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Heartland presentation


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Heartland presentation

  1. 1. One Step Ahead: Building a Strong Organization Presented by: Lolita Sereleas F.U.N.D. Consulting, LLC
  2. 2. F.U.N.D. Consulting, LLC <ul><li>Women-owned consulting firm </li></ul><ul><li>Works with CDFIs, non-profits, fro profit, government entities </li></ul><ul><li>Focus on capacity building services including needs assessment, market analysis, strategic planning, and organizational development </li></ul>
  3. 3. Approach to Staying Ahead <ul><li>Know the basics of understanding your market </li></ul><ul><li>Accept change </li></ul><ul><li>Engage in a continuous strategic management process </li></ul>
  4. 4. Stages of Organizational Development <ul><li>Inception </li></ul><ul><li>Start-Up/Launch </li></ul><ul><li>Stability </li></ul><ul><li>Maturity </li></ul><ul><li>High Performance </li></ul>
  5. 5. Inception <ul><li>A founder(s) recognizes an unmet need. Establishes a vision and works to gain support. Best practices in this phase include: </li></ul><ul><ul><li>Market analysis </li></ul></ul><ul><ul><li>Strategic Planning </li></ul></ul><ul><ul><li>Fundraising/Investment </li></ul></ul><ul><ul><li>Incorporation </li></ul></ul>
  6. 6. Start-Up/Launch <ul><li>Moves from vision and planning to implementation. This phase is marked by: </li></ul><ul><ul><li>Small staff—founder(s) are usually heavily involved in service delivery </li></ul></ul><ul><ul><li>Constant search for revenue </li></ul></ul>
  7. 7. Stability <ul><li>Founders move from delivery to management </li></ul><ul><li>More staff is hired </li></ul><ul><li>Organization has name recognition in the market </li></ul>
  8. 8. Maturity <ul><li>Focus on strategic growth and improving quality </li></ul><ul><li>Growth necessitates increase in resources </li></ul><ul><li>Identification and evaluation of success measures </li></ul>
  9. 9. High Performance <ul><li>Sufficient internal structures </li></ul><ul><li>Understanding of success measures and ability to replicate them </li></ul><ul><li>Clear statement of mission that creates sense of esprit de corp. </li></ul><ul><li>Well defined values which result in distinctive culture Good communication and information sharing systems </li></ul><ul><li>Design (work flow, structure, systems) that supports mission and values </li></ul>
  10. 10. Market <ul><li>Non-profit shift in thinking from “service areas” to markets </li></ul>
  11. 11. Why Analyze and Understand Your Market? <ul><li>Improve business soundness and stability </li></ul><ul><li>Market studies help advance the primary mission </li></ul><ul><li>Inform and focus marketing, advertising, and outreach efforts </li></ul>
  12. 12. Why Analyze and Understand Your Market? <ul><li>A good market study helps secure funding </li></ul><ul><li>A good market study helps secure valuable partners </li></ul><ul><li>A good market study informs your organization’s strategic planning </li></ul>
  13. 13. Need vs. Demand <ul><li>Need </li></ul><ul><ul><li>What does population of the service/market area need to improve quality of life (or work)? </li></ul></ul><ul><li>Demand </li></ul><ul><ul><li>What products or services are customers ready to use? </li></ul></ul>
  14. 14. Needs Assessment <ul><li>A systematic exploration of the way things are and the way they should be </li></ul><ul><li>Identifies gaps and explores possibilities </li></ul><ul><li>Can be internal or external </li></ul>
  15. 15. Market Analysis <ul><li>Measures opportunity and potential </li></ul><ul><li>External </li></ul>
  16. 16. In Other Words…. <ul><li>Who are my customers? </li></ul><ul><li>Where are they located? </li></ul><ul><li>What do my customers need to improve their quality of life? </li></ul><ul><li>What products do they want but do not have access to? </li></ul><ul><li>What products are right for my customers? </li></ul><ul><li>Who else is working in the market area? </li></ul>
  17. 17. Process <ul><li>Assemble committee/plan to assess </li></ul><ul><li>Determine appropriate methodology </li></ul><ul><li>Establish timeline </li></ul><ul><li>Develop plan for communicating process and responsibilities to appropriate staff </li></ul><ul><li>Develop plan for communicating results </li></ul><ul><li>Develop plan for implementing recommendations based on findings </li></ul>
  18. 18. Research Methods <ul><li>Secondary data analysis </li></ul><ul><li>GIS mapping </li></ul><ul><li>Key informant interviews </li></ul><ul><li>Surveys </li></ul><ul><li>Focus groups </li></ul>
  19. 19. Analysis <ul><li>By geography </li></ul><ul><li>By demographic </li></ul><ul><ul><li>Income </li></ul></ul><ul><ul><li>Race </li></ul></ul><ul><ul><li>Others </li></ul></ul>
  20. 20. Change <ul><li>Now that you understand your market position, you have to accept that it is going to change. </li></ul><ul><li>Your organization has to change with it, even stay one step ahead. </li></ul>
  21. 21. What is organizational change? <ul><li>Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. </li></ul><ul><li>(Carter Mcnamara, PHD </li></ul>
  22. 22. What Provokes Organizational Change? <ul><li>Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. </li></ul><ul><li>(Carter Mcnamara, PHD </li></ul>
  23. 23. Change is Scary <ul><li>Expect resistance to change </li></ul>
  24. 24. Make Successful Changes <ul><li>Do not change for the sake of change </li></ul><ul><li>Keep customers in mind </li></ul>
  25. 25. Making Change Successful <ul><li>Establish a clear vision and set a strategy </li></ul>
  26. 26. Why Change Fails <ul><li>1. Allowing too much complacency 2. Failing to create a sufficiently powerful guiding coalition 3. Underestimating the power of vision 4. Undercommunicating the vision 5. Permitting obstacles to block the vision 6. Failing to create short term wins 7. Declaring victory too soon 8. Neglecting to anchor changes firmly in the corporate culture </li></ul><ul><li> John P. Kotter </li></ul>
  27. 27. Thinking Strategically <ul><li>“ Strategic thinking produces a vision, a profile of what an organization wants to become, which then helps managers make vital choices.&quot; From: Strategy Pure & Simple II Michel Robert McGraw Hill Professional Book Group, 1998 Copyright (c) 1998 by Michel Robert. </li></ul>
  28. 28. Strategic Thinking vs. Planning <ul><li>Strategic thinking is different from strategic planning and operational planning. In fact, strategic thinking is the framework for the strategic and operational plans. </li></ul><ul><li>Strategic thinking is the type of thinking that attempts to determine what the organization should look like. In other words, the strategy. Operational planning, and even what has become known as strategic planning, is the type of thinking that helps us choose how to get there. </li></ul>From: Strategy Pure & Simple II Michel Robert McGraw Hill Professional Book Group, 1998 Copyright (c) 1998 by Michel Robert.
  29. 29. Strategic Management
  30. 30. Strategic Thinking vs. Planning
  31. 31. Outcomes of Strategic Thinking <ul><li>The combined effects of these is the creation of a capacity for strategic thinking that meets what Day (1994) refers to as the three fundamental tests for a strategically valuable capability: </li></ul><ul><li>they create superior value for customers/clients, </li></ul><ul><li>they are hard for competitors to imitate, and </li></ul><ul><li>they make the organization more adaptable to change. </li></ul><ul><li>Strategic Thinking A Discussion Paper </li></ul><ul><ul><ul><li>Eton Lawrence Personnel Development and Resourcing Group </li></ul></ul></ul><ul><ul><ul><li>Research Directorate, Policy, Research and Communications Branch, Public Service Commission of Canada </li></ul></ul></ul><ul><ul><ul><li>April 27, 1999 </li></ul></ul></ul>
  32. 32. Asking the Right Questions <ul><li>You have to ask the right questions, to get answers that will help develop long term strategies and solutions, not short term remedies and identification of symptoms. </li></ul><ul><li>You have to make sure you understand the questions you are asking. </li></ul>
  33. 33. Asking the right questions: an ongoing process <ul><li>You are not settling for an answer but acting while continuing to think. The world will not wait for thinking to end. To end thinking simply because you must act negates the whole power of strategic thinking. It is an ongoing, natural flow of thought evoked by questions. * What seems to be happening? * What possibilities do we face? * What are we going to do about it? </li></ul>
  34. 34. Staying One Step Ahead <ul><li>Collecting information on an ongoing basis </li></ul><ul><li>Incorporating it into strategic thinking process </li></ul><ul><li>Both formal and informal data collection mechanisms </li></ul>
  35. 35. Formal Data Collection <ul><li>Key Informant Interviews </li></ul><ul><li>Focus Groups </li></ul><ul><li>Surveys </li></ul>
  36. 36. Questions?