The document outlines a 6-step process to create a strategic plan in 1 day:
1. Develop mission, vision, and values statements. The vision describes success in 5 years while values focus on service, quality, and people.
2. Assess strengths, weaknesses, opportunities, and threats through a SWOT analysis. Linkages between these should be considered.
3. Agree on prioritized goals that contribute most to the mission and are financially viable. Goals should be measurable and time-phased.
4. Write an action plan with steps to achieve each goal and assign responsibilities and timelines. Consider building strengths and opportunities.
5. Implement the plan by identifying needed skills, systems, culture changes
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization’s strategic plan. In fact, strategic thinking, assessing and modeling are becoming requirements for an organization to survive the turbulent healthcare climate.
Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization’s strategic plan. In fact, strategic thinking, assessing and modeling are becoming requirements for an organization to survive the turbulent healthcare climate.
Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Plan and (HYPOTHETICALLY) evaluate a public health intervention ut.docxajoy21
Plan and (HYPOTHETICALLY) evaluate a public health intervention utilizing the MAP-IT Tool.
Based upon the key findings, gaps, and recommendations obtained from the family assessment and the community assessment perform an evaluation of an actual or hypothetical public health intervention. The intervention
MUST address one of the Healthy People Topics & Objectives
No two public health interventions are exactly alike. But most interventions share a similar path to success: Mobilize, Assess, Plan, Implement, Track.
Otherwise known as MAP-IT, this framework can be used to plan and evaluate public health interventions to achieve Healthy People 2020 objectives. Whether you are a seasoned public health professional or new to the field, the MAP-IT framework will help you create your own path to a healthy community and a healthier Nation.
MOBLIZE -
Questions To Ask and Answer: What is the vision and mission of the coalition? Why do I want to bring people together?
Who should be represented?
Who are the potential partners (organizations and businesses) in my
community? Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like
to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities. Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
1. Key individuals and organizations are identified to address the community need
2. Appropriate community coalitions already in place are asked to join the MAP-IT project 3. Vision for the community defined and stated
ASSESS -
Questions To Ask and Answer:
Who is affected and how?
What resources do we have?
What resources do we need?
Assess both needs and assets (resources) in your community.
This will help you get a sense of what you can do, versus what you would like to do. Work together as a coalition to set priorities.
What do community members and key stakeholders see as the most important issues? Consider feasibility, effectiveness, and measurability as you determine your priorities.
Start collecting State and local data to paint a realistic picture of community needs.
The data you collect during the assessment phase will serve as baseline data. Baseline data provide information you gather before you start a program or intervention. They allow you to track your progress.
CRITICAL ELEMENTS -
4. Community assessment includes all required demographic data 5. Assessment includes all required morbidity and mortality data
6. Three behavioral risk factors that are modifiable are identified the com.
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
1. 6 STEPS TO CREATING A STRATEGIC PLAN IN 1
DAY
This is a guide for producing a basic Strategic Plan in a day that will not just satisfy your CEO or Board but also
provide a very useful action plan that helps to focus your daily efforts on what really matters, ensuring your
tasks are aligned with your overall goals.
By the time you have completed these steps you will have the following list of deliverables:
1. Assessment of your current position
2. Mission & Vision Statements
3. Values Statement
4. SWOT (Strengths, Weakness, Opportunities & Threats) Analysis
5. Goals (long & short term)
6. Action Plan
7. Identification of resources required to achieve goals
STEP 1 – MISSION, VISION & VALUES
One of the most commonly misunderstood aspects of strategic planning is the difference between the Mission
& Vision Statements. It is best explained by thinking of them as:
Mission = answers “why does the organization exist?
Vision = answers “what will success look like when the Mission has been achieved?
VISION STATEMENT
Why have one? The vision is a guiding image of what success will look like once it has been achieved. The
pursuit of this shared image of success is intended to motivate people to work together to a common goal.
Vision Statements should be inspirational. For example Martin Luther King’s “I have a dream” speech included
his vision which still motivates and inspires millions of people around the world.
There are 2 components to the Vision Statement:
1. External Component = focuses on how the world will be improved if the organization achieves its
mission. It focuses on the client to be served. For example “all people in our city will have access to
quality health care, regardless of ability to pay”.
2. Internal Component = focuses on what the organization will look like when it is operating
effectively to support the achievement of the external vision. It includes the scope and scale of
programs and services, funding, partnerships, technology, staff, etc. For example “we will have a
gallery that has all the great contemporary artworks of the twentieth century on display”.
2. Developing the Vision Statement
Pretend it is 5 years from now and your organization has just had an article written about it in a major
publication after having achieved all of its objectives. Answer the following questions:
What would the headline say?
What quotes would be featured from Management?
What would be the key points in the story?
Note the key points and phrases and use them to compile the vision.
Other questions that may assist in compiling the vision include:
How would our clients businesses improve if we are successful in achieving our mission?
What are the most important services that we should continue to provide?
What changes do we need to implement (eg. Fund raising, Staffing, Facilities, Technology, Systems) to
better achieve our objectives?
What makes us unique? Or what is our distinctive capability?
What do our clients need most from us?
Examples of Vision Statements:
All people in our state will have access to quality health care, regardless of ability to pay.
The Julia Morgan Center for the Arts seeks to change people’s lives by making art a common
experience of everyday life and learning.
The Wisconsin Leadership Institute will be a primary resource for encouraging, supporting and
connecting aspiring leaders so they grow in capacity to lead and serve.
MISSION STATEMENT
A Mission Statement includes 2 elements:
Purpose
One sentence for the ultimate result an organization is trying to achieve – Why do we exist?
Focuses on the end result.
It includes both an affirmative verb that indicates a change in status (eg. Increase, prevent) and an
identification of the problem to be addressed (eg. access to health care, infant mortality rates in our city).
Business
One sentence about what the organization does - the primary methods the organization uses to
achieve it’s purpose.
A means to an End.
Often includes a description of for whom the services will be provided.
3. The word “by” is usually used to link the Business component to the Purpose.
Example of Mission Statement:
Native Child’s goal is to affirm the Indian child’s culture and identity in a positive way through a
curriculum that builds self-confidence and a sense of belonging.
VALUES
Identifying values helps to align the heart with the head by tapping into people’s emotions. Values usually
focus on:
Service
Quality
People &
Work norms
Once completed it is useful to ask yourselves 2 questions:
What gaps exist between an organisation’s current values and those core values that they wish to
personify?
Are the projects, products, customers and employees of the organization consistent with the
organizational agreed values?
Your organizational values will determine your strategies and your operational principles. If, for example, you
have an organizational value that emphasises doing things with rather than for people, then you are likely to
involve beneficiaries of your services, or potential beneficiaries, closely in your planning process.
Some examples of values that you may consider include: quality, quantity, structured, dynamic, innovative,
expert, enthusiastic, aware, focused, aggressive, responsive, largest, superior, etc.
If you are struggling to compile your listing then answering the following questions may assist:
What level of risk is acceptable?
Do you want to grow & expand?
Do you want to be independent or affiliated with strong partnerships?
What are the types of people you wish to have as staff?
Do you focus on quality or quantity?
What are your social, legal & moral ethical standards?
Examples of Values:
Independence (we are independent of religious or political affiliation, and we encourage participation
from all members of the community irrespective of personal characteristics).
Sharing (we believe we all benefit from sharing different approaches to solving common problems)
4. STEP 2 – ASSESS YOUR CURRENT SITUATION
This step in it’s most simple form includes a listing of the core strengths, weaknesses, opportunities & threats
(SWOT) associated with an organization.
Strengths and weaknesses are internal to an organization and relate to matters concerning resources,
programs and the organization itself. These include:
Sales & marketing, distribution, promotion & support
Management systems
Operational efficiency & capacity
Products & Services provided, their quality & pricing
Finances
Research & Development
Costs
Governance
Note: in a startup company the strengths and weaknesses are related mainly to the experience and skills of the
senior staff.
Threats and opportunities are external to the organization. These include:
Political
Economic
Social
Technological
Demographic
Legal
Once you have compiled your SWOT listing, then you should consider what linkages exist between strengths,
weaknesses, opportunities & threats. For example an opportunity can only be exploited if the organization has
a corresponding strength.
Note that the importance of this exercise is not in identifying the listing, but in the details of how each item is
dealt with:
Strengths should be used to advantage
Opportunities should be exploited via an action plan
Weaknesses should be resolved or mitigated
Threats should be managed
STEP 3 – AGREE ON PRIORITISED GOALS
Now that you have determined your Mission, it is time to agree on the key goals that you need to focus on to
achieve the Mission. It is critical in this step that you prioritise effectively. It is better to over achieve on a small
5. number of goals than to under achieve or fail because your spread your time and resources across too many
goals.
Goals should be prioritized according to a combination of how much they contribute to the achievement of the
Mission and also on their profitability, viability and degree of resources required.
If a goal has a major impact on achieving the Mission & is financially viable without using too many resources
then you should be investing more time and resources into it.
Goals set should be to address the causes of any problems identified. For example, if the objective is to reduce
crime rates and unemployment is viewed as the major cause, then the goal could be altered to be:
“unemployment rates will decline by at least 50% within 5 years”.
Once you have created a list of goals then each one can be assessed by asking:
Who is the target audience?
How does the target audience benefit?
What other organizations have the same goal? Why are we different to them?
Is there potential for collaboration on this goal with other organizations?
Does it fit with the overall Mission Statement?
What would happen if we did not pursue this goal?
What resources are required?
All goals identified should be:
Precise
Measurable
Time phased
For example “rates for all crimes in our community decline by at least 50% within 5 years”.
The final list of goals should be assembled in a way that looks something similar to the following table:
# Proposed
Goal
Assumptions, facts,
and values that
support this proposed
goal
What possible
obstacles do we
face in implementing
this goal?
How to respond to
possible obstacles:
strategies for overcoming
obstacles and short-term
priorities
What triggers
might encourage
us to re-evaluate
this goal?
1
2
STEP 4 – WRITE THE ACTION PLAN
Actions are the steps required to achieve the goals identified in Step 3. Each action should:
Be directly related to an objective
Have individual responsibility listed
Have a clear timeline by when they are to be performed
Have any dependencies identified. These could include resources, new skills, cultural change, new
systems or processes.
6. If you are struggling to think of actions that will help you to achieve your goals, then try thinking of what you
could do to:
Build on strengths
Resolve weaknesses
Exploit opportunities
Avoid or mitigate threats
Resolve issues
Bridge any gap between current and required values
STEP 5 – IMPLEMENT THE PLAN
It is a common mistake of organizations to focus on the systems, process and major projects associated with a
strategic plan and neglect the staff that are integral to the achievement of the Mission. Therefore it is vitally
important to get staff feeling some ownership and accountability for the goals specified in the Plan.
In order to compile a list of the actions that are required to ensure successful implementation you need to list
the major changes that may need to happen as a result of the decisions reached in the strategic planning
process. This includes:
1. Future staff skills needed that do not already exist
2. Systems
3. Processes
4. Organizational culture
STEP 6 – EVALUATE & MONITOR THE PLAN
Any Strategic Plan should be referred to on a daily basis as a guide to daily decision making. It is possible that
circumstances could change that necessitates a change to the Plan. These changes should be made as soon
as possible rather than waiting for the next annual review of the Plan.
CONCLUSION
Strategic Planning if done properly is a very effective tool in ensuring alignment between your daily actions and
the overall objectives of your organization. It should be constantly referred to and not simply subjected to an
annual offsite review.
Some of the key items to consider when creating your plan include:
Focus on the important issues
Be willing to question the status quo
7. If you do use a facilitator then use someone external to the organization who is not going to be biased
by hierarchy
Create an ongoing action plan that can be used as a guide to ensuring your daily actions are aligned
with your long term vision
Keep reviewing and amending your plan as required
Do not underestimate the importance of a proper implementation, taking into account any potential
sources of resistance to change
Author: Sean Chamberlin
http://www.linkedin.com/in/seanchamberlin