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Strategic
Plans that
Learn



James C. Galvin, Ed.D.   February 7-8, 2013
Most nonprofit leaders believe they
should have a long-range strategic plan
The problem with strategic plans is that
  many contain so little real strategy
Your role is to design and install a new
planning process for your organization
You want your organization to adapt
  quickly when change happens
You wonder if your organization may
     have a learning disability
You are uncertain about your current
     strategic planning process
You want a strategic planning process
    that will deliver good strategy
Move from static strategic planning to
  dynamic strategic management
Part 1

Strategic
Planning
Strategic planning became popular
   during the 1960s and 1970s
Most long-range strategic plans are
  based on flawed assumptions
The Schleiffen Plan was static and
failed to prevent a war on two fronts
The military makes use of sand tables
    for planning that is dynamic
Strategic planning templates don’t work

                 Vision

                 Mission

              Core Values

   ...
Traditional strategic planning was put to
           death in the 1990s
Microsoft
Microsoft
Dell
Facebook
Part 2

The
Strategy
Kernel
Strategy is how you get there

                How to
                get
                there



                       ...
Good strategy includes diagnosis,
 guiding idea, coherent actions
Diagnosis is a penetrating analysis of
   the challenges you are facing
Guiding idea is the overall approach
you will take to confront the challenge
Coherent actions are the key initiatives
 that will implement the guiding idea
In the Bible we find many examples of
     leaders with a strategic intent
Case: Agape Adoption Agency
Case: Women in Leadership
Case: Inspirational Publishing
Case: Generic Christian University
Part 3

Strategic
Management
Move from static strategic planning to
  dynamic strategic management
Most organizations should conduct
strategic reviews monthly or quarterly
Get the kernel right and keep adapting
    to your changing environment
Action planning can help you and your
  team clarify and strengthen a plan
                            Goal
Use the stair step tool to get the entire
       team on the same page
                                    New front
     ...
Practice: What is something worth
  doing that you need to plan?
                          Goal
Move from static strategic planning to
  dynamic strategic management
You should feel free to let go of your
   old strategic planning habits
G&A
www.galvinandassociates.com
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Strategic Plans that Learn

  1. 1. Strategic Plans that Learn James C. Galvin, Ed.D. February 7-8, 2013
  2. 2. Most nonprofit leaders believe they should have a long-range strategic plan
  3. 3. The problem with strategic plans is that many contain so little real strategy
  4. 4. Your role is to design and install a new planning process for your organization
  5. 5. You want your organization to adapt quickly when change happens
  6. 6. You wonder if your organization may have a learning disability
  7. 7. You are uncertain about your current strategic planning process
  8. 8. You want a strategic planning process that will deliver good strategy
  9. 9. Move from static strategic planning to dynamic strategic management
  10. 10. Part 1 Strategic Planning
  11. 11. Strategic planning became popular during the 1960s and 1970s
  12. 12. Most long-range strategic plans are based on flawed assumptions
  13. 13. The Schleiffen Plan was static and failed to prevent a war on two fronts
  14. 14. The military makes use of sand tables for planning that is dynamic
  15. 15. Strategic planning templates don’t work Vision Mission Core Values Critical Success Factors Goals/Objectives
  16. 16. Traditional strategic planning was put to death in the 1990s
  17. 17. Microsoft
  18. 18. Microsoft
  19. 19. Dell
  20. 20. Facebook
  21. 21. Part 2 The Strategy Kernel
  22. 22. Strategy is how you get there How to get there Where you want to go Where you are
  23. 23. Good strategy includes diagnosis, guiding idea, coherent actions
  24. 24. Diagnosis is a penetrating analysis of the challenges you are facing
  25. 25. Guiding idea is the overall approach you will take to confront the challenge
  26. 26. Coherent actions are the key initiatives that will implement the guiding idea
  27. 27. In the Bible we find many examples of leaders with a strategic intent
  28. 28. Case: Agape Adoption Agency
  29. 29. Case: Women in Leadership
  30. 30. Case: Inspirational Publishing
  31. 31. Case: Generic Christian University
  32. 32. Part 3 Strategic Management
  33. 33. Move from static strategic planning to dynamic strategic management
  34. 34. Most organizations should conduct strategic reviews monthly or quarterly
  35. 35. Get the kernel right and keep adapting to your changing environment
  36. 36. Action planning can help you and your team clarify and strengthen a plan Goal
  37. 37. Use the stair step tool to get the entire team on the same page New front door installed paint install purchase hardware purchase door schedule installation locate best supplier decide door design
  38. 38. Practice: What is something worth doing that you need to plan? Goal
  39. 39. Move from static strategic planning to dynamic strategic management
  40. 40. You should feel free to let go of your old strategic planning habits
  41. 41. G&A www.galvinandassociates.com
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    Apr. 10, 2013

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