MPA 210 Strategic Planning and Management

1. Understanding the Dynamics of
Strategic Planning

2. In the last century there
were world wars, big booms, big
busts, modernism, and post
modernism. The current century
opened with the hope of a new
millennium.

3. These Are The World's 10 Worst
Problems, According to Millennial
These insights come from the World
Economic Forum's (WEF) Annual Global
Shapers Survey (Aug. 2016)
https://www.sciencealert.com/the-world-s-most-dire-problems-
according-to-millennials

4. The 10 most critical problems in the world,
according to millennial
1. Climate change / destruction of nature (48.8%)

5. 2. Large scale conflict / wars (38.9%)

6. 3. Inequality (income, discrimination) (30.8%)

7. 4. Poverty (29.2%)

8. 5. Religious conflicts (23.9%)

9. 6. Government Accountability and
Transparency / Corruption (22.7%)

10. 7. Food and Water Security (18.2%)

11. 8. Lack of Education (15.9%)

12. 9. Safety / Security / Well Being
(14.1%)

13. 10. Lack of Economic Opportunity
and Unemployment (12.1%)

14. Strategic planning is one way to help
organizations and communities deals with
their changed circumstances. It intended
to enhance the organization’s ability to
think, act, learn strategically. It helps
organizations clarify and resolve the most
important issues they face.

15. Strategic planning can help build
on their strengths, and take
advantage of major opportunities to
overcome or minimize weaknesses
and serious challenges

16. What is Strategic Planning?
Strategic planning is an organizational management
activity that is used to set priorities, focus energy and
resources, strengthen operations, ensure that employees
and other stakeholders are working toward common goals,
establish agreement around intended outcomes/results,
and assess and adjust the organization's direction in
response to a changing environment. It is a disciplined
effort that produces fundamental decisions and actions that
shape and guide what an organization is, who it serves,
what it does, and why it does it, with a focus on the future.
Effective strategic planning articulates not only where an
organization is going and the actions needed to make
progress, but also how it will know if it is successful.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

17. Strategic Planning as 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.
Olsen and Eadie (1982 p4)

18. Strategic Planning requires
broad-scale yet effective information
gathering, clarification of the mission
to be pursued and issues to be
addressed; development and
exploration of strategic alternatives,
and an emphasis of the future
implications of present decisions.

19. Strategic planning can facilitate
communications and participation,
accommodate divergent interests and
values, foster wise and reasonably
analytical decision making and
promote successful implementation
and accountability.

20. Where You are ?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
Where you want to be?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
How to Get there?
Strategic plan
IT & HR plans
Communications
Hiring & training
Restructuring &
Reengineering
Budget Allocations
Vision, Mission
and Goals
STRATEGIC
ISSUES
Strategy
formulation
Strategy
Implementation
The ABCs of Strategic Planning
Bryson and Alston, 2004

21. Getting A to C is the process of
strategy formulation. To do strategic
planning well, figure out A,B,C and how
they should be connected. This is
accomplish principally by understanding
the issues that A,B,C and their
interconnections must address effectively.
This summary makes it clear that strategic
planning is not a single thing but a set of
concepts, procedures and tools.

22. The importance of strategic
planning stems from its ability to help
organizations and communities
anticipate and respond to change in
wise and effective area.

23. Create Public Value
Meet mandates and fulfill
missions
Produce fundamental decisions and actions
that shape and guide what the organization
is , what it does, and why it does it
Organize
participation
Create ideas for
strategic action
Build a winning
coalition
Implement
strategies
Purposes and Functions of strategic Planning
(Bryson, 2004b, p 25)

24. Create public value through meeting
their mandates and fulfilling their missions.
In order to do so, it must produce
fundamental decisions and actions that
shape and guide what the organization is,
what it does, and why it does so.
Producing those decisions and actions
requires an interconnected set of activities
that organize participation, create ideas for
strategic actions, build a winning coalition
and implement strategies.

25. • Strategic planning is a leadership and
management innovation that is likely to
persist because unlike many either
recent innovation, it accepts and builds
on the nature of political decision
making. Raising and resolving
important issues is the heart of political
decision making and the heart of
strategic planning. That issues are
raised and resolved in ways that benefit
the organization, its key stakeholders
and society.

26. What is a Strategic Plan?
A strategic plan is a document used
to communicate with the organization the
intended goals, the actions needed to
achieve those goals and all of the other
critical elements developed during the
planning exercise.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

27. What is Strategic Management?
Strategic management is the
comprehensive collection of ongoing
activities and processes that
organizations use to systematically
coordinate and align resources
and actions with mission, vision and
strategy throughout an organization.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

28. What is Strategic Management?
Strategic management activities
transform the static plan into a system
that provides strategic performance
feedback to decision making and enables the
plan to evolve and grow as requirements
and other circumstances change. Strategy
Execution is basically synonymous with
Strategy Management and amounts to the
systematic implementation of a strategy.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

29. What Are the Steps in Strategic
Planning & Management?
There are many different frameworks and
methodologies for strategic planning and management.
While there are no absolute rules regarding the right
framework, most follow a similar pattern and have common
attributes. Many frameworks cycle through some variation
on some very basic phases:
1) analysis or assessment, where an understanding of the
current internal and external environments is developed,
2) strategy formulation, where high level strategy is
developed and a basic organization level strategic plan is
documented
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

30. What Are the Steps in Strategic
Planning & Management?
3) strategy execution, where the high level plan
is translated into more operational planning
and action items, and
4)evaluation or sustainment / management
phase, where ongoing refinement and
evaluation of performance, culture,
communications, data reporting, and other
strategic management issues occurs.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

31. B
S
G
V
B S
G
B S
G
S
G
B S B S
G
S
G
S
B S
G
B S
S
V
V
V
S
V V
V
(Bryson, 2004b, p 33)

32. Strategic Planning is NOT
• A substitute for leadership. There
is no substitute for leadership.
Some key decision makers and
process champions must be
committed in strategic planning.

33. • synonymous with creation of an
organization’s strategy. Organizational
strategies have numerous sources both
planned and unplanned. Strategic
planning is likely to result in a statement of
organizational intentions, but what is
realized will be some combinations of what
is intended and what emerges along the
way (McCaskey, 1974; Mintzberg,
Ahlstrand and Lampel, 1998).)
Strategic Planning is NOT

34. • Strategic Planning can help organizations
develop and implement effective
strategies, but organizations should also
remain open to unforeseen opportunities
as well. Too much attention to strategic
planning and reverence for strategic plans
can blind the organization to unplanned
and unexpected- yet incredibly useful -
sources of information, insights and
actions.

35. What Are the Attributes of a Good
Planning Framework?
• The Association for Strategic Planning (ASP),
a U.S.-based, non-profit professional association
dedicated to advancing thought and practice in
strategy development and deployment, has
developed a Lead-Think-Plan-Act rubric and
accompanying Body of Knowledge to capture and
disseminate best practice in the field of strategic
planning and management. ASP has also
developed criteria for assessing strategic planning
and management frameworks against the Body of
Knowledge.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics

36. • There are numerous strategic planning and
management frameworks that meet these
criteria, such as the Balanced Scorecard
Institute's Nine Steps to Success. For more
information about the criteria, please visit
the ASP website.
• For more information about strategic planning
and management in general or for about how
Balanced Scorecard Institute can help you, please
consider our certification or consulting services,
or contact us directly.
http://www.balancedscorecard.org/BSC-Basics/Strategic-Planning-Basics