Things to Consider when Strategic Planning Duane Hampton
STRATEGIC PLAN MARKETING PLAN LONG-RANGE PLAN PLAN OF WORK ? ? ? ? ? ?
Toward Integrated Planning Strategic Plan Plan of Work Integrated Planning
Integrated Planning <ul><ul><li>Strategic </li></ul></ul>Operational Tactical 3-5 Years 1-3 Years 1 Year or less
Goals for Strategic Planning <ul><li>To Build “Prepared Minds”  – to make sure that decisions makers have a solid understa...
Strategic Planning A disciplined effort to produce fundamental decisions and actions that shape and guide what an organiza...
Strategic Planning (short definition) “ The process of building a vision and the means to  carry it out” “Strategic Planni...
<ul><li>Long-range planning  generally involves development of a plan for accomplishing a goal or set of goals over a peri...
Components of Planning Process <ul><li>The charge </li></ul><ul><li>Leadership </li></ul><ul><li>Organizing group </li></u...
Planning Development Strategy/ Methods Program Delivery   Needs/ Opportunities Indicators Results - Outcomes -  Impacts Ni...
Levels of Planning Plan of Work Activity Plans Direction/Strategy Operations/Tactics Implementation Plans
Getting the Most from Planning
What can planning do for you? <ul><li>Promotes self assessment and continuous improvement. </li></ul><ul><li>Positioning f...
What do “good” plans look like? <ul><li>“ Fit” with need and organizational context. </li></ul><ul><li>Well documented. </...
Planning Advice <ul><li>Stay flexible and adaptable.  Remember  that  planning  and  life  often do occur simultaneously. ...
Planning Pitfalls <ul><li>Regarding the plan as an endpoint </li></ul><ul><li>Regarding the plan as unalterable </li></ul>...
Focus on Strategic Planning
Steps in Strategic Planning 1. Initiating and agreeing on a planning process 2. Identify organizational mandates 3. Establ...
Steps in Strategic Planning 6. Assess the internal environment: Strengths and Weaknesses 7. Identify Key Strategic Issues ...
from “Strategic Planning Notebook”, Wilder Foundation What is needed and feasible in your service area? OPPORTUNITIES/ THR...
Why Initiate Strategic Planning? <ul><li>To clarify future direction </li></ul><ul><li>To survive and flourish  </li></ul>...
When  Not  to Initiate  Strategic Planning? <ul><li>When facing an organizational crisis </li></ul><ul><li>When there is n...
Strategic Planning Process
Strategic Planning Strategic Initiatives In-Progress Market Driver Tech. Roadmap Prod. & Service Roadmap Tactical Plans DS...
Scenario Planning 3YIP Today 2010 2020 Market Driver Tech. Roadmap Prod. & Service Roadmap Market Driver Tech. Roadmap Pro...
Market Drivers Industry Roadmap Voice of Customer Competitive Landscape Disruptive Technologies Regulatory Issues Politica...
Year 2007 Market Drivers 2008 Market  Drivers 2009 Mkt. Drivers 2010 Market Drivers 2011 Market Drivers 2012 Mkt. Drivers ...
Sales / Marketing Relationship
Outstanding Very Satisfactory Satisfactory Average Not Satisfactory Poor   Horrible Expected Result Actual Results <ul><li...
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Strategic Planning

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Things to Consider when developing and implementing Strategic Planning

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Strategic Planning

  1. 1. Things to Consider when Strategic Planning Duane Hampton
  2. 2. STRATEGIC PLAN MARKETING PLAN LONG-RANGE PLAN PLAN OF WORK ? ? ? ? ? ?
  3. 3. Toward Integrated Planning Strategic Plan Plan of Work Integrated Planning
  4. 4. Integrated Planning <ul><ul><li>Strategic </li></ul></ul>Operational Tactical 3-5 Years 1-3 Years 1 Year or less
  5. 5. Goals for Strategic Planning <ul><li>To Build “Prepared Minds” – to make sure that decisions makers have a solid understanding of the business, its strategy and the assumptions behind that strategy, thereby making it possible for executives to respond swiftly to challenges and opportunities as they occur in real time. </li></ul><ul><li>To Increase the innovativeness of your business unit strategies – to provide a strategic focus and drives strategic creativity. </li></ul>
  6. 6. Strategic Planning A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. From, Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative Extension May 2002
  7. 7. Strategic Planning (short definition) “ The process of building a vision and the means to carry it out” “Strategic Planning and the Non Profit Board” by Dabney G. Park, Jr.
  8. 8. <ul><li>Long-range planning generally involves development of a plan for accomplishing a goal or set of goals over a period of years assuming predictable, fairly static conditions. </li></ul><ul><li>Strategic planning assumes the need to be responsive to a dynamic, changing environment. </li></ul><ul><li>From: Alliance for Non-Profit Management 2002 </li></ul>Strategic Planning vs. Long-Range Planning
  9. 9. Components of Planning Process <ul><li>The charge </li></ul><ul><li>Leadership </li></ul><ul><li>Organizing group </li></ul><ul><li>Support for process </li></ul><ul><li>Timetable </li></ul><ul><li>Relationship to other decisionmaking </li></ul><ul><li>Desired outcomes </li></ul><ul><li>From: Strategic Planning: A Human Resource Tool for Higher Education. College and University Personnel Association. 121 pp. </li></ul>
  10. 10. Planning Development Strategy/ Methods Program Delivery Needs/ Opportunities Indicators Results - Outcomes - Impacts Niche & Priorities
  11. 11. Levels of Planning Plan of Work Activity Plans Direction/Strategy Operations/Tactics Implementation Plans
  12. 12. Getting the Most from Planning
  13. 13. What can planning do for you? <ul><li>Promotes self assessment and continuous improvement. </li></ul><ul><li>Positioning for future success. </li></ul><ul><li>Provides framework for decision making; helps make tradeoffs explicit. </li></ul><ul><li>Promotes feasibility testing. </li></ul><ul><li>Demonstrates stewardship of resources/ responsiveness to needs. </li></ul>From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative Extension May 2002
  14. 14. What do “good” plans look like? <ul><li>“ Fit” with need and organizational context. </li></ul><ul><li>Well documented. </li></ul><ul><li>Includes strategic, operational and tactical components as appropriate. </li></ul><ul><li>Involvement/communication plan. </li></ul><ul><li>Clear accountability for implementation. </li></ul><ul><li>Plan for follow-up and use. </li></ul><ul><li>Timeframe and means for updating. </li></ul>
  15. 15. Planning Advice <ul><li>Stay flexible and adaptable. Remember that planning and life often do occur simultaneously. </li></ul><ul><li>Remember that different groups view a planning process differently at different times. </li></ul><ul><li>From: Strategic Planning: A Human Resource Tool for Higher Education. College and University Personnel Association. 121 pp. </li></ul>
  16. 16. Planning Pitfalls <ul><li>Regarding the plan as an endpoint </li></ul><ul><li>Regarding the plan as unalterable </li></ul><ul><li>Failing to question assumptions </li></ul><ul><li>Failing to gain organizational commitment </li></ul><ul><li>Adopting the wrong goals </li></ul><ul><li>Imposing unnecessary limitations </li></ul><ul><li>From: Gordon, G.L. 1993. Strategic Planning for Local Government, International City/County Management Association. 119 pp. </li></ul>
  17. 17. Focus on Strategic Planning
  18. 18. Steps in Strategic Planning 1. Initiating and agreeing on a planning process 2. Identify organizational mandates 3. Establish an effective organizational vision for the future 4. Clarify organizational mission and values 5. Assess the external environment: Opportunities and Threats
  19. 19. Steps in Strategic Planning 6. Assess the internal environment: Strengths and Weaknesses 7. Identify Key Strategic Issues 8. Formulate strategies to manage issues 9. Plans for use, review, and updating From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative
  20. 20. from “Strategic Planning Notebook”, Wilder Foundation What is needed and feasible in your service area? OPPORTUNITIES/ THREATS What do you intend to do? MISSION What are you capable of doing? STRENGTHS/ WEAKNESSES THE “FIT”
  21. 21. Why Initiate Strategic Planning? <ul><li>To clarify future direction </li></ul><ul><li>To survive and flourish </li></ul><ul><li>To solve organizational problems </li></ul><ul><li>To build teamwork </li></ul><ul><li>To direct the organization’s future </li></ul>
  22. 22. When Not to Initiate Strategic Planning? <ul><li>When facing an organizational crisis </li></ul><ul><li>When there is no leadership buy-in </li></ul><ul><li>When implementation is unlikely </li></ul><ul><li>When costs outweigh benefits </li></ul>From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative
  23. 23. Strategic Planning Process
  24. 24. Strategic Planning Strategic Initiatives In-Progress Market Driver Tech. Roadmap Prod. & Service Roadmap Tactical Plans DS Market One stop Shop Bundling Services HPI Market Increased usage of alternative fuels New Product development Pipe—line Int.
  25. 25. Scenario Planning 3YIP Today 2010 2020 Market Driver Tech. Roadmap Prod. & Service Roadmap Market Driver Tech. Roadmap Prod. & Service Roadmap Market Driver Tech. Roadmap Prod. & Service Roadmap DS Market HPI Market Water Market
  26. 26. Market Drivers Industry Roadmap Voice of Customer Competitive Landscape Disruptive Technologies Regulatory Issues Political Economic Climate Technology Roadmaps and Different Scenarios 3 rd Party Products New Products New Services Modified Products Acquisitions and Mergers Roadmap Development Process Product Roadmap Develop Future State
  27. 27. Year 2007 Market Drivers 2008 Market Drivers 2009 Mkt. Drivers 2010 Market Drivers 2011 Market Drivers 2012 Mkt. Drivers 2015 Market Drivers New Product Develop Intro. Growth Growth Maturity Rationalize Develop New Service Assess Develop Intro. Growth Growth Develop 3rd Party Product Assess Develop Intro. Growth Growth Rationalize Product Modification Modify Introduction Growth Growth Growth Develop Acquisition and Merger Assess Assess Acquire Intro. Growth Growth Develop
  28. 28. Sales / Marketing Relationship
  29. 29. Outstanding Very Satisfactory Satisfactory Average Not Satisfactory Poor Horrible Expected Result Actual Results <ul><li>Lead Quality </li></ul><ul><li>Lead Quantity </li></ul><ul><li>Collateral Quality </li></ul><ul><li>Messaging </li></ul><ul><li>Lead Distribution </li></ul><ul><li>Web site Quality </li></ul><ul><li>Service </li></ul><ul><li>Responsiveness </li></ul><ul><li>Time spent in field </li></ul><ul><li>Available Resources/Case Studies </li></ul>1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
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