Culture   A common perception held by the organization’s members; a system of shared meaning. Expectations and practices of the organization.      Shared philosophy Attitude toward employees Leaders and heroes Rituals and ceremonies Belief about the direction of the organization
  • Key Accountability Areas  People Improvement  Stakeholder Satisfaction  Customer Satisfaction  Employee Satisfaction  Ownership  Vendors and Subcontractors  Local and Global Communities Satisfaction
  • Performance Management System A measurement system that provides results data from a process and people perspective.  Contains current measurement, historical data and future targets.  Data is collected from strategic objective levels down to the individual performer.
  • Strategic Objectives  Set forth specific goals that management strives to attain.  Can be quantitative or qualitative.  Directly link to the Mission, Vision, Values, Culture, and Key Accountability Areas of Focus.
  • Organizational Approaches  Management by Objectives (MBO)  Systems Approach Model  Balance Scorecard Model  Six Sigma  Employee Engagement      Change Management Continuum Model Transformational Leadership Total Quality Management Open System’s Planning Model Appreciative Enquiry
  • Operating Plans  Intended to provide detailed implementation guidance to reach the Organizational Strategies.  Can be developed for any time horizon.
  • Functional/Divisional Goals, Unit/Team Goals, Individual Goals  “What” and “How” or fulfilling Operational Plans.  Techniques:    smarter goal setting action planning project management
  • Continuous Improvement  Where the adaptive strategy comes to full force.  Where organizational innovation is rooted.  Addresses areas of improvement  A Project Charter is used as a road map for a particular project.
  • Project Charter Overview  1. Project Name  2. Strategic Direction  3. Project Approval  4. Project Sponsor  5. Opportunity Statement  6. Business Case  7. Goal Statement  8. Project Scope  9. Team Selection  10. Project Plan
  • CLI- Your Strategic Planning Partner  Contact us for help with developing short, mid-and long-term strategy needs. Contact us at www.corplearning.com Call 1800.203.6734. Find us on Facebook: Find us on linkedIn: Sign up for our daily quotes!
  • Follow Us on Social Media    www.facebook.com/corplearning @corplearning http://www.linkedin.com/company/corporatelearning-institute