Strategic planning environmental-scanning


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Strategic planning environmental-scanning

  1. 1. Strategic Planning: Environmental Scanning Bruce Chr. Johnson Boy Scouts of America
  2. 2. I think you should be more explicit here in step two.
  3. 4. <ul><li>“ How can you govern a country which has 246 varieties of cheese?” </li></ul><ul><li>-- Charles De Gaulle </li></ul>
  4. 5. <ul><li>“ The nicest thing about not planning is that failure comes as a complete surprise, and is not preceded by a period of worry and depression.” </li></ul><ul><li>-- John Perton </li></ul>
  5. 6. Environmental Scanning <ul><li>Common part of strategic analysis </li></ul><ul><li>There are internal elements & external elements </li></ul><ul><li>All interrelate </li></ul>
  6. 7. SWOT Framework
  7. 8. Definitions: Strengths (S) <ul><li>An organizational (internal to Sea Scouting) resource or capability </li></ul><ul><li>May be used to advance the organization’s / program’s interests </li></ul>
  8. 9. Definitions: Weaknesses (W) <ul><li>The absence of certain strengths or capabilities that are needed to move the organization forward </li></ul>
  9. 10. Strengths & Weaknesses <ul><li>May be identified by asking questions: </li></ul><ul><ul><li>Why does Sea Scouting do well? </li></ul></ul><ul><ul><li>What do we do less well? </li></ul></ul><ul><ul><li>In what areas is Sea Scouting healthy & robust? </li></ul></ul><ul><ul><li>In what areas is Sea Scouting weak or struggling? </li></ul></ul>
  10. 11. Strengths & Weaknesses <ul><li>May be identified by asking questions: </li></ul><ul><ul><li>What might someone looking at Scouting in general point out as unique or distinctive – either positive or negative – about Sea Scouting? </li></ul></ul><ul><ul><li>What resources can we call upon? </li></ul></ul><ul><ul><li>How do these resources compare with our needs? </li></ul></ul>
  11. 12. Definitions: Opportunities (O) <ul><li>Chances for growth or positive change in direction revealed by changes or trends in the external environment </li></ul>
  12. 13. Definitions: Threats (T) <ul><li>Changes or trends in the external environment </li></ul><ul><li>May also reveal a treat to overcome or challenge to meet </li></ul><ul><li>“Threats” are sometimes described as “Traps” </li></ul>
  13. 14. Opportunities & Threats <ul><li>Are identified by looking beyond the boundaries of the organization </li></ul><ul><li>Questions might include the following: </li></ul><ul><ul><li>What are the external trends that will affect us? How? </li></ul></ul><ul><ul><li>What is changing in our communities that will affect us? How? </li></ul></ul>
  14. 15. Opportunities & Threats <ul><li>Questions might include the following: </li></ul><ul><ul><li>What are the the needs in the external environment that could be met by deploying the strengths of Sea Scouting and its members? </li></ul></ul><ul><ul><li>Do any of our weaknesses make us particularly vulnerable to a changing environment? </li></ul></ul>
  15. 16. SWOT Strategic Matrix
  16. 17. SWOT Strategic Matrix <ul><li>S-O strategies are strategies that build on organizational strengths and resources to pursue opportunities </li></ul><ul><li>W-O strategies require the organization to overcome weakness to pursue opportunities </li></ul>
  17. 18. SWOT Strategic Matrix <ul><li>S-T strategies utilize the organization’s strengths to overcome vulnerability to external threats </li></ul><ul><li>S-W strategies create a defensive plan to keep an organization’s weakness from making it susceptible to external threats </li></ul>
  18. 19. SWOT Rules <ul><li>Be realistic about Sea Scouting’s strengths & weaknesses </li></ul><ul><ul><li>Not too modest, not overly critical </li></ul></ul><ul><li>Seek a balance between strengths & weaknesses </li></ul><ul><li>Distinguish between where Sea Scouting is today and could be tomorrow </li></ul>
  19. 20. SWOT Rules <ul><li>Look at Sea Scouting in relation to competing ( external ) organizations & interests </li></ul><ul><li>Be as specific as you can </li></ul><ul><ul><li>Avoid fuzziness or shades of gray in this analysis </li></ul></ul><ul><li>Keep it short & simple. </li></ul><ul><ul><li>Don’t over-analyze </li></ul></ul>
  20. 21. SWOT Rules <ul><li>The aim is not to identify every factor affecting Sea Scouting’s future </li></ul><ul><ul><li>Identify key factors </li></ul></ul><ul><ul><li>A good target would be 10 factors in each of the four areas </li></ul></ul><ul><li>Remember that SWOT is subjective </li></ul><ul><ul><li>There is no right or wrong answers </li></ul></ul>
  21. 22. SWOT Rules <ul><li>The underlying purpose is to develop strategies that ensure the best alignment between the external environment (opportunities & threats) and the internal environment (strengths & weaknesses) </li></ul>
  22. 23. SWOT Rules <ul><li>A SWOT exercise is a valuable way of obtaining observations and predictions from a group of knowledgeable and involved participants during the planning process </li></ul>