Strategic Management<br />Presented by Sentenia, Inc.<br />Barbara Jacobus and Jeff Nichols<br />
‘Cheshire Cat, would you tell me, please, which way I ought to go from here?<br />‘That depends a good deal on where you w...
DEFINITIONS<br /> <br />WHY UNDERTAKE STRATEGIC MANAGEMENT<br /> <br />CONDITIONS FOR SUCCESS<br /> <br />STRATEGIC CHANGE...
STAKEHOLDER – Any person, group, or organization that can place a claim on the organization’s resources, attention, or out...
STRATEGIC PLANNING – A disciplined effort to produce fundamental decisions and actions that shape and guide what an organi...
MISSION STATEMENT DEVELOPMENT – A process through which organizational stakeholders develop a broad statement of the overa...
ENVIRONMENTAL SCAN – A process for discovering and documenting facts and trends in the operating environment that are like...
OPERATIONAL PLANNING - Operational planning is a process designed to affect the day-to-day implementation of strategic dec...
STRATEGIC PLANNING<br />A comprehensive plan that encompasses all of an organization’s activities;<br />Codification and p...
Increased effectiveness<br /> <br />Increased efficiency<br /> <br />Improved understanding and better learning<br /> <br ...
“We do not have board support”<br />“There is no top management support”<br />“Strategic planning won’t lead to perfection...
May not be the best first step for an organization whose roof has fallen;<br />If the organization lacks the skill or reso...
Ask yourself:<br />Do we have…<br />Commitment, support and participation from top leadership and an understanding of the ...
Ask yourself:<br />Do we have…<br />Commitment to gather and use relevant information for assessing programming and client...
Planning – to – plan<br />External and internal environmental scanning<br />Clarification of mission, vision and values<br...
What period of time will the plan cover?<br />What size will the team be?<br />Who will be on the team?<br />Who are/is th...
Will you use consultants?<br />Who will coordinate and manage the-day to-day efforts?<br />What resources (budget, people,...
A process for discovering and documenting facts and trends in the operating environment that are likely to affect the orga...
The means for identifying who the organization’s internal and external stakeholders are, how they evaluate the organizatio...
A broad statement of the overall purpose or reason an organization exists. <br />Answers:<br />Who are?<br />What do we do...
The ideal future of an organization - provides a sense of what the organization will be like as a result of achieving its ...
Essential, enduring tenets which are important to, and serve as timeless guiding principles, for those inside the organiza...
The identification of an organization’s internal strengths and weaknesses as well as external opportunities and challenges...
STRENGTH<br />Those aspects of the organization that help it to accomplish its mission and fulfill its mandates<br /> <br ...
A strategic issue is a fundamental policy or change challenge affecting an organization’s mandates, mission, programs or s...
Strategic issue<br /> <br />Issue-specific desired outcomes/goals<br /> <br />Practical alternatives to address issue and ...
Key actions with existing resources of people and dollars that must be taken this year to implement the major initiative<b...
Organizational commitment<br />The allocation of resources<br />The implementation process<br />Sentenia, Inc.<br />28<br ...
Ongoing Staff/Management Process Training<br />Focused Team-building<br />Guided Task Implementation<br />Structured Follo...
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201 a Nichols Jacobus presentation

  1. 1. Strategic Management<br />Presented by Sentenia, Inc.<br />Barbara Jacobus and Jeff Nichols<br />
  2. 2. ‘Cheshire Cat, would you tell me, please, which way I ought to go from here?<br />‘That depends a good deal on where you want to get to,’ said the Cat.<br />“I don’t care much where’ – said Alice.<br />‘Then it doesn’t matter which way you go,’ said the CAT<br />‘– so long as I get somewhere, ’Alice added as an explanation.<br />‘Oh, you’re sure to do that,’ said the CAT, ‘if you only walk long enough.’<br />Sentenia, Inc.<br />Alice in WonderlandLewis Carroll<br />2<br />
  3. 3. DEFINITIONS<br /> <br />WHY UNDERTAKE STRATEGIC MANAGEMENT<br /> <br />CONDITIONS FOR SUCCESS<br /> <br />STRATEGIC CHANGE PORTFOLIO PROCESS<br /> <br />BIBLIOGRAPHY<br /> <br />Sentenia, Inc.<br />Agenda<br />3<br />
  4. 4. STAKEHOLDER – Any person, group, or organization that can place a claim on the organization’s resources, attention, or output or is affected by its output.<br />VISIONING – Visioning is the process through which organizational stakeholders articulate the ideal future of an organization. It provides a sense of what the organization will be like as a result of achieving its goals and strategies.<br />Sentenia, Inc.<br />Definitions<br />4<br />
  5. 5. 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. <br />STRATEGIC MANAGEMENT –To maintain a dynamic balance between an organization (mission, goals, plans, resources) and its external environment.<br />Sentenia, Inc.<br />Definitions<br />5<br />
  6. 6. MISSION STATEMENT DEVELOPMENT – A process through which organizational stakeholders develop a broad statement of the overall purpose or reason an organization exists.<br />CORE VALUES DEVELOPMENT – A process through which organizational stakeholders identify those essential, enduring tenets which are important to, and serve as timeless guiding principles, for those inside the organization.<br />Sentenia, Inc.<br />Definitions<br />6<br />
  7. 7. ENVIRONMENTAL SCAN – A process for discovering and documenting facts and trends in the operating environment that are likely to affect the organization in its future work. <br />PERCEPTUAL ANALYSIS – The means for identifying who the organization’s internal and external stakeholders are, how they evaluate the organization, how they influence the organization and what the organization needs from them.<br />Sentenia, Inc.<br />Definitions<br />7<br />
  8. 8. OPERATIONAL PLANNING - Operational planning is a process designed to affect the day-to-day implementation of strategic decisions.<br />SWOC ANALYSIS - The identification of an organization’s internal strengths and weaknesses as well as external opportunities and challenges.<br />Sentenia, Inc.<br />Definitions<br />8<br />
  9. 9. STRATEGIC PLANNING<br />A comprehensive plan that encompasses all of an organization’s activities;<br />Codification and projection into the future of current programs and functions<br />STRATEGIC MANAGEMENT<br />A portfolio of strategic change initiatives intended to deal with environmental change;<br />The formulation and implementation of strategies – seen as an ongoing process;<br />Emphasis on people over systems and documents<br />Sentenia, Inc.<br />Strategic Planning vs. Strategic Management<br />9<br />
  10. 10. Increased effectiveness<br /> <br />Increased efficiency<br /> <br />Improved understanding and better learning<br /> <br />Better decision making<br /> <br />Enhanced organizational capabilities<br /> <br />Improved communications and public relations<br /> <br />Sentenia, Inc.<br />Reasons for Strategic Management <br />10<br />
  11. 11. “We do not have board support”<br />“There is no top management support”<br />“Strategic planning won’t lead to perfection”<br />“We’re are too big (or too small) for strategic planning”<br />“We have personnel policies and individual performance goals to take care of this”<br />“We don’t know where to start”<br /> “We have already done it”<br /> “We’re perfect already”<br /> <br />Sentenia, Inc.<br />Excuses for Avoiding Strategic Management<br />11<br />
  12. 12. May not be the best first step for an organization whose roof has fallen;<br />If the organization lacks the skill or resources or the commitment of key decision makers to carry through an effective strategic plan<br /> <br />Sentenia, Inc.<br />TWO LEGITIMATE REASONS NOT TO UNDERTAKE STRATEGIC MANAGEMENT<br />12<br />
  13. 13. Ask yourself:<br />Do we have…<br />Commitment, support and participation from top leadership and an understanding of the purpose?<br />A skillful champion?<br />Commitment to clarifying roles and expectations of all participants?<br />Ability to manage the process effectively?<br />Sentenia, Inc.<br />Conditions for Success<br />13<br />
  14. 14. Ask yourself:<br />Do we have…<br />Commitment to gather and use relevant information for assessing programming and client needs?<br />An adequate commitment of organizational resources?<br />A willingness to question the status quo, ask hard questions, and make decisions?<br />Sentenia, Inc.<br />Conditions for Success<br />14<br />
  15. 15. Planning – to – plan<br />External and internal environmental scanning<br />Clarification of mission, vision and values<br />SWOC Analysis<br />Identification and selection of strategic issues<br />The formulation of strategic change initiatives <br />Implementation<br />Sentenia, Inc.<br />STRATEGIC CHANGE PROCESS<br />15<br />
  16. 16. What period of time will the plan cover?<br />What size will the team be?<br />Who will be on the team?<br />Who are/is the champion?<br />What is the expected time frame to complete the process?<br />Sentenia, Inc.<br />Planning to Plan<br />16<br />
  17. 17. Will you use consultants?<br />Who will coordinate and manage the-day to-day efforts?<br />What resources (budget, people, information, facilities etc.) will be needed?<br />What criteria should be used to judge the effectiveness of the plan?<br />Sentenia, Inc.<br />Planning to Plan<br />17<br />
  18. 18. A process for discovering and documenting facts and trends in the operating environment that are likely to affect the organization in its future work (i.e. socio-economic, demographic, technological, fund development etc.)<br /> <br />Sentenia, Inc.<br />EXTERNAL ENVIRONMENTAL SCAN<br />18<br />
  19. 19. The means for identifying who the organization’s internal and external stakeholders are, how they evaluate the organization, how they influence the organization, and what the organization needs from them<br /> <br />Sentenia, Inc.<br />INTERNAL AND EXTERNAL PERCEPTUAL ANALYSIS<br />19<br />
  20. 20. A broad statement of the overall purpose or reason an organization exists. <br />Answers:<br />Who are?<br />What do we do?<br />How do we do it?<br />Sentenia, Inc.<br />Mission Statement<br />20<br />
  21. 21. The ideal future of an organization - provides a sense of what the organization will be like as a result of achieving its goals and strategies and reaching its full potential.<br />Sentenia, Inc.<br />Vision <br />21<br />
  22. 22. Essential, enduring tenets which are important to, and serve as timeless guiding principles, for those inside the organization. <br />Sentenia, Inc.<br />Core Values<br />22<br />
  23. 23. The identification of an organization’s internal strengths and weaknesses as well as external opportunities and challenges. The SWOC supplies an overall systems view of the organization and the factors that affect it.<br /> <br />Sentenia, Inc.<br />SWOC Analysis<br />23<br />
  24. 24. STRENGTH<br />Those aspects of the organization that help it to accomplish its mission and fulfill its mandates<br /> <br />WEAKNESS<br />Those aspects of the organization that hinder it from accomplishing its mission and fulfilling its mandates<br /> <br />OPPORTUNITY<br />A combination of external factors or circumstances that can affect the organization in a favorable manner<br /> <br />CHALLENGE<br />A combination of external factors or circumstances that can affect the organization in an unfavorable manner<br />Sentenia, Inc.<br />24<br />SWOC Analysis <br />
  25. 25. A strategic issue is a fundamental policy or change challenge affecting an organization’s mandates, mission, programs or service level and mix, clients, funding and fund development, financial management, human resources and structure.<br /> <br />Evaluate the potential cost that the organization might bear if it does not move forward now in addressing a particular issue<br /> <br />Assess the organization’s ability to have a positive impact on an issue within resource constraints<br /> <br /> <br />Sentenia, Inc.<br />25<br />IDENTIFICATION AND SELECTION OF STRATEGIC ISSUES<br />
  26. 26. Strategic issue<br /> <br />Issue-specific desired outcomes/goals<br /> <br />Practical alternatives to address issue and achieve outcomes/goals<br /> <br />Possible barriers<br /> <br />Major initiatives might pursue to achieve alternatives and overcome barriers<br />  <br />Sentenia, Inc.<br />26<br />THE FORMULATION OF STRATEGIC CHANGE INITIATIVES<br />
  27. 27. Key actions with existing resources of people and dollars that must be taken this year to implement the major initiative<br /> <br />Specific steps to be taken in the next 6 months to implement the major initiatives (schedule of events, who is accountable for what action and detailed costs)<br /> <br />Sentenia, Inc.<br />27<br />THE FORMULATION OF STRATEGIC CHANGE INITIATIVES<br />
  28. 28. Organizational commitment<br />The allocation of resources<br />The implementation process<br />Sentenia, Inc.<br />28<br />Implementation<br />
  29. 29. Ongoing Staff/Management Process Training<br />Focused Team-building<br />Guided Task Implementation<br />Structured Follow-up<br />Sentenia, Inc.<br />29<br />Implementation Accelerator<br />

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