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Education DepartmentStrategy Alignment and Execution             Fall 2013
Strategy formation, alignment, and execution are key tomaking sure the Zoo is achieving its mission.                      ...
The Zoo’s 2011-2014 goals provide thelarger context of Education’s mission.                                               ...
Mission – Why Do We Exist?                                                                                         ZOO GOA...
What is our 3 Year Vision?    When we’ve been wildly successful at creating this value for the Zoo we will                ...
How will we measure our success?We inspire and teach people to act on behalf of wildlife .    Our vision is to be a recogn...
Need a Strategy, Just Like Other Companies Have a Strategy Identify the major first order activities  the firm does that ...
What’s Our 3 Year Target, and the Gap to Reach that Target?3 Year Target:Expected performance againstyour best fit measure...
When you are thinking about your team’s critical few initiativesto close the gap, here’s a worksheet to help you visualize...
Key Enabling ActivitiesKey question: What aspects, if any, of the following need to be optimized to enable us to deliverou...
Execution                               Created charters for critical                               few initiatives and ke...
Here’s a worksheet we can use as a starting point for putting ourteam’s 3 year plan together into a coherent whole.Company...
Strategy Alignment Process                 Conservation                  Education                  Recreation            ...
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Zoo Education Strategy Alignment

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Selected slides from our strategic alignment planning within the education department at the Zoo

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Zoo Education Strategy Alignment

  1. 1. Education DepartmentStrategy Alignment and Execution Fall 2013
  2. 2. Strategy formation, alignment, and execution are key tomaking sure the Zoo is achieving its mission. The Process of Strategy Continuous Process ImprovementHow does What’s our What essential WhatEducation What is How do we How do we 3 year improvements programs How do weconnect to our value know we get a target? must we make will help us deliver on the Zoo’s to the are creating competitive What’s the to how our achieve our our plan? overall Zoo? value? advantage? gap to team mission? goals? reach it? operates? 2
  3. 3. The Zoo’s 2011-2014 goals provide thelarger context of Education’s mission. ZOO GOALS:• Market How does ED connect to the Zoo’s goals? – Be recognized as a MN treasure and must-see Midwest destination MSSION & VISION: What is our value to the zoo?• Conservation, Education, and Guest Experience What will it look like when we’re successful? – Be a leader in animal care and conservation – Inspire people to learn, care, and act on behalf of wildlife and wild BEST FIT MEASURE: How do we know we are creating that value? places • Pilot and grow env programs on prairie ecology conservation and STEM to advance educational messages and reach new audiences STRATEGY: How do we get a competitive advantage? • Make personal animal connections with live interpretation core to the Zoo experience • Establish a continuum of conservation education programs for all ages TARGET & GAP: • What’s the gap between today and where we Increase access to and engagement in zoo educational programs need to be in 3 years to create this value? – Model, demonstrate and inspire best practices in env sustainability – Provide the best guest experience in Minnesota PROGRAMS & INITIATIVES: What programs will help us achieve our mission• People and close the gap? – All staff and volunteers embrace the vision of the MN Zoo ENABLING ACTIVITIES: – Build a sustainable world-class organization What essential improvements must we make to how our team operates?• Financial EXECUTION: – Develop a financially robust and sustainable economic model How do we deliver on our plan? 3
  4. 4. Mission – Why Do We Exist? ZOO GOALS: What is a Mission? How does ED connect to the Zoo’s goals? A “mission” is a statement describing a team’s core purpose. It typically answers the question “why does this team exist?” MSSION & VISION: What is our value to the zoo? What will it look like when we’re successful? Why do we exist?  Is it education for education sake?  To get people to take a conservation action?  To prime kids to take bigger conservation actions later in life?  To become wildlife advocates?  What’s the problem we’re trying to solve?  What’s our aspiration? We inspire and teach people to act on behalf of wildlife. We educate to achieve a conservation outcome. Inspire…teach…act…progression Inspire – something that we control Action – something that we aspire to accomplish Gives us three key elements to measure our success. People – everyone, not just kids who take our class Short and 4 memorable
  5. 5. What is our 3 Year Vision? When we’ve been wildly successful at creating this value for the Zoo we will See Hear Fee l Our vision is to be a recognized leader in conservation education, to make a measurable impact in people’s lives, and to be a top asset of the Minnesota Zoo. 5
  6. 6. How will we measure our success?We inspire and teach people to act on behalf of wildlife . Our vision is to be a recognized leader in conservation education, to make a measurable impact in people’s lives, and to be a top asset of the Minnesota Zoo. Develop Measurement Plan for Best Fit Measure MEASURE DEFINITION SOURCE FREQUENCY CALCULATION UNIT 6
  7. 7. Need a Strategy, Just Like Other Companies Have a Strategy Identify the major first order activities the firm does that allows it to deliver our product/service (shown in blue). Identify second and third order activities that support the delivery of these activities (shown in green). Ask:  To what extent do these activities fit together and mutually reinforce one another?  Are there ways to strengthen how activities and groups of activities reinforce one another?  Could changes in one activity eliminate the need to perform others? 7
  8. 8. What’s Our 3 Year Target, and the Gap to Reach that Target?3 Year Target:Expected performance againstyour best fit measureGAP:The difference between whereyou are today and the 3 yeartarget you’ve setWhat We Do Today:Performance level you’dachieve if you did nothingdifferent from what you do today Graphic adapted from Brendan Calder, John O’Dwyer Getting It Done Toolkit, Rotman School of Management 8
  9. 9. When you are thinking about your team’s critical few initiativesto close the gap, here’s a worksheet to help you visualize andtest your thinking. 3 Identify New & Different Activities 3 2 Optimize What We Do Today  2   1 1 Do What We Do Today     Graphic adapted from Brendan Calder, John O’Dwyer Getting It Done Toolkit, Rotman School of Management 9
  10. 10. Key Enabling ActivitiesKey question: What aspects, if any, of the following need to be optimized to enable us to deliverour critical few initiatives while still doing our day-to-day work with quality? Driver Of Team Performance Definition Examples of Possible Team Improvements LEADERSHIP How we inspire,  How do we need to strengthen our leadership capabilities? engage others  Do we need to promote a different type of leader? 1  Do we need to adjust who is in different leadership roles? CULTURE Our norms,  How do we need to change how we are working as a team behaviors around to get this done? 2 “how we do things”  Does our plan require any new ways of getting work done that we need to institutionalize in our organization? SYSTEMS/STRUCTURES/ Technology, team  Do we need a new technology system to support our work? PROCESS structure, core  Do we need to improve a process to ensure work gets processes we use to done? 3 deliver work  Do we need to create new teams/sub-teams to do the work? SKILLS/COMPETENCIES What we know and  Do we need to acquire or build new skills and are able to do competencies? 4  Should we change how we manage team member development? 10
  11. 11. Execution Created charters for critical few initiatives and key enabling High Level 3 Year Plan activities Developed project plan to show what parts of which initiatives/ activities will happen when Articulated who’s accountable for what and established project teams for delivering Defined how you’ll monitor the performance against your plan and adjust is as necessary 11
  12. 12. Here’s a worksheet we can use as a starting point for putting ourteam’s 3 year plan together into a coherent whole.CompanyPriorities Mission: Vision:3 Year Goal:InitiativesKey EnablingActivities 12
  13. 13. Strategy Alignment Process Conservation Education Recreation Desired Outcome: Strategy Everyone in the organization:  Has a precise line of sight about how their work Executable 3 Year Plan contributes to the zoo’s long- term success, and;  Knows what do to do day-to- Specific Projects & Activities day to drive this success. Day To Day Resource Allocation, Attention, Follow Through 13

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