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Strategic Planning Pt 2 - Mission


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Based in part on John M Bryson's Strategic Planning (2011) Jossey-Bass. A continuation from the week 1 presentation.

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Strategic Planning Pt 2 - Mission

  1. 1. LDR 660 – Strategic Planning Winter II – Wallace – Week 2
  2. 2. Quick Update • We’re completely on line the next two weeks working through Bryson and some additional readings. • If you need help, don’t understand, or find instructions confusing, email or call me and we’ll fix
  3. 3. Assignments – Week 2• Watch the presentations.• Read Chapters 4-6 in Bryson and Resource B.• Doc Sharing Week 2 Articles: Applicable Reading.• Discussion Threads
  4. 4. Mandates?• Most employees don’t know what’s mandated by whom or why.• You can’t accomplish what you don’t know.• Confusion causes inaction or wasted resources and frustration. Bryson, 2011
  5. 5. Mandates• Identification (formal and informal)• Interpretation of requirements• Clarification of what’s not allowed (could lead to goals).• Clarify what’s not ruled out. Bryson, 2011
  6. 6. Mission, Vision, Values All organizations are led by a guiding vision (Bennis, 2003) Mission: Reason for existence; Purpose. Vision: Where are we going? Values: How will we behave in achieving the vision & mission?
  7. 7. Mission Clarity?The American Red Cross, a humanitarianorganization led by volunteers and guided byits Congressional Charter and the FundamentalPrinciples of the International Red CrossMovement, will provide relief to victims ofdisaster and help people prevent, preparefor, and respond to emergencies (2010).The American Red Cross prevents andalleviates human suffering in the face ofemergencies by mobilizing the power ofvolunteers and the generosity of donors (2012).
  8. 8. Lost Organizations - Ethics A lack of vision for whatthey were there toaccomplish, a lack ofvalues anchoring theirwork. And from that, a lackof understanding of how toincorporate the results-focus of vision and valuesinto the heart of everythingthey do. Because visionand values are all about endresults (Gottlieb, 2007).
  9. 9. One Key To Success• “The key to success for public and nonprofit organizations (and for communities) is the satisfaction of key stakeholders.” Bryson, 2011• Doesn’t that apply to for-profits as well?
  10. 10. The Department of “Why?” • Start with purpose • Construction of a “purpose network” or “purpose expansion” • Choose the purpose that fits your new sense of purpose • Let that purpose be your guide • Always keep asking yourself, “What is our real purpose here?” • Change your purpose when it’s appropriate, but not whimsically. Bryson, 2011
  11. 11. You Get What You Measure • Purpose exploration shows the connections between: – Actions and outcomes – Means and ends – Influences and results Bryson, 2011
  12. 12. Deming – Org Diseases• Lack of constancy of purpose• Emphasis on short-term profits• Evaluation by performance, merit rating, or annual review of performance• Mobility of management• Running a company on visible figures alone• Excessive medical costs• Excessive costs of warranty, fueled by lawyers
  13. 13. Deming - PDCA Graphic Source: Wikimedia
  14. 14. Deming - Obstacles• Neglecting long-range planning• Technology dependency• Examples over solutions• Making Excuses• Believing management skills can be taught in classes• Reliance on quality control rather than employees• Blaming workforces (15%) for mistakes when Org Design & management (85%) causes unintended consequences• Inspection over product quality
  15. 15. Purpose Mapping Bryson, 2011
  16. 16. Higher Purpose Levels• Act as visions, missions, or goals guiding lower-level actions• Guide knowledge exploration activities• Show where changes be needed• Serve as the basis for strategy formulation• Expand the search for options from which strategies and actions might be selected• Keep people from “jumping to solutions” and fighting over the wrong things Bryson, 2011
  17. 17. Lower Purpose Levels• Serve as the basis for strategic programming• Guide knowledge exploitation activities in fairly stable technological and stakeholder environments• Provide the focus for process management and improvement activities (TQM, ISO 9000, Six Sigma, Lean Six Sigma, etc.)• Show where tight-coupling makes sense – around key processes• Show where most people’s attention should be focused most of the time Bryson, 2011
  18. 18. Coupled Systems - Weick
  19. 19. Organizational Design?• Consider the organizational change you’ve been through at current or previous employers, at Siena Heights, and even in organizations you volunteer at.• What was the experience like and did it work?
  20. 20. Mission = Purpose • Who are we? • What need are we meeting? • How do we know what the needs are? • What do we respond to stakeholders? • What is our philosophy, values and purpose? • How are we unique? Bryson, 2011
  21. 21. References• Barbara C. Crosby and John M. Bryson, Leadership for the Common Good, 2nd Edition (San Francisco: Jossey-Bass, 2005)• John M. Bryson, Strategic Planning for Public and Nonprofit Organizations, 3rd Edition (San Francisco: Jossey-Bass, 2004)• John M. Bryson, “What To Do When Stakeholders Matter,” Public Management Review, 6(1), 2004, pp. 21-53.• John M. Bryson and Farnum K. Alston, Creating and Implementing Your Strategic Plan, 2nd Edition (San Francisco: Jossey-Bass, 2004)• Colin Eden and Fran Ackermann, Making Strategy (Thousand Oaks, CA: Sage, 1998)• Gerald Nadler and Shozo Hibino, Breakthrough Thinking, 1998.• Paul C. Nutt and Robert W. Backoff, Strategic Management for Public and Third Sector Organizations (San Francisco: Jossey- Bass, 1992)