Strategic Planning 2007


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Workshop on a strategic planning, at Daffodil International University, Dhaka, Bangladesh, June 2010.

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Strategic Planning 2007

  1. 1. Workshop on Strategic Planning<br />Project Team, HCCI<br />
  2. 2. Overview<br />Define strategic planning process.<br />Explain creating and executing strategic plan.<br />Provide a framework, which organization can follow.<br />
  3. 3. Strategic Planning<br />We will address:<br />What is strategic planning?<br />Why we do strategic planning?<br />Characteristics of a good strategic plan.<br />Who should do it?<br />
  4. 4. Strategic Planning<br />process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.<br />Process to establish priorities, on what organization will accomplish in the future.<br />In doing so organization develop the choices on what, it will do and it will not do.<br />
  5. 5. Why Strategic Planning?<br />Planning: If you fail to plan, you plan to fail! Be proactive about future.<br />Performance: Strategic planning improves performance.<br />Reliability: Counter excessive inward and short-term thinking.<br /> Solve major issues at a macro level.<br /> Communicate to everyone what is most important.<br />
  6. 6. A Good Strategic Plan Should…….<br />Address the critical issues.<br />Analyze the environment, effectively.<br />Present a timeframe, realistic, to achieve each objective.<br />Visionary.<br />Provide decision making process at operational, tactical and individual level.<br />Clearly defines the efficiency and validity of the organization as well as capacity.<br />
  7. 7. Who should Do?<br />Senior managers.<br />Top level executives.<br />Board members.<br />
  8. 8. Strategic Planning Process<br />Where are we now? Assessment<br />Where do we need to be? Future End State<br />How will we be there? Strategic Plan<br />How will we monitor our progress? Evaluation<br />
  9. 9. Assessment<br />Answers the question, where we are?<br />SWOT Analysis: Strengths, Weaknesses, Opportunities, Threats.<br />
  10. 10. Strengths<br />Internal in nature.<br />Tangible strengths are loyal customers, sound financial position, high quality products etc…<br />Intangible strengths are good leadership, strategic insights, brand image etc…<br />Core Competencies: services, you are good at, without resource drainage.<br />
  11. 11. Weaknesses<br />Internal in nature.<br />Things that prevent you to do what you really want to do.<br />Insufficient resources, poor product quality, slow service delivery, lack of good leadership etc…<br />
  12. 12. Opportunities<br />External in nature.<br />Potential areas for growth and high performance.<br />Marketplace, better economic conditions, open trading policies, unhappy customers etc…<br />
  13. 13. Threats <br />External in nature.<br />Challenges, confronting organization.<br />Bad press coverage, changes in consumer behaviors, new regulations etc…<br />If you are good identifying the threats, you will deal effectively with “Sudden Ripple” of change in future.<br />
  14. 14. PEST Analysis<br />Political factors.<br />Economic factors.<br />Social factors.<br />Technological factors.<br />Determine the environmental effects on the performance of organization.<br />
  15. 15. PEST<br />
  16. 16. Future End State<br />Answers the question, Where we want to be?<br />Mission Statement.<br />Vision.<br />Core Values.<br />BHAGS: Big hairy goals.<br />Objectives.<br />Strategic Plan.<br />
  17. 17. Mission Statement<br />Defines the fundamental purpose of an organization or an enterprise.<br />Why it exists?<br />What it does?<br />Descriptive in nature.<br />Easy to understand.<br />NASA: To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers.<br />Walt Disney: To Make People Happy!<br />
  18. 18. Vision<br />Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction.<br />Long term view.<br />
  19. 19. Core Values<br />Beliefs, that are shared among the stakeholders of organization.<br />Drives organization culture.<br />Drive organization priorities.<br />
  20. 20. BHAGS<br />Big Hairy Goals.<br />Long term goals.<br />30- 40 years span.<br />
  21. 21. Objectives<br />Relevant - directly supports the goal.<br />Compels the organization into action.<br />Specific enough so we can quantify and measure the results.<br />Simple and easy to understand.<br />Realistic and attainable.<br />Conveys responsibility and ownership.<br />Acceptable to those who must execute.<br />May need several objectives to meet a goal.<br />
  22. 22. Strategic Plan: Draw- See- Think- Plan<br />Draw - what is the ideal image or the desired end state?<br />See - what is today's situation? What is the gap from ideal and why?<br />Think - what specific actions must be taken to close the gap between today's situation and the ideal state?<br />Plan - what resources are required to execute the activities?<br />
  23. 23. Draw- See- Think- Plan<br />
  24. 24. Strategic Plan Framework<br />Vision - Define the vision and set a mission statement with hierarchy of goals and objectives.<br />SWOT - Analysis conducted according to the desired goals.<br />Formulate - Formulate actions and processes to be taken to attain these goals.<br />Implement - Implementation of the agreed upon processes.<br />Control - Monitor and get feedback from implemented processes to fully control the operation.<br />
  25. 25. Down to Specifics!<br />
  26. 26. Action Plan<br />
  27. 27. Execute Action Plans<br />
  28. 28. Strategic Planning Process<br />