The document discusses strategic thinking and planning. It begins by defining strategic thinking as considering the gap between the current reality and future intent of an organization. It then outlines the strategic thinking cycle, which involves disrupting and creating alignment between the desired future, current reality, and strategic planning and thinking. The document provides details on various aspects of strategic planning, including establishing organizational philosophy and vision, assessing driving forces, and defining an ideal position. It emphasizes that strategy implementation is key to achieving organizational objectives. Overall, the document provides an overview of strategic thinking and planning processes and considerations.

1. Prepare and Presented by
REY HALILI Copyright RGHalili 2012

2. THINKING IN TIME
• Strategy is not solely driven by the future,
but by the gap between the current reality
and the intent for the future.
• Gap analysis:
• By connecting the past with the present and
linking this to the future, strategic thinking is
always “thinking in time”

3. STRATEGIC THINKING CYCLE
Desired
Future
Current
Reality
Strategic Planning:
Creating Alignment
StrategicThinking:
Disrupting Alignment

4. Strategic Thinking Cycle
Elements of the Cycle
Strategic Management
•Planning
•Implementation
Strategic Thinking:
Thought Processes
Strategic Planning
•Recreating the future

5. Philosophies of excellent organizations
Include the following basic beliefs:
1. Belief in being the best
2. Belief in the importance of the details of execution
3. Belief in the importance of people as individuals
4. Belief in superior quality and service
5. Belief that most members of the organization should be
innovators, and its corollary, the willingness to support
failure
6. Belief in the importance of informality to enhance
communication.
7. Belief in and recognition of the importance of growth and
success

6. STRATEGIC THINKING CYCLE
• 1) Organization. The organization of your (new)
business involves the (a) people, (b) the
organizational structure, and the (c) resources
necessary to make it all work.
 What will your organization look like?
 What type of structure will support your
vision?
 How will you combine people, resources, and
structure together to achieve your ideal
outcome?

7. STRATEGIC INTENT
• Strategic Intent provides the focus that
allows individuals within an organization to
marshal and leverage their energy:
• to focus attention,
• to concentrate for as long as it takes to
achieve a goal.

8. Strategic Intent
• The real question is not what does the future we
are trying to create look like, rather it is: Having
seen the future that we want to create:
a) what must we keep from that past,a) what must we keep from that past,
b) lose from the past, andb) lose from the past, and
c) create in our present, to get there.”c) create in our present, to get there.”

9. STRATEGIC THINKING CYCLE
• Process Considerations in The STC
• Processes are needed to ensure that strategies
are:
1.Aligned,
2.Goal-Oriented,
3.Fact-based,
4.Based on Broad thinking,
5. Focused,
6.Agreed upon,
7.Engaging,
8.Adaptable,
9.Implementable

10. STRATEGIC THINKING CYCLE
• Aligned: A company’s/organization’s
strategies must fit with its: (a) mission, (b)
vision, (c) competitive situation and (d)
operating strengths.
• Goal-oriented: Strategies are the means by
which a company sets out to achieve its goals.
Effective strategies, then,
a) set clear expected outcomes and
b) make explicit links between these
outcomes and the company’s goals.

11. STRATEGIC THINKING CYCLE
• Fact-based: The best strategies are
based on and supported by real data.
While strategic thinking by its very
nature requires assumptions about the
future, these assumptions must be
educated guesses, and
based on facts

12. STRATEGIC THINKING CYCLE
• Focused: No company/organization can do
everything or be all things to all people.
Strategy setting involves making choices
about what a company will do and—as
important—what it will not do.
Strategies provide clear guidance aboutStrategies provide clear guidance about how ahow a
company’s activities will be prioritizedcompany’s activities will be prioritized, and, and
how its limited resources will be deployedhow its limited resources will be deployed..

13. STRATEGIC THINKING CYCLE
• Implementable: Because effective strategies
draw on the particular strengths and skills of
an organization, they include explicit
considerations of how they will be
implemented.
• Implementable strategies provide clear
guidance for decision making in order to
shape behavior throughout the company.

14. STRATEGIC THINKING CYCLE
Adaptable: Strategies need to be able to be
adjusted to build on learning from
 experimentation,
 errors and
 new information.

15. STRATEGIC THINKING CYCLE
Observation. Strategic thinking allows you to see
things from "higher up." By increasing your powers
of observation,
1.you will begin to become more aware of: what
motivates people,
2.how to solve problems more effectively, and,
3. how to distinguish between alternatives

16. STRATEGIC THINKING CYCLE
• Views. Views are simply different ways of thinking
about something. In strategic thinking, there are
four viewpoints to take into consideration when
forming your business strategy:
 the environmental view;
 the marketplace view;
 the project view;
 the measurement view.

17. STRATEGIC THINKING CYCLE
• Driving Forces. What are the driving forces that will
make your ideal outcome a reality?
• What is your company's vision and mission?
• Driving forces usually lay the foundation for what
you want people to focus on in your business (i.e.,
what you will use to motivate others to perform).
▫ Examples:

18. ST:Driving Forces
Examples of driving forces might include:
 individual and organizational incentives;
 empowerment and alignment;
 qualitative factors such as a defined vision,
values, and goals;
 productive factors like a mission or function;
 quantitative factors such as results or
experience;
 and others such as commitment, coherent
action, effectiveness, productivity, and value.

19. STRATEGIC THINKING CYCLE
Ideal Position. After working through the first four phases of
the strategic thinking process, you should be able to define
your ideal position. Your ideal position outline should
include:
 the conditions you have found to be necessary if your
business is to be productive;
 the niche in the marketplace that your business will
fill;
 any opportunities that may exist either currently or
in the future for your business;
 the core competencies or skills required in your
business; and
 the strategies and tactics you will use to pull it all
together.

20. STRATEGIC ELEMENTS CYCLE
ACT

21. STRATEGIC ELEMENTS CYCLE

22. STRATEGIC PLANNING MODEL

23. Organizational Philosophy
Organizational philosophy establishes the values,
beliefs, and guidelines for the manner in which the
organization is going to conduct its business.
It establishes the relationship between the
organization and its stakeholders:
employees,
customers,
sharehold­ers,
suppliers,
government, and
the public at large.

24. STRATEGIC MANAGEMENT
• Strategic management is concerned with
making decisions about an organization's
future direction and implementing those
decisions.
• Strategic Management can be broken down
into two phases:
▫ 1)strategic planning and
▫ 2) strategic implementation.

25. Establishing Strategic Vision
• Strategic Vision encompasses an active
management process which includes:
1. An Obsession for Success.
2. Focusing the Organization on winning.
3. Encouraging Innovation and Change.
4. Lengthening Executive attention Span.
5. Improving and developing outreach.
6. Motivating Employees to accomplish Goals and
Objectives
7. Having a Long­Range Picture of Business
Opportunities.

26. STRATEGIC PLANNING
Strategic Planning is devising plans which
insure the future well being of the
organization by developing strategies which
will “protect or capture” the four basic
elements of its business, which are its:
 Products/Services,
 Customer Groups,
 Market Segments, and
 Geographic/Areas Markets.

27. STRATEGIC PLANNING
Strategic planning is concerned with making
decisions with regard to:
1. Defining the organization's philosophy and mission
2. Establishing long- and short-range objectives to
achieve the organization's mission
3. Selecting the strategy that is to be used in
achieving the organization's objectives

28. STRATEGIC PLANNING
How is your Strategic Planning process different
from others?
1.It evolves from an orderly strategic thinking
process providing a solid foundation of facts
2.It is based on the driving force of our
organization, often overlooked in other
systems
3.It is much more effective because it is
created by the management team and is
consensus driven

29. STRATEGIC PLANNING
How will Strategic Planning affect our Image,
Marketing and Success?
1. It will help shape the correct image by identifying
the values and beliefs of the organization
2. We will gain valuable insight into how to best
market our business and ministry based on solid
information
3. It will insure all the departments will be “rowing the
boat” in the same direction

30. STRATEGY IMPLEMENTATION
Strategy implementation is concerned with
making decisions with regard to:
1.Developing an organizational structure to achieve
the strategy
2.Ensuring that the activities are effectively
performed so to achieve the strategy
3. Monitoring the effectiveness of the strategy in
achieving the organization's objective

31. STRATEGIC VISIONING
• A vision of success, if it is to provide suitable
guidance and motivation, it should include:
 Mission
 Basic philosophy and core values
 Goals, if they are established
 Basic strategies
 Performance criteria
 Important decision rules
 Ethical standards expected of all employees

32. Strategic visioning
The vision should emphasize:
 Purpose
 Behavior
 Performance criteria,
 Decision rules, and
 Standards that are public serving rather than
self-serving.
 The guidance offered should be specific and
reasonable.

33. Strategic Visioning
a) The vision should be short, and inspiring.
b) The vision should be widely circulated among
organizational members and other key stake-
holders
c) The vision should be used to inform major and
minor organizational decisions and actions.
d) Preparing the vision is a waste of time if it has no
behavioral effect.

34. VISION & MISSION
• Mission outlines organization purposes,
while
• Vision goes on to describe how the
organization should look when it is
working well.

35. MISSION
Eight (8) Questions for determining the Mission
Statement
1. What activities should we be in?
2. Why do we exist?
3. What is unique or distinctive about this
organization?
4. Who are the principal recipients of our
services?

36. MISSION
5 What are the principal means of rendering our
services?
6 What are our principal services - present and
future?
7 What is different about our organization today
from what it was three to five years ago?
8 What is likely to be different about our
organization three to five years in the future?

37. STRATEGIC VISIONING
• "If you want to move people, it has to be"If you want to move people, it has to be
toward a vision that's positive for them, thattoward a vision that's positive for them, that
taps important values that gets themtaps important values that gets them
something they desire, and it has to besomething they desire, and it has to be
presented in a compelling way that they feelpresented in a compelling way that they feel
inspired to follow. " –inspired to follow. " –
Martin Luther King Jr.

38. NEW CHALLENGING PERSPECTIVE AT PG
1. Direction, discovery and destiny-these are the
attributes of strategic intent
2. Strategic Intent implies a point of view about
the long-term market/environment or
competitive position
3. Consider that failure in business goals and
objectives may be failure in ministry.
4. Options to accept business decision as a
priority at this time of scarce resources
5. Rebuild corporate muscles in the next two to
FIVE years.

39. Organizational Challenge – Implementation
and Operational Capability
1. Tight Cash flow
2. Customer, Cost, and Competition strategy
3. Corporate structures: Business vs ministry
decisions seeming conflicts from time to time
4. New insights fail to get put into practice because
they will conflict with deeply held internal
images, structure and processes and current
capacity of people and how the organization
works.
5. Images that limit us to familiar ways of thinking
and acting