This version of the slides replaces the photos used during the presentation with text. Hope this is more useful - although not as visually compelling - than the presentation slides.
- The document discusses strategic planning for libraries, outlining the key steps and benefits of strategic planning. It covers analyzing the current situation, envisioning the future goals and direction, and developing action plans.
- Effective strategic plans help libraries adapt to changes, improve decision making, and clearly communicate their purpose and role in the community. However, plans can fail if the vision is ineffective, implementation is poor, leadership is lacking, or communication is weak.
- Developing a strategic plan requires input from library staff, leaders, users, and community partners. Plans must be regularly monitored and updated to ensure the library continues meeting its goals.
PUBLIC RELATIONS - LIBRARY PLANS & PROGRAMSrocellamagday1
The document discusses various plans and programs for public relations in libraries. It begins by outlining key elements of PR plans such as vision, mission, objectives, and SWOT analysis. It then defines what a library plan and program entail, including the primary objectives of libraries in providing information to users. Details are provided on developing a vision and mission statement, as well as writing SMART objectives. The document also explains strategic planning, SWOT analysis, and gives examples of implementation plans and various assessment tools used to evaluate library plans and programs.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
The document provides guidance on developing a strategic plan for an SHPE chapter. It emphasizes establishing a vision, mission, values, goals and objectives to guide the chapter. Key aspects include: defining the chapter's purpose and values; setting goals in areas like professional development, outreach and leadership; creating SMART objectives; assigning tasks and monitoring progress. The strategic plan will help ensure effective use of resources and meeting NRP requirements.
The document outlines a strategic planning framework that includes a mission, vision, objectives, goals, initiatives, and values/beliefs. The mission and vision provide simple, rallying statements. Objectives define what the organization plans to focus on to achieve the vision. Goals measure progress towards objectives. Initiatives are specific strategies and tactics that will collectively deliver objectives and goals. Values and beliefs guide decision making in support of the other framework elements.
Hoshin promotion demystifying the x-matrix - manos5S Supply
The document summarizes a presentation on demystifying the Hoshin Kanri or policy deployment X-matrix. It discusses how to properly complete an X-matrix including filling out the main sections of initiatives/projects, targets/metrics, focus strategies, and key players/interactions. It provides an example of a high-level X-matrix and explains how the sections are related and how drilling down into lower level X-matrices can help implement strategies and tactics.
- The document discusses strategic planning for libraries, outlining the key steps and benefits of strategic planning. It covers analyzing the current situation, envisioning the future goals and direction, and developing action plans.
- Effective strategic plans help libraries adapt to changes, improve decision making, and clearly communicate their purpose and role in the community. However, plans can fail if the vision is ineffective, implementation is poor, leadership is lacking, or communication is weak.
- Developing a strategic plan requires input from library staff, leaders, users, and community partners. Plans must be regularly monitored and updated to ensure the library continues meeting its goals.
PUBLIC RELATIONS - LIBRARY PLANS & PROGRAMSrocellamagday1
The document discusses various plans and programs for public relations in libraries. It begins by outlining key elements of PR plans such as vision, mission, objectives, and SWOT analysis. It then defines what a library plan and program entail, including the primary objectives of libraries in providing information to users. Details are provided on developing a vision and mission statement, as well as writing SMART objectives. The document also explains strategic planning, SWOT analysis, and gives examples of implementation plans and various assessment tools used to evaluate library plans and programs.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
The document provides guidance on developing a strategic plan for an SHPE chapter. It emphasizes establishing a vision, mission, values, goals and objectives to guide the chapter. Key aspects include: defining the chapter's purpose and values; setting goals in areas like professional development, outreach and leadership; creating SMART objectives; assigning tasks and monitoring progress. The strategic plan will help ensure effective use of resources and meeting NRP requirements.
The document outlines a strategic planning framework that includes a mission, vision, objectives, goals, initiatives, and values/beliefs. The mission and vision provide simple, rallying statements. Objectives define what the organization plans to focus on to achieve the vision. Goals measure progress towards objectives. Initiatives are specific strategies and tactics that will collectively deliver objectives and goals. Values and beliefs guide decision making in support of the other framework elements.
Hoshin promotion demystifying the x-matrix - manos5S Supply
The document summarizes a presentation on demystifying the Hoshin Kanri or policy deployment X-matrix. It discusses how to properly complete an X-matrix including filling out the main sections of initiatives/projects, targets/metrics, focus strategies, and key players/interactions. It provides an example of a high-level X-matrix and explains how the sections are related and how drilling down into lower level X-matrices can help implement strategies and tactics.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
Strategic planning is a disciplined process that helps organizations determine their direction and make important decisions. It involves defining an organization's mission and vision, assessing its current situation and external environment, and developing goals and strategies to achieve its vision. There are typically 5 steps to strategic planning: 1) getting ready by forming a committee, 2) articulating the mission and vision, 3) assessing the situation through a SWOT analysis, 4) developing strategies and objectives, and 5) completing a written plan. Strategic planning should be an ongoing and systematic process to help organizations adapt to changing environments and prepare for new opportunities. It is particularly important when starting a new organization, undertaking a major new venture, preparing budgets, or during
Strategic planning prepares an organization to define its strategy and direction. It involves setting a vision for the future, defining the current mission and values, and establishing goals and strategies to achieve the vision. Strategic planning helps libraries anticipate future events, align with parent organizations, and demonstrate their competence and value. It gives libraries a sense of direction and objectives. Effective strategic planning requires information professionals to innovate, disseminate change information, be culturally aware, and develop knowledge management infrastructures.
This document provides an overview of strategic thinking and planning frameworks. It discusses the importance of strategic thinking and outlines the strategic planning process of analyzing the current situation and setting goals for the future. It also describes frameworks for goal setting like the balanced scorecard and OKRs (Objectives and Key Results). Examples are given of Starbucks' business strategy and mission/vision statements, as well as an example of OKRs for a company to accelerate revenue growth.
it will provide you the quick review of Strategic Planning Definitions,Methods and Planning Templates, Techniques and Tools Logical Sequence Planning and much more about this particular topic.
To provide participants a ‘tool kit’ of planning
To demonstrate value of application of planning methods & tools in
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
Strategic Planning for Business Performance by Valio Competitive Intelligence. We give more competitiveness to our clients, creating real measures to evaluate the results of the business.
The document provides an overview of strategic planning. It defines strategic planning as providing direction and making choices for the future. The strategic planning process involves conducting a situational analysis, defining the mission, values and strategic direction, identifying gaps between goals and current state, and creating themes and objectives to address the gaps. Key parts of the process include developing a scorecard to measure progress and implementing the plan through action steps over 90-day periods while monitoring performance. An external facilitator can help if an organization is new to planning or if internal dynamics may inhibit participation.
Strategic Planning Made Simple Workshop - WQA 18 Business Operations Boot CampTim Miles
Tim Miles gives a presentation on making strategic planning simple. He discusses establishing goals and values, developing a strategic plan, creating a company constitution to document touchpoints and systems, and keeping customers happy through communication and change. The key to success is leading with love through transparency, learning, and change.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
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
The document outlines the steps for developing a strategic plan for a school. It discusses gathering data on the current state, developing a vision and goals, creating a plan with projects and timelines, implementing phases of the plan, and assessing impact and adjusting the plan as needed. Key aspects of strategic planning include collaboration, applying ideas across the curriculum, making data-driven decisions, and focusing on facilitating meaningful change to meet student needs through creativity and innovation.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
Board Governance, Strategic Planning, and Board Retreats (in a perfect world)iowachamberexecs
The document discusses best practices for board governance, strategic planning, and board retreats. It recommends that boards focus on governance, policy development, vision, and oversight, while allowing staff to manage operations. Strategic planning should involve defining the organization's mission, values, and goals. Annual board retreats are important for evaluating strategic plans, programs, and the board's performance through surveys and SWOT analyses to ensure continuous improvement.
This document outlines the strategic planning process. It begins by introducing the author and their relevant experience. It then lists 5 types of purposeful activities, including strategic planning. The document explains that strategic planning is an ongoing process that requires experience. It outlines the typical flow of strategic planning, including defining the mission, assessing internal/external factors via SWOT analysis, identifying strategic issues, developing goals and strategies, and implementing and evaluating plans. Key terms like vision, mission, mandates, stakeholders, and strategic issues are defined. The importance of ongoing evaluation and reassessment is stressed.
Prasid Mitra | How is strategic planning carried out at different levels of t...Sameer Mathur
Strategic planning is carried out at different levels within an organization. At the corporate headquarters level, strategic planning involves defining the corporate mission, establishing strategic business units, assigning resources to each unit, and assessing growth opportunities. Within each business unit, strategic planning involves defining the unit's mission, conducting a SWOT analysis, formulating goals and strategies, developing implementation programs, and providing feedback and control. The goal is for business units to have their own strategic processes that are aligned with the overall corporate mission and strategic plan.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Jim morgenstern strat planning presentation distribution copy Rebecca Jones
The document discusses strategic planning for libraries. It outlines the key differences between strategic plans and master plans, noting that strategic plans should focus on where the library wants to go in the future rather than just where it is now. The presentation identifies five common reasons why strategic plans fail: having an ineffective vision, limited future forecasting, poor leadership, inappropriate use of community input, and not committing enough time to the planning process. Effective strategic plans require envisioning how the library and community may change in the future.
The document discusses elements of strategic planning, organizational change, and organizational culture. It provides frameworks for analyzing competing values, leading change, and assessing the external environment. It emphasizes that shared vision and values are important for aligning an organization and engaging employees. Strategic priorities should address gaps between the current reality and the vision. Organizational culture consists of visible artifacts as well as deeper assumptions, and understanding culture is key to successfully initiating change.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
Strategic planning is a disciplined process that helps organizations determine their direction and make important decisions. It involves defining an organization's mission and vision, assessing its current situation and external environment, and developing goals and strategies to achieve its vision. There are typically 5 steps to strategic planning: 1) getting ready by forming a committee, 2) articulating the mission and vision, 3) assessing the situation through a SWOT analysis, 4) developing strategies and objectives, and 5) completing a written plan. Strategic planning should be an ongoing and systematic process to help organizations adapt to changing environments and prepare for new opportunities. It is particularly important when starting a new organization, undertaking a major new venture, preparing budgets, or during
Strategic planning prepares an organization to define its strategy and direction. It involves setting a vision for the future, defining the current mission and values, and establishing goals and strategies to achieve the vision. Strategic planning helps libraries anticipate future events, align with parent organizations, and demonstrate their competence and value. It gives libraries a sense of direction and objectives. Effective strategic planning requires information professionals to innovate, disseminate change information, be culturally aware, and develop knowledge management infrastructures.
This document provides an overview of strategic thinking and planning frameworks. It discusses the importance of strategic thinking and outlines the strategic planning process of analyzing the current situation and setting goals for the future. It also describes frameworks for goal setting like the balanced scorecard and OKRs (Objectives and Key Results). Examples are given of Starbucks' business strategy and mission/vision statements, as well as an example of OKRs for a company to accelerate revenue growth.
it will provide you the quick review of Strategic Planning Definitions,Methods and Planning Templates, Techniques and Tools Logical Sequence Planning and much more about this particular topic.
To provide participants a ‘tool kit’ of planning
To demonstrate value of application of planning methods & tools in
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
Strategic Planning for Business Performance by Valio Competitive Intelligence. We give more competitiveness to our clients, creating real measures to evaluate the results of the business.
The document provides an overview of strategic planning. It defines strategic planning as providing direction and making choices for the future. The strategic planning process involves conducting a situational analysis, defining the mission, values and strategic direction, identifying gaps between goals and current state, and creating themes and objectives to address the gaps. Key parts of the process include developing a scorecard to measure progress and implementing the plan through action steps over 90-day periods while monitoring performance. An external facilitator can help if an organization is new to planning or if internal dynamics may inhibit participation.
Strategic Planning Made Simple Workshop - WQA 18 Business Operations Boot CampTim Miles
Tim Miles gives a presentation on making strategic planning simple. He discusses establishing goals and values, developing a strategic plan, creating a company constitution to document touchpoints and systems, and keeping customers happy through communication and change. The key to success is leading with love through transparency, learning, and change.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
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
The document outlines the steps for developing a strategic plan for a school. It discusses gathering data on the current state, developing a vision and goals, creating a plan with projects and timelines, implementing phases of the plan, and assessing impact and adjusting the plan as needed. Key aspects of strategic planning include collaboration, applying ideas across the curriculum, making data-driven decisions, and focusing on facilitating meaningful change to meet student needs through creativity and innovation.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
Board Governance, Strategic Planning, and Board Retreats (in a perfect world)iowachamberexecs
The document discusses best practices for board governance, strategic planning, and board retreats. It recommends that boards focus on governance, policy development, vision, and oversight, while allowing staff to manage operations. Strategic planning should involve defining the organization's mission, values, and goals. Annual board retreats are important for evaluating strategic plans, programs, and the board's performance through surveys and SWOT analyses to ensure continuous improvement.
This document outlines the strategic planning process. It begins by introducing the author and their relevant experience. It then lists 5 types of purposeful activities, including strategic planning. The document explains that strategic planning is an ongoing process that requires experience. It outlines the typical flow of strategic planning, including defining the mission, assessing internal/external factors via SWOT analysis, identifying strategic issues, developing goals and strategies, and implementing and evaluating plans. Key terms like vision, mission, mandates, stakeholders, and strategic issues are defined. The importance of ongoing evaluation and reassessment is stressed.
Prasid Mitra | How is strategic planning carried out at different levels of t...Sameer Mathur
Strategic planning is carried out at different levels within an organization. At the corporate headquarters level, strategic planning involves defining the corporate mission, establishing strategic business units, assigning resources to each unit, and assessing growth opportunities. Within each business unit, strategic planning involves defining the unit's mission, conducting a SWOT analysis, formulating goals and strategies, developing implementation programs, and providing feedback and control. The goal is for business units to have their own strategic processes that are aligned with the overall corporate mission and strategic plan.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Jim morgenstern strat planning presentation distribution copy Rebecca Jones
The document discusses strategic planning for libraries. It outlines the key differences between strategic plans and master plans, noting that strategic plans should focus on where the library wants to go in the future rather than just where it is now. The presentation identifies five common reasons why strategic plans fail: having an ineffective vision, limited future forecasting, poor leadership, inappropriate use of community input, and not committing enough time to the planning process. Effective strategic plans require envisioning how the library and community may change in the future.
The document discusses elements of strategic planning, organizational change, and organizational culture. It provides frameworks for analyzing competing values, leading change, and assessing the external environment. It emphasizes that shared vision and values are important for aligning an organization and engaging employees. Strategic priorities should address gaps between the current reality and the vision. Organizational culture consists of visible artifacts as well as deeper assumptions, and understanding culture is key to successfully initiating change.
This document discusses strategic planning and provides guidance on developing strategic plans that are effective and avoid becoming neglected. It recommends keeping plans focused on 3-5 key priorities, making them simple to understand and track progress. The planning process should involve key stakeholders and identify priorities through discovery and analysis of changes, strengths, weaknesses, opportunities and threats. The resulting plan should establish a few concise, measurable recommendations to guide the organization for the next 3-4 years.
A presentation on the different planning models and how they work in the special library's organizational function.
Course: LIBSCI 36 - Special/Public Librarianship
Teacher: Elizabeth Banlat
This document discusses various aspects of planning for organizations. It begins by defining planning as purposeful consideration of an organization's future objectives and the means to efficiently achieve those objectives. The document then outlines the planning process, which includes steps like defining the mission, conducting a SWOT analysis, setting goals and objectives, developing related strategies like tactical and operational plans, and monitoring the plan. It also discusses different types of planning like operational, action, and event planning. Overall, the document provides an overview of the key components and steps involved in strategic and operational planning for organizations.
Why Strategic Plans Gather Dust is a practical and realistic approach to strategic planning that will help your organization achieve growth and success. Be sure to contact Peter at Rennick, Hoppe & Associates if you require professional assistance with your next strategic plan.
The document outlines the objectives and agenda for a strategy planning meeting. It includes reviewing and building on the organization's vision, mission, values and SWOT analysis, discussing strategic priorities and operationalizing strategies through program plans. Key components that will be discussed are the organization's strategic directions, partnership strategies, advocacy and awareness plans, governance policies and procedures, and developing metrics to measure and improve program outcomes. The facilitator aims to guide the organization to develop a one year program operation plan and implementation timeline to achieve its strategic goals.
This document provides an overview of strategic planning for PA education programs. It defines strategic planning and describes its benefits, including promoting proactivity, stakeholder involvement, and preparing programs to adapt to changes. The key steps in strategic planning are outlined, including performing situational analyses, identifying strategic issues through SWOT and PO analyses, designing the strategic plan, implementing and measuring success of the plan. Strategic planning is presented as an ongoing process that can help programs better fulfill their missions and remain competitive.
The document discusses what a balanced scorecard is and how it can be used by organizations, noting that it provides a simple yet sophisticated guidance system that covers key organizational areas like finances, customers, and processes. It explains that scorecards align efforts across units over time, bring priorities into focus, and translate goals into measurable problems that can be studied and solved. The document also provides tips for implementing scorecards, such as obtaining executive support, involving employees, and viewing it as a long-term journey rather than a short-term project.
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
This document provides a method for content leaders to identify high-impact content initiatives. It involves a two-step process: 1) being a detective to find known business and content priorities by talking to stakeholders and rating importance, and 2) being a learner to assess strategic, content, and practice readiness by evaluating strengths and gaps. Examples are given of applying this method to potential initiatives around improving customer experience and encouraging energy conservation. The overall goal is to select initiatives that align with organizational needs and priorities and that the content team is ready to implement successfully.
Strategic Planning for Campus Centers of EngagementBonner Foundation
A workshop for the 2019 Bonner Summer Leadership Institute at Waynesburg College. Presented by Amber Finnicum-Simmons (Stetson University) and Ariane Hoy (Bonner Foundation). The presentation is also available in a Prezi format at https://prezi.com/view/eiRyckToNrlqSaA0jtGn/. It covers the process, content, and examples of effective strategic plans. For more info, visit: http://bonner.pbworks.com/w/page/105867312/Strategic%20Planning%20for%20Your%20Center%20-%20Overview
Content strategists come from a variety of backgrounds and talents, and have developed the skill set that it takes to succeed in the field we now call content strategy. It’s not a matter of knowing which tools to use – after all, the music is not in the violin, but the musician.
If you want to work as a content strategist, which of your existing skills can you leverage, and what skills do you need to gain? What area of content strategy do you want to work in, and how do you move into that area?
This slide deck was part of a webinar series sponsored by MindTouch.
MindTouch creates software that can help you build social communities around your product and user assistance documentation. For more information on how MindTouch can help you deliver exceptional and engaging product help experiences, contact MindTouch at info@mindtouch.com or visit them on the web at www.mindtouch.com.
You can learn more about content strategy by visiting Rahel Bailie's blog: www.intentionaldesign.ca.
To contact Scott Abel: scottabel@mac.com. Or, check out his blog: www.thecontentwrangler.com.
The document provides an overview of strategic planning and management. It defines strategic management as a continuous process led by senior leaders to set the strategic direction of an organization and link strategic planning to day-to-day operations. The strategic management process involves five steps - pre-planning, strategic planning, deployment, implementation, and measurement and evaluation. The first step is to develop a strategic plan, which includes conducting an internal and external assessment using a SWOT analysis to identify strengths, weaknesses, opportunities, and threats.
This document provides an outline and introduction for an agribusiness strategic management course. The course aims to provide students with strategic management techniques for managing agribusinesses. The outline covers topics such as the strategic planning process, formulating agribusiness strategies, and integrating operations, marketing, finance, and human resources. The document provides an introduction to strategic management, defining it as a process that links strategic planning and decision making with day-to-day operations. It also discusses the strategic management process and the role of senior managers in leading the process.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
This document discusses the importance of planning for libraries. It defines planning as deciding in advance what to do, how to do it, when to do it, and who will do it. Planning gives direction and meaning to a library's operations and helps it achieve its goals and objectives. The key aspects of planning discussed are: establishing planning objectives and premises, examining alternative courses of action, evaluating alternatives, selecting a course of action, developing derivative plans, and creating budgets. Good planning is important for any organization to succeed, while unrealistic planning can lead to failure.
This document provides an overview of strategic planning. It discusses:
- The definition and key characteristics of strategic planning, including that it envisions the organization's future and develops procedures to achieve that vision.
- The typical steps in strategic planning including assessing the current situation, environmental factors, developing a vision and goals, strategic directions, and action plans.
- Why strategic planning is important, including focusing resources, managing change, and improving decision making.
- Challenges organizations may face in strategic planning like ineffective visions, poor implementation, weak leadership, and poor communication.
- The roles and responsibilities involved in creating a strategic plan, such as facilitators, writers, researchers, and obtaining input from various
This document provides tips and guidance for strategic planning for non-profits. It discusses establishing goals for strategic planning workshops. About half of municipalities and 20% of non-profits currently have strategic plans. The top 10 tips include knowing your purpose and limitations, ensuring the plan stems from your mission, sharing your work, focusing on a few key issues, collaborating with other organizations, understanding your current situation to set goals, and linking goals to action plans and budgets. The document emphasizes mission-driven strategic planning that establishes measurable goals and monitors progress.
Similar to Cla 2012 Strategic Planning: Keep it From Failing (20)
Tampa Bay Library Consortia: To Next From NowRebecca Jones
Implications of AI, Blockchain & other technologies for academic, public, corporate & healthcare libraries, & how libraries need to be at the table - so get in the restauarant!
This document discusses how libraries are reallocating resources by stopping some services and starting new initiatives. It provides examples of services libraries have stopped, such as daily service desk shifts and solo programming. It also lists new services libraries have started, including librarians working on faculty teams or in corporate roles. The document advocates using a strategic portfolio approach to determine which services to maintain, divest, or phase out based on factors like client value, organizational capability, and strategic fit. It emphasizes the importance of knowing an library's mission in order to prioritize projects and programs through a rigorous process of estimating return on investment and considering dependencies, timelines, and staff capacity.
Using the Logic Model for Impact & Success; #SLA2017Rebecca Jones
Given at the SLA Conference in Phoenix 2017, an overview of the logic model to measure the outcomes of information services & programs from the decision-makers' perspectives.
There are many excellent courses, presentations, blog posts and books on project management. This presentation looks at 'must have' tools & skills for the smallest to largest project - beyond the textbook to the sanity savers for project managers.
Determing & Demonstrating Value with the Logic ModelRebecca Jones
Moe Hosseini-Ara, Director of Culture, City of Markham and I lead a discussion of outcomes based measures with the participants at the University of Toronto's iSchool Symposium on Defining New Metrics for Library Success, May 2015.
Presentation at the Univ of Toronto iSchool "Future Technology Strategies"; discusses the positive tension between organizational and technology strategies - which comes first? Which drives the other?
The document discusses anticipating and determining actions for 2015. It covers preparing by exploring signals, reframing assumptions, and analyzing data and information. Key considerations in decision making include identifying traps like status quo bias, sunk costs, and confirmation bias. The document outlines an activity where participants on the left side identify broad association actions and those on the right identify unit actions, considering value of information professionals, SLA, and member experience. The goal is to anticipate the environment, consider different frames, and decide on actions for 2015.
Organization structure @ Building an Engaged Flat Army in the Library Symposi...Rebecca Jones
The document discusses organizational structure and principles for designing an effective structure. It provides examples of structures that focus on continuous improvement, breaking down barriers, and closer relationships with customers. The key factors to consider in structure design are strategies, services, processes, roles, skills, and rewards. Changing an organization's structure is a complex process that requires clear communication and training to help staff understand and transition to the new structure.
Books & Mortar: Getting attention for facility plansRebecca Jones
Presentation to OLA's 2014 Annual Institute Library As Place about the importance of facility planning for public library systems, and highlighting the debate of provision standards in the digital environment.
Framing the opportunities for powerful metrics in libraries with joe matthewsRebecca Jones
The document discusses framing opportunities for powerful metrics in libraries. It suggests libraries focus on understanding stakeholder needs rather than what the library thinks people need. Successful measurement involves understanding context, aligning strategies with objectives, identifying impactful services, defining appropriate measures, managing measurement data, translating data into outcomes and impacts, and communicating results. The document advocates reframing measurement from outputs to impacts by starting with desired impacts in mind. It provides examples of studies measuring library impacts at various universities.
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
Meaningful Measures: Why size (and volume) doesn't matterRebecca Jones
This document provides a framework for developing a performance measurement system for libraries. It begins by outlining key underlying assumptions, such as the difficulty of establishing a "culture of assessment" in libraries. It then presents a multi-step framework for defining and implementing meaningful performance measures. The steps include understanding the context, aligning strategies and objectives, identifying services and programs, defining measures, managing measurement data, translating data into outcomes and impacts, and communicating results. Examples are provided for each step to illustrate how to apply the framework. The overall goal is to select measures that demonstrate the library's impact and value to its stakeholders.
Core Capabilities: Library Staff Know-How, Know-That & Know-WhoRebecca Jones
This document discusses core capabilities for customer guides, concierges, and troubleshooters. It identifies five top core capabilities: 1) Curiosity, 2) Critical thinking, 3) Expertise in digital sources and their application, 4) Familiarity with a variety of technologies and applications, and 5) Embodiment of the mission, vision, and values of the library. The document provides explanations and examples for each core capability to help library staff develop the skills needed to successfully assist customers.
Municipal Engagement: to Ontario Public Libraries Marketing ThinkTankRebecca Jones
Rebecca Jones provides an overview of municipal engagement and being influential. She discusses the importance of building long-term, productive, and influential relationships through meaningful conversations to understand others' goals, challenges, and priorities. The key is knowing people individually to gain their trust and support for common goals. Regular check-ins help maintain relationships over the long run to have productive influence through social networks and as a knowledgeable expert on issues.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How MJ Global Leads the Packaging Industry.pdfMJ Global
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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5. Three Simple Questions
1. What Kind of Library Do We Need
to Be in the Future?
2. What Do We Need to Be That
Library?
3. How Should That Library Deliver
Services?
6. Three Different Answers
Strategic Plan
What Kind of Library Do
We Want/Need to Be?
Master Plan Vision, Goals,
Strategic Management Plans
What Do We Need to Directions/
Action Plans How Should That
Be That Library? Library Deliver
Services?
Library Master Plan Marketing Plans
Feasibility Studies for New Organizational Reviews
Libraries Governance Analysis
Collection Development Staffing Review
Strategy
7. Critical Balance in Strategic Planning
Managing for Change Managing for Stability
• Adaptability • Desired features
• External Forces • Valued attributes
• Continued relevance • Core values
8. The Difference Between…
Master Planning & Strategic Planning
Where We Master Planning Where We
Are At Are Going
Strategic Planning Where We
Want to Be
9. Components of a Strategic Plan
Vision and Values for the Library
Goals for Library Services
Strategic Directions
Action Plan Action Plan Action Plan Action Plan Action Plan
Library Strategic Plan
Implementation TET
Monitoring and Evaluation
12. R Levien’s Confronting The Future (ALA)
A Branded House or a House of Brands? a conceptual brand portfolio
framework By Brian Mathews; The Ubiquitous Librarian
13. The Need for Change
Use of the “Won’t “Not Top
Sample
Public Library Change” of Mind”
Avid 17% 39% 8%
Frequent 31% 17% 1%
Occasional 40% 24% 23%
Infrequent 12% 35% 46%
Total 100% 28% 31%
14. The Strategic Planning Question
Strategic Plans are about change –
fundamental and significant change – to
move the library from a place that is no
longer relevant and sustainable to one that
is vibrant, engaged and essential to the life
of your community
17. Seven Keys to Success
Be courageous
Be committed
Be selective
Be visionary
Be a leader not a follower
Stick to strategy: details to follow
Measure your progress
19. The Courage to Embrace Change
The SWOT is a powerful analytical tool – but only
if used properly
Honestly assess key strengths and weaknesses
Focus on the future – ensure “O” and “T” are
grounded in research on the future of communities
and libraries
Frame the SWOT as “SoWOT” – seriously
consider what this means for your library
21. Commit the Time and Energy
Strategic Planning is hard work
Advance preparation is essential
The Board and senior staff must
commit a significant amount of time if
the process is to be meaningful
23. Less is More
Isolate elements of the SWOT that indicate the
need for change – all else is irrelevant and
distracts you from the primary purpose of the
strategic plan
In most cases – the critical considerations can
be counted on one hand – in most strategic
plans 80% of the strengths and weaknesses
are of no significance
25. “Vision statements … are also
the most overused, abused, and
poorly written part of strategic
planning you will ever see”
Peter Wright http://www.planningbootcamp.com
26. A Good Vision Statement
Describes a library that in many respects
bears no resemblance to the one that we
know today
Sets the “target” for the Strategic Plan
Asks and answers the really interesting
questions about the future of your library
27. Some Visioning Questions
Does Our Vision of the future library
Have buildings; are they anything like today’s buildings?
What are librarians doing in the library? Indeed, are libraries staffed
by librarians?
What are staff doing? What skills do they need?
Who is using the library? For what purpose?
What services are available that are not today?
What can you do in the library that isn’t allowed today?
29. Leadership in Strategic Planning
“The only way a leader is going to translate a
vision into reality – an ability that is the
essence of leadership – is to anchor,
implement and execute that vision through a
variety of policies, practices, procedures and
systems that will bring in people and empower
them to implement the vision”.
Warren Bennis
30. Demonstrating Leadership
Embrace change – even if it is not comfortable
Challenge public opinion and perceptions – be prepared to
take your community in a different direction
Actively engage segments of your community that no
longer view the library as a important part of their life or a
vital contributor to their interests
“Non users?” nah…..”potential customers”
Make your case for change – reasoned, defensible and
practical – and then do it.
32. Remain Focused on the Strategic Plan
``Umbrella`` document – all other plans and
policies are guided by the Strategic Plan
Do not attempt to do complementary plans and
policies as part of the Strategic Plan
However – update existing and develop new
plans and policies to be in line with the
Strategic Plan
34. Effective Implementation
Library Strategic Plan
Other Plans/Strategies
Recommendations
Implementation Approaches
staffing budget
programs/services schedules
marketing accountability
Capital / Operating Budget
Performance Measures
35. Monitoring and Evaluation
Identify a few measurable criteria of success
directly related to the major strategic directions in
the plan
Be prepared to invest the time and resources
required to establish effective monitoring
mechanisms
To the extent possible, tie into measures adopted
by other agencies
Use the measures to tell your story in a
persuasive manner to those that matter
38. A Good SP?
1. Well grounded in futures research?
2. Lead rather than follow public
opinion?
3. Passionate discussion, difficult
perspectives on the future?
4. Things to “let go” on the table?
39. A Good SP? What We Produced
1. Library fundamentally changed?
2. Significant reallocation of resources?
3. Review and restructure staff roles and
responsibilities?
4. Update or adopt complementary plans and
policies?
5. Commitment to track trends, review research
and monitor implementation?
The SWOT is a powerful analytical tool – but only if used properlyHonestly assess key strengths and weaknessesFocus on the future – ensure “O” and “T” are grounded in research on the future of communities and libraries Frame the SWOT as “SoWOT” – seriously consider what this means for your library
Strategic Planning is hard work Advance preparation is essential The Board and senior staff must commit a significant amount of time if the process is to be meaningful
Isolate elements of the SWOT that indicate the need for change – all else is irrelevant and distracts you from the primary purpose of the strategic plan In most cases – the critical considerations can be counted on one hand – in most strategic plans 80% of the strengths and weaknesses are of no significance
Describes a library that in many respects bears no resemblance to the one that we know today Sets the “target” for the Strategic Plan Asks and answers the really interesting questions about the future of your library
“Vision statements … are also the most overused, abused, and poorly written part of strategic planning you will ever see”Peter Wright http://www.planningbootcamp.com
``Umbrella`` document – all other plans and policies are guided by the Strategic Plan Do not attempt to do complementary plans and policies as part of the Strategic Plan However – update existing and develop new plans and policies to be in line with the Strategic Plan