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Strategic planning environmental-scanning
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Strategic planning environmental-scanning






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    Strategic planning environmental-scanning Strategic planning environmental-scanning Presentation Transcript

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