Slides for BUS 605: Strategic management Capstone Course

1. Strategic Management Capstone
Introduction
Dr. Andrew Sears
President, City Vision University
www.cityvision.edu
andrew@cityvision.edu

2. Strategic Planning Framework

3. Strategic Plan Process & Course/Book Outline
Week 1
Week 2
Week 3
Week 4
Week 4
Week 6
Week 7
Week 8

4. Course Resources
 Required Book
◦ Allison, M., & Kaye, J. (2015). Strategic Planning for Nonprofit Organizations:
A Practical Guide for Dynamic Times (3 edition). Hoboken: Wiley. ISBN:
1118768140
 Strategic Management Worksheet
 Strategic Plan Template (for final Project)
 Video Playlist
 Course Slides

5. Course Outcomes
1. Conduct stakeholder analysis and collect and analyze feedback
from stakeholders to inform strategic planning.
2. Analyze all the functional domains of an organization and
synthesize into priorities in a strategic plan including: Accounting,
Organizational/Human Resources/Board Development, Cross-
cultural Management, Social Entrepreneurship,
Marketing/Fundraising and Christian values integration.
3. Create a strategic plan for a nonprofit, for-profit, or ministry
organization.

6. What is a Capstone and What is Synthesis
 Capstone combines all parts of your degree into a finished product
◦ Similar to a Master’s Thesis but more practical
 Synthesis involves combining things to create something new after
analysis
◦ Your ability to synthesis all your previous work in this course will be the
primary assessment of whether you can meet the requirements expected of
Master’s students to graduate.
◦ The first part of this course will be analysis, but the most important part is the
synthesis at the end
◦ Most master’s students find it extremely difficult to do effective synthesis
because they were never required to do it for any of their undergraduate
courses

7. Competing Values Leadership
Startup &
Innovation
Values
TP
Ministry &
Relational
Values
FP
Business & Funding
Values
TJ
Operations &
Governance Values
SJ
P
J

8. How a Balanced Degree Program Creates Balanced Managers
Staff with
Ministry
Mindset
Staff with
Business
Mindset
Staff
Operations
Personality
Staff with
Entrepreneuri
al
Personality
Principles
1. The organization must be balanced
2. Not everyone needs this balance,
but the more senior they become
and the more general
management they do, the more
balance they need.

9. Competing Values & Degree Competencies
Innovation Competencies
• Social Entrepreneurship
• Small Business Management
Ministry & Relational Competencies
• Cross-Cultural Management & Ministry
• Christian Community Development
• Urban Youth Ministry
• Vocation, Calling & Purpose of Work
• Nonprofit Human Resources
• Organizational Behavior
• Technology, Life Balance & Addiction
Business & Funding Competencies
• Marketing
• Grant Writing
• Nonprofit Fundraising
• Nonprofit Managerial Accounting
• Management & Leadership
Operations & Governance Competencies
• Nonprofit Startup, Law & Board Development
• Nonprofit Financial Accounting
• Project Management
Introduction
& Capstone
Courses

10. MBA Degree Program Outcomes
1. Finance. Analyze the complexities of financial and administrative systems
and apply that to make effective business decisions.
2. Innovation. Develop strategies and plans to effectively use technology and
innovation to achieve organizational goals.
3. Relational. Develop and implement human capital, talent management and
general human resource plans sensitive to the dynamics of corporate human
behavior in different cultural contexts.
4. Values. To develop plans to achieve their own personal vocation and calling
as well as bringing social change to the world in line with Christian values.
5. Strategy. To develop a synthesis to integrate a wide range of business skills
into a plan for starting or growing an organization.*
6. Specialization. Demonstrate professional competencies in a specialty area
appropriate for managerial roles in private industry, public sector institutions,
and not-for-profit agencies.

11. Forum and Final Project Overview

12. Strategic Management Capstone
Competing Values Leadership & OCAI
Dr. Andrew Sears
President, City Vision University
www.cityvision.edu
andrew@cityvision.edu

13. What is Synthesis & the Role of Competing Values Framework
 Capstone combines all parts of your degree into a finished product
◦ Similar to a Master’s Thesis but more practical
 Synthesis involves combining things to create something new after analysis
◦ Your ability to synthesis all your previous work in this course will be the primary assessment
of whether you can meet the requirements expected of Master’s students to graduate.
◦ The first part of this course will be analysis, but the most important part is the synthesis at
the end
◦ Most master’s students find it extremely difficult to do effective synthesis because they were
never required to do it for any of their undergraduate courses
 After analysis stage, you could have 50-100 priorities. Which are most
important?
 OCAI and Competing values provides a framework to evaluate relative
importance of priorities

14. Competing Values Leadership
Startup &
Innovation
Values
TP
Ministry &
Relational
Values
FP
Business & Funding
Values
TJ
Operations &
Governance Values
SJ
P
J

15. Example OCAI Profile

16. Common Entrepreneurial Organizational Life Cycle
Early Stage Startup Mid-Stage Startup
Later-Stage Organization Re-invented Organization

17. Map for Unbalanced Ministries, Churches & Nonprofits
and Human Resource Function

18. Map for Unbalanced Businesses
and Sales and Marketing Function

19. Our Clients
Urban Ministry
Values
Resources
Business Values
Balanced
Bridge Builders
Seeking Competing Values Balance to Maximize Effectiveness
Unbalance Flexibility Creates Too
Much Risk in Many Domains
Unbalance Stability Control
Creates Risk of Cross-
Cultural Ineffectiveness

20. Clients
Resources
Student Services & Admissions Staff
Stakeholder Map for City Vision
President, COO
Academic Leadership
Financial ManagerBoard
Staff At Organizations Serving the Poor
& Other Nonprofits
Program Participants at
Orgs Serving the Poor
US Department of Education
Accreditor (DEAC) MDHE
Individual Donors
Christian Foundations
Faculty
Consultants
Employers/Jobs

21. Map of Early Stage Startup
and Product or Program Development Function

22. Map for Government, Bureaucracies & Late Stage
Organizations and Operations & Production Function

23. Risk Factors From Imbalance & Groupthink
Unbalanced Ministry/Clan Values
Lack of Funding
Burnout from Lack of Resources
Fraud or financial mismanagement
Sexual abuse or misconduct
Lawsuits & Government Investigations
Slow Death from Cultural Irrelevance & Decline
Burnout from Drivenness
Mission Drift
Secularization

24. Mapping Goals to Competing Values Framework
Innovation Competencies
• Social Entrepreneurship
• Small Business Management
Ministry & Relational Competencies
• Cross-Cultural Management & Ministry
• Christian Community Development
• Urban Youth Ministry
• Vocation, Calling & Purpose of Work
• Nonprofit Human Resources
• Organizational Behavior
• Technology, Life Balance & Addiction
Business & Funding Competencies
• Marketing
• Grant Writing
• Nonprofit Fundraising
• Nonprofit Managerial Accounting
• Management & Leadership
Operations & Governance Competencies
• Nonprofit Startup, Law & Board Development
• Nonprofit Financial Accounting
• Project Management
Introduction
& Capstone
Courses

25. City Vision’s Competing Values Profile:
Priority is to Grow in Funding & Operations Capacity
Startup
Values
Ministry
Values
Business
Values
Governance
Values

26. Collaborate: Faculty & Staff Capacity (10%)
• Improve capacity of staff to serve students (details listed elsewhere)
• Improve capacity of faculty to serve students (Josh, Andrew)
• Recruit additional faculty for English Composition, Fundraising,
Accounting and MBA program prioritizing faculty from strategic
partners
• Recruit candidates who could become the Ministry and
Management department chair in future year
Create: New Programs (20%)
• Develop Master’s in Organizational Development
• Expand MOOC/Alternative Education to degree pathways to 20
students (Thirdmill, Saylor, Vision, TUMI, Wheeler, etc.)
• Develop at least 3 MOOCs (Andrew)
Control: Operations & Governance Goals (30%)
Continuous Innovation of Courses & Programs
• Improve our matriculation & graduation rates each to 60% and improve practicum
rate to 10%
Continuous Innovation of Administrative Systems
• Complete system integration project for online systems
• Improve faculty grading in Populi
• Complete board development project
Compete: Funding Goals (40%)
Grow earned income revenue by 25%
Fundraising: Secure $100k in grants
City Vision 2020 Strategic Plan Goals & Milestones

27. Competing Values Forum and Assignment
Overview