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Global innovative
Leadership Module
Disclaimer> The information and views set out in this publication are those of the author(s)
and do not necessarily reflect the official opinion of the European Union. Neither the European
Union institutions and bodies nor any person acting on their behalf may be held responsible for
the use which may be made of the information contained therein.
Chapter 1
What is Strategic
Planning? Strategic planning is defined as the
“enhancing its success by dealing with
weaknesses and threats as well as the
strengths and opportunities that
present themselves to the
organisation. It involves selecting from
a range of strategies and building a
plan to carry out those strategies,
including marshaling the resources and
organisational elements necessary to
carry out the plan and evaluate its
performance” (Vargoa & Seville,
2011:5621).
A. Definition
Chapter 1
What is Strategic
Planning?
Leadership & Decision making
A key component for the success of the
organisation, especially in times of crisis.
Leadership is not only about making
decisions, but more about guiding through
and being able to spare the sense of
optimism when necessary.
Culture
Strategy cannot exist without culture and
vice versa. Culture is basically everything,
the organisation, the leader and the
managerial team needs to pay a lot of
attention to culture because it is a key
factor to effective management.
Situation awareness & market focus
an organisation should be alert and
monitoring the organisational environment,
internal and external, so that it can more
effectively align its capabilities and
resources with threats and opportunities.
B. Components
Chapter 1
What is Strategic
Planning? A framework for realising a strategic plan
can be simplified in the triangle:
Where are we now? A strategic plan will
always start by reviewing the current
strategic position and clarifying the; mission,
vision and values.
Where are we going? Establish a
competitive advantage and the vision.
Clearly see the direction the organization is
headed.
How will we get there? Set the strategic;
objectives, goals, and action items and how
will the plan be executed.
C. How to do it?
Chapter 1
What is Strategic
Planning?
A strategic planning is the vision, the mission
and the working method of an organisation. It is
the alignment of the past, the present and the
future. It is a plan and a strategy for surviving,
succeeding and excelling.
Strategic planning is not a simple idea with a
simple implementation. It requires dedication, a
capable team with an outstanding leader and
sufficient time allocation. The strategic planning
has inputs, outputs, goals and outcomes. It is
affected simultaneously by the internal and the
external environment.
For being successful and organisation has to
take all of this factors into account and
incorporate them in the plan and the strategy.
D. Conclusion
«Picture or graphics»
Chapter 2
Application of
Strategic Planning
A good strategy should:
→ Give overall direction
→ Fit resources and opportunities
→ Minimize resistance and barriers
l
→ Reach those affected
→ Advance the mission
A. Criteria for developing
a good strategy
Chapter 2
Application of
Strategic Planning
The following questions can be a guide for
deciding the most beneficial strategy:
→ What resources exist that can be used to help
achieve the vision?
→ What obstacles exist that could make it
difficult to achieve your vision?
→ What are potential agents of change willing to
do to serve the mission?
→ Do you want to reduce the existing problem,
or does it make more sense to try to prevent
problems before they start?
→ How will your potential strategies decrease
the risk for experiencing the problem?
→ What potential strategies will affect the whole
population and problem?
→ What potential strategies reach those at
particular risk for the problem?
B. How do you develop a
strategy
IMPORTANT:
WORK TOGETHER AS
A TEAM TO
BRAINSTORM THE
BEST STRATEGIES
FOR YOUR INITIATIVE!
Chapter 2
Application of
Strategic Planning
Mission statement: an expression of your
purpose and aspiration, addressing both what
you seek to accomplish and how. It’s a
declaration of why you exist as an
organization.
Vision statement: an answer to the question of
what the company will look like in three, five
or more years.
Values statement: The guiding principles that
never change and are part of your strategic
foundation.
SWOT: A summarized view of your strengths,
weaknesses, opportunities and threats.
Competitive advantage: what you’re best at
compared to the competition.
C. Major components of a
strategic plan – Part I
Chapter 2
Application of
Strategic Planning
Long-term strategic objectives: They answer
the question of what you must focus on to
achieve your vision.
Short-term goals/priorities: Specific
performance targets that fall within the one-
to-two years time horizon.
Action plans: They explain how a goal will be
accomplished.
Scorecard: A report of your key performance
indicators (KPIs). They help you track your
performance against the monthly/yearly
targets.
Financial assessment: Based on historical
record and future projections, this assessment
helps plan the future of your organization.
C. Major components of a
strategic plan – Part II
Chapter 2
Application of
Strategic Planning
→ Pull together a diverse, yet appropriate
group of people to make up your planning
team.
→ Allow time for big-picture, strategic
thinking.
→ Get full commitment from key people in
your organization.
→ Allow for open and free discussion
regardless of each person’s position within
the organization (including you).
→ Hire an outside facilitator which can free
up the conversation.
→ Think about execution before you start.
→ Make your plan actionable.
→ Don’t make rigid and unbending plans.
→ Clearly articulate next steps after every
session.
→ Make strategy a habit.
D. Tips for better
planning
Chapter 2
Application of
Strategic Planning
→ Is the need for a strategic plan real?
→ Relying on bad info or no info.
→ Ignoring what your planning process
reveals.
→ Being unrealistic about your ability to
plan.
→ Planning for planning’s sake.
→ Not having your house in order first.
→ Copying the best practices of a similar
company.
→ Ignoring your culture and organizational
readiness.
E. Traps to avoid while
planning
Chapter 3
Case Studies
«text»
A. Strategic plan
example:
corporation
«Picture or graphics»
Chapter 3
Case Studies
«text»
B. Strategic plan
example:
Community church
«Picture or graphics»
Chapter 3
Case Studies
C. Strategic plan
example:
School district
«Picture or graphics»
Chapter 3
Case Studies
«text»
D. Performance review
example
«Picture or graphics»
Chapter 3
Case Studies
«text»
E. Action plan
example
«Picture or graphics»
Chapter 3
Case Studies
«text»
F. SWOT analysis
example
«Picture or graphics»
Chapter 4
Playground (tools
& videos) Templates:
Some entry-level templates for starting
your first strategic planning.
l Cascade free strategic planning
template
l Strategic Planning for Dummies
Software:
More advanced and professional virtual
tools.
l AchieveIt Execution Management
Platform
l Strategy blocks
l Cascade Execution Platform
l SmartDraw's strategic planning
software
A. A collection of helpful
tools and tutorials for the
newcomer.
Chapter 4
Playground (tools
& videos)
Videos:
Sources to cover the essential and initial
PoV regarding strategic planning.
l Erica Olsen: My Strategic Plan (18
videos)
l Strategic Planning 101
l Introduction to Strategic Planning
(Whiteboard video)
l Strategic Plans v.s Business Plans -
What is the difference? by Dana
Baldwin
l A Guide to Nonprofit Strategic
Planning
l Martin Reeves: Your strategy needs
a strategy
B. A collection of helpful
tools and tutorials for the
newcomer.
Chapter 5
Training activity Activity type: Group activity (preferably 5-6 people
per group)
Goals:
→ To foster communication and interpersonal
skills
→ To contribute to team-work, problem solving
and collaboration competencies
→ To develop intercultural communication
→ To give the participants a real-life case to work
on, according to the principles of lifelong learning
→ To enhance active learning practices
→ To foster the entrepreneurial dynamic of the
participants
→ To insert them in the world of management
→ To give them confidence and responsibility for
acting
A. Activity overview:
“7 Steps to Plan - 1 Way to
Succeed!”, Part I
Chapter 5
Training activity
Duration: One working day
Venue: TC room (does not require special
room)
Material(s): Flip-chart, writing material
(paper, pencils etc), working tables
Internet access: Desired and highly
recommended
A. Activity overview:
“7 Steps to Plan - 1 Way to
Succeed!”, Part II
Chapter 5
Training activity Participants will be assigned into working groups
(5-6 people each or according to the total
number of participants).
Then each group will casually be given one of the
case studies presented above. They will then be
asked to read the case studies very carefully and
discuss them with their fellow group mates.
About 20 to 30 minutes should be sufficient time
for preparation.
Alternatively, the participants could be asked to
create their own, imaginary enterprises, but in
this case the preparation will require more time
(about 1 hour to 90 minutes)
B. Preparation
Chapter 5
Training activity
Step 1: Get ready!
The participants are now the managerial
team of the corresponding case. They need
to assign roles to each one of the members
of their team by briefly justify their choices.
Step 2: Overview!
The participants will be asked to identify
and clarify the mission and vision
statements of the organisation as also its
values and culture.
Step 3: SWOT the plot!
Participants must perform a SWOT analysis:
Strengths, Weaknesses, Opportunities and
Threats.
C. Steps – Part I
Chapter 5
Training activity
Step 4: The PEST and Us!
Participants will perform a PEST analysis
(Political, Economic, Social and Technological) in
order to identify the key external (macro
environment level) forces that might affect an
organization.
Step 5: Top priorities!
All priorities need to be set and agreed as well
as broad strategies for handling critical issues
and what outcomes are to be sought. It is
important that the planning team agree on all
major and key priorities.
Step 6: Totality?
Participants should start putting all the bits
and pieces of the plan together. The type of
document they will use is up to them
Step 7: Show us what you’ve done!
Teams will present their work in front of all the
teams as well as the trainers.
C. Steps – Part II
Chapter 5
Training activity
As a final assignment the teams will be
asked to evaluate each others work. This
could be done either by a simple
conversation and a brain storming,
where each team takes turn and speaks
or in written manner, where each team
writes a small report.
Also, it could be that each team talks for
the rest or that they exchange strategic
plans by pairs of two.
D. Evaluation
Thanks for your attention

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Strategic planning

  • 1. Global innovative Leadership Module Disclaimer> The information and views set out in this publication are those of the author(s) and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein.
  • 2. Chapter 1 What is Strategic Planning? Strategic planning is defined as the “enhancing its success by dealing with weaknesses and threats as well as the strengths and opportunities that present themselves to the organisation. It involves selecting from a range of strategies and building a plan to carry out those strategies, including marshaling the resources and organisational elements necessary to carry out the plan and evaluate its performance” (Vargoa & Seville, 2011:5621). A. Definition
  • 3. Chapter 1 What is Strategic Planning? Leadership & Decision making A key component for the success of the organisation, especially in times of crisis. Leadership is not only about making decisions, but more about guiding through and being able to spare the sense of optimism when necessary. Culture Strategy cannot exist without culture and vice versa. Culture is basically everything, the organisation, the leader and the managerial team needs to pay a lot of attention to culture because it is a key factor to effective management. Situation awareness & market focus an organisation should be alert and monitoring the organisational environment, internal and external, so that it can more effectively align its capabilities and resources with threats and opportunities. B. Components
  • 4. Chapter 1 What is Strategic Planning? A framework for realising a strategic plan can be simplified in the triangle: Where are we now? A strategic plan will always start by reviewing the current strategic position and clarifying the; mission, vision and values. Where are we going? Establish a competitive advantage and the vision. Clearly see the direction the organization is headed. How will we get there? Set the strategic; objectives, goals, and action items and how will the plan be executed. C. How to do it?
  • 5. Chapter 1 What is Strategic Planning? A strategic planning is the vision, the mission and the working method of an organisation. It is the alignment of the past, the present and the future. It is a plan and a strategy for surviving, succeeding and excelling. Strategic planning is not a simple idea with a simple implementation. It requires dedication, a capable team with an outstanding leader and sufficient time allocation. The strategic planning has inputs, outputs, goals and outcomes. It is affected simultaneously by the internal and the external environment. For being successful and organisation has to take all of this factors into account and incorporate them in the plan and the strategy. D. Conclusion «Picture or graphics»
  • 6. Chapter 2 Application of Strategic Planning A good strategy should: → Give overall direction → Fit resources and opportunities → Minimize resistance and barriers l → Reach those affected → Advance the mission A. Criteria for developing a good strategy
  • 7. Chapter 2 Application of Strategic Planning The following questions can be a guide for deciding the most beneficial strategy: → What resources exist that can be used to help achieve the vision? → What obstacles exist that could make it difficult to achieve your vision? → What are potential agents of change willing to do to serve the mission? → Do you want to reduce the existing problem, or does it make more sense to try to prevent problems before they start? → How will your potential strategies decrease the risk for experiencing the problem? → What potential strategies will affect the whole population and problem? → What potential strategies reach those at particular risk for the problem? B. How do you develop a strategy IMPORTANT: WORK TOGETHER AS A TEAM TO BRAINSTORM THE BEST STRATEGIES FOR YOUR INITIATIVE!
  • 8. Chapter 2 Application of Strategic Planning Mission statement: an expression of your purpose and aspiration, addressing both what you seek to accomplish and how. It’s a declaration of why you exist as an organization. Vision statement: an answer to the question of what the company will look like in three, five or more years. Values statement: The guiding principles that never change and are part of your strategic foundation. SWOT: A summarized view of your strengths, weaknesses, opportunities and threats. Competitive advantage: what you’re best at compared to the competition. C. Major components of a strategic plan – Part I
  • 9. Chapter 2 Application of Strategic Planning Long-term strategic objectives: They answer the question of what you must focus on to achieve your vision. Short-term goals/priorities: Specific performance targets that fall within the one- to-two years time horizon. Action plans: They explain how a goal will be accomplished. Scorecard: A report of your key performance indicators (KPIs). They help you track your performance against the monthly/yearly targets. Financial assessment: Based on historical record and future projections, this assessment helps plan the future of your organization. C. Major components of a strategic plan – Part II
  • 10. Chapter 2 Application of Strategic Planning → Pull together a diverse, yet appropriate group of people to make up your planning team. → Allow time for big-picture, strategic thinking. → Get full commitment from key people in your organization. → Allow for open and free discussion regardless of each person’s position within the organization (including you). → Hire an outside facilitator which can free up the conversation. → Think about execution before you start. → Make your plan actionable. → Don’t make rigid and unbending plans. → Clearly articulate next steps after every session. → Make strategy a habit. D. Tips for better planning
  • 11. Chapter 2 Application of Strategic Planning → Is the need for a strategic plan real? → Relying on bad info or no info. → Ignoring what your planning process reveals. → Being unrealistic about your ability to plan. → Planning for planning’s sake. → Not having your house in order first. → Copying the best practices of a similar company. → Ignoring your culture and organizational readiness. E. Traps to avoid while planning
  • 12. Chapter 3 Case Studies «text» A. Strategic plan example: corporation «Picture or graphics»
  • 13. Chapter 3 Case Studies «text» B. Strategic plan example: Community church «Picture or graphics»
  • 14. Chapter 3 Case Studies C. Strategic plan example: School district «Picture or graphics»
  • 15. Chapter 3 Case Studies «text» D. Performance review example «Picture or graphics»
  • 16. Chapter 3 Case Studies «text» E. Action plan example «Picture or graphics»
  • 17. Chapter 3 Case Studies «text» F. SWOT analysis example «Picture or graphics»
  • 18. Chapter 4 Playground (tools & videos) Templates: Some entry-level templates for starting your first strategic planning. l Cascade free strategic planning template l Strategic Planning for Dummies Software: More advanced and professional virtual tools. l AchieveIt Execution Management Platform l Strategy blocks l Cascade Execution Platform l SmartDraw's strategic planning software A. A collection of helpful tools and tutorials for the newcomer.
  • 19. Chapter 4 Playground (tools & videos) Videos: Sources to cover the essential and initial PoV regarding strategic planning. l Erica Olsen: My Strategic Plan (18 videos) l Strategic Planning 101 l Introduction to Strategic Planning (Whiteboard video) l Strategic Plans v.s Business Plans - What is the difference? by Dana Baldwin l A Guide to Nonprofit Strategic Planning l Martin Reeves: Your strategy needs a strategy B. A collection of helpful tools and tutorials for the newcomer.
  • 20. Chapter 5 Training activity Activity type: Group activity (preferably 5-6 people per group) Goals: → To foster communication and interpersonal skills → To contribute to team-work, problem solving and collaboration competencies → To develop intercultural communication → To give the participants a real-life case to work on, according to the principles of lifelong learning → To enhance active learning practices → To foster the entrepreneurial dynamic of the participants → To insert them in the world of management → To give them confidence and responsibility for acting A. Activity overview: “7 Steps to Plan - 1 Way to Succeed!”, Part I
  • 21. Chapter 5 Training activity Duration: One working day Venue: TC room (does not require special room) Material(s): Flip-chart, writing material (paper, pencils etc), working tables Internet access: Desired and highly recommended A. Activity overview: “7 Steps to Plan - 1 Way to Succeed!”, Part II
  • 22. Chapter 5 Training activity Participants will be assigned into working groups (5-6 people each or according to the total number of participants). Then each group will casually be given one of the case studies presented above. They will then be asked to read the case studies very carefully and discuss them with their fellow group mates. About 20 to 30 minutes should be sufficient time for preparation. Alternatively, the participants could be asked to create their own, imaginary enterprises, but in this case the preparation will require more time (about 1 hour to 90 minutes) B. Preparation
  • 23. Chapter 5 Training activity Step 1: Get ready! The participants are now the managerial team of the corresponding case. They need to assign roles to each one of the members of their team by briefly justify their choices. Step 2: Overview! The participants will be asked to identify and clarify the mission and vision statements of the organisation as also its values and culture. Step 3: SWOT the plot! Participants must perform a SWOT analysis: Strengths, Weaknesses, Opportunities and Threats. C. Steps – Part I
  • 24. Chapter 5 Training activity Step 4: The PEST and Us! Participants will perform a PEST analysis (Political, Economic, Social and Technological) in order to identify the key external (macro environment level) forces that might affect an organization. Step 5: Top priorities! All priorities need to be set and agreed as well as broad strategies for handling critical issues and what outcomes are to be sought. It is important that the planning team agree on all major and key priorities. Step 6: Totality? Participants should start putting all the bits and pieces of the plan together. The type of document they will use is up to them Step 7: Show us what you’ve done! Teams will present their work in front of all the teams as well as the trainers. C. Steps – Part II
  • 25. Chapter 5 Training activity As a final assignment the teams will be asked to evaluate each others work. This could be done either by a simple conversation and a brain storming, where each team takes turn and speaks or in written manner, where each team writes a small report. Also, it could be that each team talks for the rest or that they exchange strategic plans by pairs of two. D. Evaluation
  • 26. Thanks for your attention