Corporate Planning

1. Strategic Planning for
Corporate Growth
Principles, Techniques and
Operational Guidelines

2. Strategic Planning Initiative—SPI Agenda
Strategic Planning Initiative—SPI Agenda
Where
we are?
How…
Where
we want
to be?
What
if…?--
Risks
Situational
Analysis—
External and
Internal
Vision, Mission and
Goals
Strategic Models you
intend to adopt

3. Strategic Planning Initiative—SPI Agenda

4. Before we begin….A quick look at Planning…
On
Planning..
Ensuring alignment
with entity
leadership, vision,
mission, strategy and
the whole
organisation
Setting goals and
expectations

5. Before we begin….A quick look at Planning…
Identify
opportunities
Analyze problems
Establish priorities
and needs
Allocate resources
Develop and establish
policies and procedures
Develop objective,
standards and
performance
Forecast and
budgets
Develop programmes and
schedules
1
2
3
4
5
6
7
8
On
planning..
You need
to be able
to:

6. Before we begin….A quick look at Planning…
By
definition….
A SP is a deliberate and
systematic process
Of developing an agreed plan
towards
building commitment to
priorities that are essential
to entity’s mission, vision, goals
and objectives and at the same
time responsive to the operating
environment.

7. A SP is a deliberate and
systematic process
Of developing an agreed plan
towards
building commitment to
priorities that are essential
to entity’s mission, vision, goals
and objectives and at the same
time responsive to the operating
environment.
By
definition….

8. Entity’s
leadership
Organisational
leadership and
culture
Environmental
complexities and
size of the entity
SP Team
Expertise and
Capacity
Some
key
requirements

9. Key S/Planning guidelines…..
Your
environment,
industry, and
people
Some
tools—
SWOT,
PESPT, GAP
Plan-Do-
Check-Act
(PDCA
Cycle)
Use
relevant
KPIs
Team
members
work on the
INPUT Data
Information
gathering
Situational
analysis
Craft the
plan
Implement
the plan
Monitor
and report
performance

10. Situational Analysis—
Application of Tools
for Information
Gathering

11. Situational
Analysis—
Application of Tools
for Information
Gathering

12. Situational Analysis—
Application of Tools
for Information
Gathering

13. Set the Vision
of the entity
Develop the
Mission of the
Entity
Set goals and
objectives
Develop strategies
for achieving these
objectives
Execute using available
resources and monitor
using appropriate KPIs
Crafting
the
S/Plan

14. Vision
That BIG target everyone
can contribute to?
What is the Big Picture that
everyone can dream of?
What about 10-25 years?
Where do you see DMO in
the next 3-4 year?

15. DMO’s Mission—addresses ….
At whose instance were
you established?
What do you do for them
No buss words, no
marketing gimmicks
Your Mission MUST be
simple to understand
Who is your key
client?
Why is DMA created?,
where are you thee?

16. What about DMOs’ Value System…?
If DMO is a person,
how do describe “his”
Personal Ethos?
What is your norm,
your culture and
value system
What is acceptable
and not acceptable?
Driving your strategy
and performance is
your VALUES!
DMO’s DNA,
Your Norm..?

17. What if…?-
-Risks

18. IMPACT
LIKELIHOOD

20. 1
2
3
4
5
6
7
8
Leadership
Communication
Resources
Buy-in
Time to implement
budgets
Technology
DMS’s Human Capital and
Expertise
Potential impediments to implementing a good SP

23. Organisational
level
Team level
Functional level
Individual level Setting DMO’s
Goals ..
Cascading it..

25. Performance
and targets
What measures do
you have for strategic
targets and priorities
SP KPIs should
measure ….

26. How?
Audience
Methods:
Presentations
Audio
Pictures
Social media/website
Communicating the plan

27. Adaptable
Strategic
Models

28. SP Models…..
The Basic
Model
Speaks to:
• Mission statement
• Mid-range goals
• Strategies for achieving
these goals
• Action plan—delineating
various activities,
responsible persons and
timelines
The Cascade
Strategy
Model
Scenario
model
This begins with
• Vision statement—
stating reasons for
establishing DMO
• Core values/belief
• Areas of focus—
objectives
• KPI and application of
same
Here:
• Scenarios are
developed based
on intervening
circumstance
• A kind of
sensitivity
analysis

29. Goal-based Scenario
• Prioritized goals/objectives aligned to
action plan
• Some goals are short, mid-term and
long-term
• This model also includes monitoring
and assessment of progress at stated
intervals
•

30. G-1
G-2
G-3
G-4
G-5
Situational analysis—
information
gathering using the
Tools
Develop the KPIs
for DMO’s SP
Risk Profile
Develop the
DMO’s Vision
Mission and
Goals
Workshop—Putting the ideas to work

32. In Conclusion:
While SP is a
complex and
time-consuming
process, to
succeed, the
following should
happen:
Stakeholders’
involvement
is critical
Project
buy-in and
a sense of
ownership
You may need
the support of
consultants
on-set
Show
accountabilit
y through
the KPI

33. THANK YOU
Questions
33