Creating a Strategic Plan for your firm to sustain competitive advantages to achieve short term profitability and survival and long term growth, to enhance "buy-in" and discretionary efforts for thriving and high performance firms.

1. Creating a Strategic Plan
for Your Firm
Prepared by:

2. Please take note that your mobile phone is in
silent mode so that the course leader and
other delegates are not distracted.
All rights reserved. No part of the handout material may be reproduced in any
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of the author or KC Chia & Noor (KCN Malaysia).
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4. Learning Objectives:
At the end of the session, you should be able to:
understand the steps in strategic planning;
create a strategic plan;
implement a strategic plan; and
communicate some of the strategic planning
ideas with the management.
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6. Basic Questions to Answer
• What is a strategic plan?What
• Why it is important?Why
• Who are involved?Who
• When will be the timelines?When
• Where are we now? / Where do
we want to go?Where
• How to go there?How
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(1874 - 1965)

8. Strategic Planning
Planning is to look into future.
Planning ensures alignment of
• Focus
• Consensus
• Accountability
• Resources
Planning forms the basis and framework of
other actions for an organization.
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setting goals
and
expectations
Achieving goals
and organizational
objectives

9. Planning assists you to
identify opportunities,
analyze problems,
answer challenges,
establish priorities and needs,
allocate, strategize and align resources and
establish:
• policies and procedures,
• objectives and standards of performance,
• forecasts and budgets,
• programs and schedules.
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10. Strategic Planning: Background
The key driver for all other plans (example:
Evaluation Plan, Sustainability Plan, Marketing
Plan etc.,)
• by articulating basic concepts of vision,
mission, goals, objectives and activities.
Strategic planning determines
• where an organization is going (vision);
• how it's going to get there (direction) and
• how it'll know whether if it got there or not
(evaluation).
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12. Organizational Values and Culture:
An Example
Core values comprise
professional competence,
commitment, integrity,
respect, dedication, delivery
and teamwork.
We believe that by putting all
these core values into
practice, they should yield
long term benefits for our
clients, partners, employees
and business associates
alike.
Teamwork Delivery
Dedication
Respect
Integrity
Professional
Competence
Commitment
Core
Values
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13. Organizational Structure: An Example
Partner
Partner
Partner Partner ManagerPartner
MANAGEMENT
COMMITTEE
AUDIT
M. PARTNER
ADVISORYTAX
Manager ManagerManager
Manager
Manager
Manager Supervisor
Assist.
SupervisorSupervisor Supervisor
Assistant
Assistant
Assistant
Assistant
Assistant
Assistant
Assist.
Assist.
Assist.
Assist.
Assist. Assist.
Assist.
Assist.
Assist.
Assist.
Assist.
Assist.
Secretary.
Secretary.
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14. Strategic Planning: Background
Other factors to consider:
The specific process (the abnormal);
Planning period (timelines); and
Specific stakeholders participation (consensus).
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Strategic Planning

16. Strategic Planning
Five Basic Questions:
Where are we now? (The Situation)
How did we get there? (Our Momentum)
Where are we going? (The Direction)
Where should we be going? (Desired Direction)
How will we get there? (The Strategic Plan)
John N. Bailey. "Strategic Planning: Lead Your Association With a Plan for Tomorrow“.
Leadership magazine, Spring 1981, pp. 26-29
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17. Strategic Plan
Strategic planning
• envisioning a desired future; and
• translating this vision into goals or objectives.
A strategic plan
• detailing a sequence of steps to achieve them.
• providing the necessary information and guidance
(road map) that enabling the company
- to run with greater efficiency and
- to reach a new height with greater potential.
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18. Steps in Crafting a Strategic Plan
Basic Components:
Vision and mission;
SWOT analysis;
Timelines and goals;
Resources and capabilities (Marketing,
Production, HR, Technology, R & D, Finance)
and other Needs assessment;
Objectives, strategies and bottom liners; and
Evaluation.
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19. Elements of Strategic Plan
Differences and Definitions:
VISION – the utopian outcome - focus on the
OUTCOME, not the action that will bring you
there.
For Example:
• becoming a leading firm in the region;
• outperforming competitors,
• enhancing core values
• promoting entrepreneurship and industrial linkage; and
• providing a conducive and dynamic working environment.
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20.  MISSION: focuses on the ACTIONS that you will
take to attain your vision.
For Example:
• rendering quality service
• creating and adding values to services rendered.
• providing quality staff training and HR development
• targeting high end advisory assignments
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Elements of Strategic Plan

21. SWOT Analysis:
S – Internal strengths (Aspects that an
organization can bring success)
- the dedicated work force;
- technical expertise and competence; and
- good brand or reputation,
W – Internal weaknesses (Characteristics that
need to be strengthen)
- high staff attrition rate;
- escalating costs;
- too many ‘rush’ jobs under tight schedules; and
- quality compliance problems.
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22. SWOT Analysis: (cont’d)
O – External opportunities (Events, relationships
etc., that we can take advantage of)
- tighter regulations, more compliance;
- foreign direct investments;
- “Halal”(Muslim) listing counters and products;
- PRC’s “One belt, one road” initiative; and
- cross border referrals
• via GGI global alliance;
• outsourcing to other countries with lower costs
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23. SWOT Analysis: (cont’d)
T – External threats (Possible roadblocks)
- many new regulatory requirements;
- intensive competition, fee under-cutting;
- talent acquisition and retention;
- political instability and economic downturn;
- changes in social values of younger generation; and
- rapid changes in technology.
** Strategic maneuver – the science or art, skill
and ability of an organization to turn
weaknesses and threats into strength and
opportunities for its advantages!!
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24. What CAs/ CPAs think about the future
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25. GOALS: are outcome based which support your
mission and vision.
OBJECTIVES: are the strategies help to
achieve the goals – there may be many
objectives in support of each goal.
• Goals should be SMART = Specific, Measurable,
Achievable, Realistic, Time-bound.
• There may be many objectives for each goal.
• Every objective should have a bottom-liner and a
timeline!
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• SPECIFIC
Clear, Concise, Tangible-
Your statement should
answer where, when,
who, what, which and
why
• MEASURABLE
Dollar, Time, Volume,
Experiences - How much
or how many?
• ACHIEVABLE
Goals should be
challenging, but not
impossible
• REALISTIC
Goals must be challenging
but realistic- Something
YOU are willing and able
to work towards
• TIME-BOUND
Goals should have a time
limit - By when YOU
want to achieve your
results?

27. Steps to a Strategic Plan
Step-by-step Guide for Developing a Strategic Plan
Begin steps here Specific Actions
1. Vision and Mission
Ensuring the planning team members share
a common vision of what kind of world it
wants to work toward and how it will do so
with the organization or stakeholders.
 Discussion on social, economic and
ecological values.
 Discussion on individual needs and
organization/community/global needs.
 Agreement on which values are shared,
and articulation of a statement that
embodies these values in the context of
the organization or stakeholders.
 Agreement on means to pursue this
vision .
2. SWOT analysis
A review of the organization or project
team’s/ Strengths, Weaknesses,
Opportunities and Threats
 Write down a list for each SWOT element.
 Consider the lists in the context of what to
be aware of when planning out goals tor the
plan.
3. Setting a plan timeline and goals
Select the goals you want to pursue
along the chosen timeline.
 Decide if you are doing a one, two or three year
plan (or six months or five year…..).
 Brainstorm goals (i.e. accomplishments).
 Prioritize which goal will go into the plan.

28. Steps to a Strategic Plan
Step-by-step Guide for Developing a Strategic Plan
4. Marketing, Production, HR, Technology,
Finance , R & D and other Needs
Assessment
Determine what gaps exits in the
organization, the company’s capacity both
human and material resources.
 Assess finance, technological, logistical and
resource needs
 Assess management / staff competency
and training needs
 Plan for needed supplies and resources
5. Determine objectives and bottom liners
Determine which objectives you need to
plan to reach each goal and assign a
bottom liner.
 Plan out the means you will pursue
(objectives) for accomplishing your goals
 Select one person to ‘bottom line’
following through on each of the objectives
 Put deadlines on each objective
6. Evaluation
Have an evaluation mechanism to
ensure the plan is being implemented
and can be changed if need be.
 Develop evaluation strategies, techniques and
criteria
 Implement evaluation and integrate results into
future planning
 Assign a strategic plan ‘whip’ to bottom
line these evaluations
[ If not, go back to step No. 1 ]
Resource: Strategic Planning Guide , Sierra Youth Coalition’s Sustainable Campuses Project with modifications

29. Strategic Planning Outline:
Organization
VISION
(Dream, dream,
dream……..)
MISSION
(What, Who, How?)
S.W.O.T. Strength Weaknesses Opportunities Threats
S: Aspects that the
organization will bring
success !!!
W: Characteristics that
can be strengthen
O: Events, relationship
etc., that we can take
advantage of
T: Possible roadblocks
What How Much Who When
GOALS - SMART
(An end, state long/short
term)
OBJECTIVES
(Means of achieving goals)
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30. Strategic Planning Outline: (cont’d)
Organization
ASSESSMENT Time Resources Capabilities Engage
Others
Develop
Resources
Is it Reasonable?
- MARKETING
- PRODUCTION
- TECHNOLOGY
- HR
- FINANCE
- R & D
- OTHER NEEDS
TIMELINES
(Period covered)
BOTTOMLINES
(What are the targets? Are
they Attainable?)
EVALUATION
(See what we have done?)
Time Methodology Mechanism Feedback Fine-tune
Strategies
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31. Timeline/Gantt Chart
Sample Timetable
Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 5
Goal 1
(e.g. Installation of a new
computer system)
Formation of
an IT tender/
technical
committee,
and engage
external
consultants
Conduct
feasibility
study, evaluate
software
upgrading and
staff training
requirements
Call for
tender,
approve the
tender by the
committee
and sending
staff for
training
Installation of
hardware and
networking,
trial run for
both hardware
and software
and fine-tuning
IT operations
begin to run
full scale on
the new
computer IT
system
Goal 2
Goal 3
Goal 4
Goal 5
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32. Review of Strategic Plan Process
A BUSINESS
APPROACH
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Final
Reviews
Define
Strategies
Strategic
Matrix
Review
Inputs
SWOT
Analysis
Gather
Inputs
Review of Strategic Plan Process

34. Review of Strategic Planning Process
Build on Strength
Seek High Leverage Opportunities
Involve your whole firm
Leverage Technology
Leverage Relationships (guan-xi)
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35. Important Notes for your team
Thinking strategically
Understanding the direction and foundation of
the firm
Engaging in the firm’s future as a whole team
Aligning and on the same page
Engaging and participating
Focusing on the future
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Leadership to engage and align your firm and to engage
and motivate your other partners and personnel in the
meaningful work of your firm ; thereby enhancing “buy-in”
and discretionary effort s for a thriving and high
performing organization.

36. Recapitulation
In Chinese/Japanese, the word “Crisis” consists
of two characters i.e. 危 (‘wei’) means threats or
danger and 机 (‘ji’) opportunities.
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Two Scenarios:
(i) 危
机
If threats or danger are over
opportunities, there will be an imbalance,
i.e. a crisis ; and
(ii)
危 机
If threats or danger and opportunities are
in alignment or equilibrium , there will be
new opportunities ensuing the crisis.

37. The Five Tasks of Strategic Planning
1. Purpose: Developing Vision, Mission and
Strategies
2. Strategic Analysis: Internal and External
Environment
3. Elaborating Strategies, Setting Objectives,
Deciding Course of Actions.
4. Implementing and Executing Strategies
5. Evaluating Performance, Reviewing the
Situation and Initiating Corrective Actions

38. Question
&
Answer
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40. Thought Leaders
- Recommended Reading
Steven R. Covey: The Seven Habits of Highly
Effective People
J.Nicholas De Bonis: Value-Based Marketing for
Bottom-Line success
Peter Drucker: Managing for Results
Robert Kaplan: Balanced Score Card
John P. Kotter: Leading Change
Philippe Haspelagh: Managing for Value
Michael E. Porter : Competitive Advantage
Jack Welch: King of Shareholder Value