Advanced strategic planning

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  • Nine out of every Ten Organizations fail to Implement Their Strategic Plans.
  • However, this is just a plan, it does not guarantee that the desired performance will be reached any more than having a roadmap guarantees the traveler will arrive at the desired destinationHowever, the more complete and purposeful the implementation, the more successful the organization will be in the marketplace.
  • It is believed that implementation is as important, or even more important, than strategy.The fact is that both are critical to success.
  • Advanced strategic planning

    1. 1. HARVESTHOUSE INTERNATIONAL BIBLE COLLEGE Topic: ADVANCED STRATEGIC PLANNING By Lecturer : John IBEBUNJO 1
    2. 2. Learning Objectives Part I: Laying the Foundation for Your Strategic Plan Part II: Looking Backward to Move Forward Part III: Sizing Up Your Current Situation Part IV: Moving Your Organization into the Future Part V: Creating and Making the Most of Your Plan Part VI: The Execution of your Plans 2
    3. 3. Putting Your Strategic Plan To Work With Implementation Implementing your strategic plan is as important, or even more important, than your strategy. 3
    4. 4. Putting Your Strategic Plan To Work With Implementation It is the critical actions that move a strategic plan from a document that sits on the shelf to actions that drive Church Growth. 4
    5. 5. Putting Your Strategic Plan To Work With Implementation The sad reality is that the majority of churches who have strategic plans fail to implement. ……Don’t be part of the majority! 5
    6. 6. According to Fortune Cover story in 1999….the reasons why Strategic Plan Implementation fail is:  60% of organizations do not link strategy to appropriate budgeting  75% of organizations do not link workforce incentives to strategy  86% of Leaders and Administrators spend less than one hour per month discussing strategy 6  95% of any typical workforce does not understand their organization’s strategy
    7. 7. Church Strategic Planning  The process of envisioning a Church’s future and developing the necessary procedures and operations to achieve that future.
    8. 8. Strategic Plan :vs: Implementation A Strategic Plan provides an Organization with the;  Roadmap it needs to Pursue a specific strategic direction and set of performance goals.  Roadmap it needs to Deliver customer value, and be successful. 8
    9. 9. Strategic Plan :vs: Implementation Implementation is;  The process that turns strategies and plans into actions in order to accomplish strategic objectives and goals. Strategic plan addresses  The what and why of activities, Implementation addresses  The who, where, when, and how of Activities. 9
    10. 10. Getting Ready for Implementation….Eccl 10:15 • (AMP) The labor of fools wearies every one of them, because [he is so ignorant of the ordinary matters that] he does not even know how to get to town. • (CEV) Fools wear themselves out-- they don't know enough to find their way home. • (CJB) The efforts of a fool wear him out; he doesn't even know the way to town! 10
    11. 11. Five key Elements of IMPLEMENTATION: People – Make sure you surround yourself with the right people on board with the right competencies and skills to support your plan. Resources – You’ll need sufficient funds and enough time to support implementation. This includes; •Realistic time commitment from your workforce. •Clear identification of associated expenses. •Be prepared as well that workforce will need enough time to implement what may be additional activities that they aren’t currently performing. 11
    12. 12. Five key Elements of IMPLEMENTATION: Structure – Be sure to set your structure of management, appropriate lines of authority, and clear lines of communication with your workforce. A plan administrator and regular strategy meetings are two of the easiest ways to put a structure in place. Systems – Both management and technology systems help track the progress of the plan and make it faster to adapt to changes. Be sure to include milestones with achievements and specified time frames as part of you plan. 12
    13. 13. Five key Elements of IMPLEMENTATION: Culture – Create an environment that connects your workforce to the organization’s mission and that makes them feel comfortable. You can reinforce the importance of focusing on strategy and vision by rewarding success. There should be some creative positive and negative consequences for achieving or not achieving the strategy so people make it a priority. 13
    14. 14. Avoiding the Implementation pitfalls: Here are the most common reasons strategic plans fail: Lack of ownership: The most common reason a plan fails is lack of ownership. If people don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a frustrated few. Lack of communication: The plan doesn’t get communicated to the workforce, and they don’t understand how they contribute to it’s success. 14
    15. 15. Avoiding the Implementation pitfalls: Getting consumed in the day-to-day: Leaders and managers, consumed by daily operating problems, lose sight of long-term goals. Out of the ordinary: The plan is treated as something separate and removed from the management process. An overwhelming plan: The goals and actions generated in the strategic planning session are too numerous because the team failed to make tough choices to eliminate noncritical actions. Employees don’t know where to begin. 15
    16. 16. Avoiding the Implementation pitfalls: A meaningless plan: The vision, mission, and value statements are viewed as fluff and not supported by actions or don’t have workforce buy-in. Annual strategy: Strategy is only discussed at yearly weekend retreats. _ Not considering implementation: Implementation isn’t discussed in the strategic planning process. The planning document is seen as an end in itself. No progress report: There’s no method to track progress, and the plan only measures what’s easy, not what’s important. No one feels any forward momentum. 16
    17. 17. Avoiding the Implementation pitfalls: No accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source, and initiative must have an owner. Lack of empowerment: Although accountability may provide strong motivation for improving performance, workforce must also have the authority, responsibility, and tools necessary to impact relevant measures. Otherwise, they may resist involvement and ownership. It’s easier to avoid pitfalls when they’re clearly identified. Now that you know what they are, you’re more likely to jump right over 17them!
    18. 18. Acid Test for Successful Implementation:  How committed are you to implementing the plan to move your church forward?  How do you plan to communicate the plan throughout the church?  Are there sufficient people who have a buy-in to drive the plan forward?  How are you going to motivate your people? 18
    19. 19. Acid Test for Successful Implementation:  Have you identified internal processes that are key to driving the plan forward?  Are you going to commit money, resources, and time to support the plan?  What are the roadblocks to implementing and supporting the plan?  How will you take available resources and achieve maximum results with them? 19
    20. 20. STRATEGY EXECUTION
    21. 21. EXECUTION   Execution is a discipline and integral part to strategy. No worthwhile strategy can be planned without taking into account the organization’s ability to execute and implement it.
    22. 22. Execution is the major job of the Departmental/ Functional Heads   Execution requires a comprehensive understanding of the business, people, environment and philosophy of that organization. The leader of that functional group is the only person in a position to achieve that understanding. Only the leader can make execution happen, through his/her deep personal involvement in the substance and even the details of execution and his ability to gain a buy-in from the people.
    23. 23. Execution Must be a core element of an Organization’s culture  Execution has to be embedded in the reward systems and in the norms of behaviour that everyone practices in an organization.
    24. 24. Three Building Blocks of Execution    Building Block One: The Leader’s Seven Essential Behaviors Building Block Two: Creating an Execution Culture. Building Block Three: The Job No leader should delegate – Having the right people in the right place.
    25. 25. The Leader’s First Essential Behaviors 1. Know Yourself; – – – Without emotional fortitude you cant be honest with yourself, you cant deal with the realities of your people and your organization if you cant give a forthright assessment of yourself Know your strength, weaknesses & special endowments Have Emotional Intelligence   “Emotion”: “a natural instinctive state of mind deriving from one’s circumstances, mood, or relationships with others….intuitive instinctive as distinguished from reasoning or knowledge”. “Intelligence”: “the ability to acquire and apply knowledge and skills”
    26. 26. The Leader’s Second Essential Behaviors 2. Know Your People and Know your Organization; – Leaders have to know their business and know their people. The leaders of churches and ministry are usually in touch with the day to day realities of church and the happenings in the lives of their members.
    27. 27. The Leader’s Third Essential Behaviors 3. Insist on Realism; – Realism is the heart of execution, but many churches and ministries are full of people who are trying to avoid or shade reality- they are either “forming” or “hiding stuff.” – Start by being realistic yourself. Then make sure realism is the goal of all dialogues in the ministry.
    28. 28. The Leader’s Fourth Essential Behaviors 4. Set Clear goals and Priorities; – Leaders who execute focus on a very few clear priorities that everyone can grasp (this one thing I do) – Focusing on three or four priorities will produce the best results for the resources at hand..
    29. 29. The Leader’s Fifth Essential Behaviors 5. Follow Through; – Clear, simple goals don’t mean much if nobody takes them seriously – The failure to follow through is widespread in churches and ministries, and is a major cause of poor execution.
    30. 30. The Leader’s Sixth Essential Behaviors 6. Reward the Doers; – If you want people to produce specific results, you reward them accordingly. – The fact seem so obvious, yet many corporation do such a poor job linking rewards to performance that there’s little correlation at all.
    31. 31. The Leader’s Seventh Essential Behaviors 7. Expand people’s capabilities via Coaching; – As a leader, you’ve acquired a lot of knowledge and experience-even wisdom – along the way. Your job is passing it on the next generation of leaders. – This is how you expand the capabilities of everyone else in your organization, collectively and individually.
    32. 32. Leadership, Strategy and Deployment in the Church Pastor John Ibebunjo Harvesthouse Int’l Church “Lecturer on Strategy”
    33. 33. Leadership  The ability to positively influence people and systems to have a meaningful impact and achieve results
    34. 34. Church Strategic Planning  The process of envisioning a Church’s future and developing the necessary procedures and operations to achieve that future.
    35. 35. Core Leadership Skills      Vision Empowerment Intuition Self-understanding Value congruence Strategist on Leadership and Management Issues
    36. 36. Strategic Leadership Value Triangle Value Decision making / Action Knowledge Information Data Base Volume
    37. 37. Leading Practices - Leadership      37 Create a member-focused strategic vision and clear quality values Create and sustain leadership system and environment for empowerment, innovation, and organizational learning Set high expectations and demonstrate personal commitment and involvement in quality Integrate quality values into daily leadership and management and communicate extensively Integrate public responsibilities and community support into church practices
    38. 38. Strategic Leadership Competencies         Setting or sharing a vision Managing a change Focusing on the customer Dealing with individuals Supporting teams and groups Sharing information Solving problems, making decisions Managing Church processes          Managing projects Displaying Ministerial skills Managing time and resources Taking responsibility Taking initiative beyond job requirements Handling emotions Displaying Ministerial ethics Showing compassion Making credible presentations
    39. 39. Strategic Leadership and Public Responsibilities     Ethics Health, safety, and environment Community support Problem solving
    40. 40. Strategic Planning “A strategy is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.” James Quinn 40 Formal strategy includes:  Goals to be achieved  Policies to guide or limit action  Action sequences, or programs, that accomplish the goals
    41. 41. Tasks Accomplished by Strategic Planning     41 Understand important membership and operational requirements Optimize use of resources and ensure bridging between short-term and longer-term requirements Ensure that quality initiatives are understood at all levels of the church Ensure that workforce organizations and structures will facilitate accomplishment of strategic plan
    42. 42. Leading Practices of Strategic Planning     42 Active participation of top management, workforce, members, visitors Systematic planning systems for strategy development and deployment, including measurement, feedback, and review Use of a variety of external and internal data Align short-term action plans with longterm strategic objectives, communicate them, and track progress
    43. 43. Strategic Planning Process Reason for existence Mission Future intent Vision Environmental assessment Strategies Strategic Objectives Action Plans 43 Attitudes and policies Guiding Principles Capabilities and risks Broad statements of direction Things to change or improve Implementation
    44. 44. Policy Deployment (Hoshin Kanri)     44 Top management vision leading to longterm objectives Deployment through annual objectives and action plans Negotiation for short-term objectives and resources (catchball) Periodic reviews
    45. 45. Hoshin Kanri Steps     Establish organizational vision Develop 3-5 year strategic plan Develop annual objectives Deploy/roll down to departments – – – Departments develop plans and means Focus deployment – not everyone needs to be involved in everything Iterative (catchball) nature may take time
    46. 46. Hoshin Kanri Steps (2)    Implementation of plans Review progress regularly Annual review – – – Drop or continue incomplete policies Check results What caused us to miss targets

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