When creating a Strategic Plan, make sure to think about the relationships between the elements of the Plan and to create measureable goals with strong metrics to verify progress.
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
The document discusses challenges with achieving goals in mergers and acquisitions. It finds that only 22% of deals fully achieve their transaction goals, with cultural integration and communication issues often to blame. Additionally, while human capital factors like workforce integration frequently contribute to deal failures, only 15% of due diligence time is spent on human resources and communications. The top drivers of deal failure are also noted to be human capital related issues like integration taking longer than expected and cultural integration challenges. Finally, the document notes that cost and growth synergies assumed in deals inherently involve human capital, but it is often not given sufficient priority or resources.
This document outlines a strategic planning process with four main phases: analyze trends and scenarios, set strategic choices and business model, identify required capabilities and activities, and identify and breakdown strategic gaps. The process then involves validating hypotheses, evaluating feasibility, building the strategic plan, aligning the organization, integrating operations, executing the plan, and reviewing and correcting as needed. The overall process aims to formulate, execute, and continuously improve an organization's strategy.
The document discusses the Prosci ADKAR model for successful change management. The model proposes that individuals successfully change when they have the necessary Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR). It examines factors that influence and build each element of ADKAR, as well as resisting factors. For example, awareness is built through communication and events, but can be resisted by comfort with the status quo. The document provides details on applying the ADKAR model to understand and facilitate individual change.
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
The document discusses project risk management. It describes the processes of:
1. Planning risk management - Deciding how to approach and plan risk management activities.
2. Identifying risks - Determining risks that could affect the project.
3. Analyzing risks - Prioritizing risks and assessing their impact and probability.
4. Planning risk responses - Developing options to reduce threats and enhance opportunities.
5. Controlling risks - Implementing risk response plans and monitoring risks.
The document discusses strategy execution and outlines four learning objectives: 1) defining strategy execution and distinguishing it from strategy, 2) explaining why strategy execution is critical for organizational success, 3) identifying causes of strategy execution failures, and 4) improving the quality of strategy executions. Strategy execution involves translating strategies into daily actions and can fail due to various market, strategic, structural, process, human, and financial factors within an organization. Common causes of failure include poor change management, unclear roles and responsibilities, unrealistic plans, and lack of monitoring. Effective strategy execution is key to organizational performance and success.
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
The document discusses challenges with achieving goals in mergers and acquisitions. It finds that only 22% of deals fully achieve their transaction goals, with cultural integration and communication issues often to blame. Additionally, while human capital factors like workforce integration frequently contribute to deal failures, only 15% of due diligence time is spent on human resources and communications. The top drivers of deal failure are also noted to be human capital related issues like integration taking longer than expected and cultural integration challenges. Finally, the document notes that cost and growth synergies assumed in deals inherently involve human capital, but it is often not given sufficient priority or resources.
This document outlines a strategic planning process with four main phases: analyze trends and scenarios, set strategic choices and business model, identify required capabilities and activities, and identify and breakdown strategic gaps. The process then involves validating hypotheses, evaluating feasibility, building the strategic plan, aligning the organization, integrating operations, executing the plan, and reviewing and correcting as needed. The overall process aims to formulate, execute, and continuously improve an organization's strategy.
The document discusses the Prosci ADKAR model for successful change management. The model proposes that individuals successfully change when they have the necessary Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR). It examines factors that influence and build each element of ADKAR, as well as resisting factors. For example, awareness is built through communication and events, but can be resisted by comfort with the status quo. The document provides details on applying the ADKAR model to understand and facilitate individual change.
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
The document discusses project risk management. It describes the processes of:
1. Planning risk management - Deciding how to approach and plan risk management activities.
2. Identifying risks - Determining risks that could affect the project.
3. Analyzing risks - Prioritizing risks and assessing their impact and probability.
4. Planning risk responses - Developing options to reduce threats and enhance opportunities.
5. Controlling risks - Implementing risk response plans and monitoring risks.
The document discusses strategy execution and outlines four learning objectives: 1) defining strategy execution and distinguishing it from strategy, 2) explaining why strategy execution is critical for organizational success, 3) identifying causes of strategy execution failures, and 4) improving the quality of strategy executions. Strategy execution involves translating strategies into daily actions and can fail due to various market, strategic, structural, process, human, and financial factors within an organization. Common causes of failure include poor change management, unclear roles and responsibilities, unrealistic plans, and lack of monitoring. Effective strategy execution is key to organizational performance and success.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
L 3 strategic planning, concepts, operational planning etcSudhir Upadhyay
This document discusses various types of planning including strategic, operational, corporate, and functional planning. It outlines the key differences between these types of planning such as the activities covered, time periods, approaches, and importance. Strategic planning focuses on long-term goals and objectives while operational planning guides day-to-day operations. Planning allows organizations to anticipate the future, coordinate activities, improve employee morale, and achieve economies. However, planning can also be costly, time-consuming, and fail to account for rapid changes. The document concludes by discussing advantages of strategic management over strategic planning.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
This document discusses eight critical behaviors that can leverage accountability: drive for results, honesty and integrity, trust, clear vision and direction, problem solving/technical expertise, communication, ability to change, and collaboration/resolving conflict. It provides research findings on how each behavior increases personal accountability based on assessments of over 39,000 leaders. For each behavior, it discusses specific actions leaders can take to strengthen that behavior in themselves and their direct reports, such as focusing on goals, being truthful, building trust through expertise and consistency, providing clear strategy, communicating effectively, embracing challenges, and cooperating over competing. The goal is to help organizations boost employee engagement, productivity and profits by developing these accountability-building leadership strengths.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
This document discusses strategic project management and how it can help achieve market leadership. It defines strategic project management as project management that is purpose driven, thoughtful, and aligned with organizational aspirations. It provides examples of companies that exemplify market leadership through strategic project management. The document outlines how to implement strategic project management, including establishing a project vision, goals, and metrics aligned with organizational strategy and customer needs. It emphasizes that execution is key to success and that strategic project management is not a silver bullet but can make projects more meaningful if adopted with the right mindset.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
Translating a Strategy into Action with Strategic Doing Ed Morrison
Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.
The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.
Project Management Methodologies and Project GovernancePMIUKChapter
This document discusses project governance and methodologies. It begins by defining project governance and noting the minimal information provided in the PMBOK Guide. It then explores the differences between governance frameworks and methodologies, providing the examples of PMBOK as a framework and PRINCE2 as a methodology. The document also discusses how Agile is commonly misunderstood and emphasizes that Agile is focused on people over processes. It concludes by relating Agile to other approaches like Lean Six Sigma and Design Thinking.
Creating an effective Organization Design for a solution providerPeopleWiz Consulting
The document discusses how PeopleWiz Consulting helped a telecom manufacturer transform into a solutions provider by creating a new organizational design. They conducted interviews and research to understand the client's strategy and challenges. They developed design principles, an operating model, and interim/future structures. Key stakeholders provided input and approved the new design and implementation plan in workshops. The new design and change management approach helped the organization effectively implement changes to support its transformation.
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
The document discusses strategic thinking, including defining it as being flexible to adapt to uncertainty and assuming organizations interact with their environment. It discusses moving from planning to strategic thinking, which aligns with leadership versus management. Strategic thinking involves asking the right questions to vision the future. It is presented as both an individual competency involving understanding interconnections and having a bi-focal and creative vision for the future, and as an organizational competency involving strategic dialogue, creativity, and influencing the external environment rather than controlling it. The overall objective of strategic thinking is creating new possibilities rather than having a set plan.
The document outlines a leadership model with three components: qualities, competencies, and behaviors. Qualities define what leaders aspire to and include authenticity, vision, and inspiration. Competencies are the skills required for strong leadership, such as strategic thinking and driving results. Behaviors are the observable actions that demonstrate leadership strengths. The model provides a framework for measuring progress, development, and success.
The document outlines an organizational planning process focused on synergy, alliances, and intentional change. It discusses developing strategic direction and operational execution plans to achieve performance targets. Key elements include assessing strengths/weaknesses, external trends, capabilities, operations, human capital, and implementing projects and communication to support the change journey.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
L 3 strategic planning, concepts, operational planning etcSudhir Upadhyay
This document discusses various types of planning including strategic, operational, corporate, and functional planning. It outlines the key differences between these types of planning such as the activities covered, time periods, approaches, and importance. Strategic planning focuses on long-term goals and objectives while operational planning guides day-to-day operations. Planning allows organizations to anticipate the future, coordinate activities, improve employee morale, and achieve economies. However, planning can also be costly, time-consuming, and fail to account for rapid changes. The document concludes by discussing advantages of strategic management over strategic planning.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
This document discusses eight critical behaviors that can leverage accountability: drive for results, honesty and integrity, trust, clear vision and direction, problem solving/technical expertise, communication, ability to change, and collaboration/resolving conflict. It provides research findings on how each behavior increases personal accountability based on assessments of over 39,000 leaders. For each behavior, it discusses specific actions leaders can take to strengthen that behavior in themselves and their direct reports, such as focusing on goals, being truthful, building trust through expertise and consistency, providing clear strategy, communicating effectively, embracing challenges, and cooperating over competing. The goal is to help organizations boost employee engagement, productivity and profits by developing these accountability-building leadership strengths.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
This document discusses strategic project management and how it can help achieve market leadership. It defines strategic project management as project management that is purpose driven, thoughtful, and aligned with organizational aspirations. It provides examples of companies that exemplify market leadership through strategic project management. The document outlines how to implement strategic project management, including establishing a project vision, goals, and metrics aligned with organizational strategy and customer needs. It emphasizes that execution is key to success and that strategic project management is not a silver bullet but can make projects more meaningful if adopted with the right mindset.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
Translating a Strategy into Action with Strategic Doing Ed Morrison
Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.
The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.
Project Management Methodologies and Project GovernancePMIUKChapter
This document discusses project governance and methodologies. It begins by defining project governance and noting the minimal information provided in the PMBOK Guide. It then explores the differences between governance frameworks and methodologies, providing the examples of PMBOK as a framework and PRINCE2 as a methodology. The document also discusses how Agile is commonly misunderstood and emphasizes that Agile is focused on people over processes. It concludes by relating Agile to other approaches like Lean Six Sigma and Design Thinking.
Creating an effective Organization Design for a solution providerPeopleWiz Consulting
The document discusses how PeopleWiz Consulting helped a telecom manufacturer transform into a solutions provider by creating a new organizational design. They conducted interviews and research to understand the client's strategy and challenges. They developed design principles, an operating model, and interim/future structures. Key stakeholders provided input and approved the new design and implementation plan in workshops. The new design and change management approach helped the organization effectively implement changes to support its transformation.
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
The document discusses strategic thinking, including defining it as being flexible to adapt to uncertainty and assuming organizations interact with their environment. It discusses moving from planning to strategic thinking, which aligns with leadership versus management. Strategic thinking involves asking the right questions to vision the future. It is presented as both an individual competency involving understanding interconnections and having a bi-focal and creative vision for the future, and as an organizational competency involving strategic dialogue, creativity, and influencing the external environment rather than controlling it. The overall objective of strategic thinking is creating new possibilities rather than having a set plan.
The document outlines a leadership model with three components: qualities, competencies, and behaviors. Qualities define what leaders aspire to and include authenticity, vision, and inspiration. Competencies are the skills required for strong leadership, such as strategic thinking and driving results. Behaviors are the observable actions that demonstrate leadership strengths. The model provides a framework for measuring progress, development, and success.
The document outlines an organizational planning process focused on synergy, alliances, and intentional change. It discusses developing strategic direction and operational execution plans to achieve performance targets. Key elements include assessing strengths/weaknesses, external trends, capabilities, operations, human capital, and implementing projects and communication to support the change journey.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
STIA-LAN:Balance.Score.Card on Strategic.ManagementDjadja Sardjana
This document discusses strategic management tools like the balanced scorecard, scenario planning, and strategic maps. It provides an overview of:
1) Common strategic purposes and frameworks like analyzing the organization's position, resources, and developing simple rules.
2) Tools for strategic analysis, design, and implementation including external mapping, decision trees, scenarios, and internal assessments.
3) The challenge of developing strategies in an uncertain world and how to identify trends, opportunities, and plan for turbulence.
4) How the balanced scorecard can be used for strategic management by translating strategies into measurable objectives across key perspectives.
This document provides an overview of strategic planning and its key components. Strategic planning focuses an organization's energy on a shared vision for the future. It is a responsive, creative process that considers an organization's mission, values, vision, customers, stakeholders, strengths/weaknesses, opportunities/threats, key result areas, critical strategic issues, strategic initiatives, goals and objectives. The goal is to develop a plan to move the organization from its current state to its desired future state over the long term.
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
The document discusses leadership development and the LMI Total Leader program. It provides an overview of LMI's vision, mission and purpose to develop leaders and organizations to their full potential. It then summarizes LMI's offering which includes a needs assessment, aligning goals, selecting the best development plan, implementing it, and measuring results. Finally, it outlines the Total Leader solution and its four key elements: personal productivity, personal leadership, strategic leadership, and motivational leadership.
The balanced scorecard is a strategic planning and management system used in organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It provides managers with a comprehensive framework to translate an organization's mission and strategy into a coherent set of performance measures. The balanced scorecard complements traditional financial measures with criteria that measure performance from three additional perspectives: internal business processes, customer knowledge and satisfaction, and innovation and improvement activities. It allows organizations to track financial measures while also keeping track of the drivers of future financial performance.
A brief presentation about Annual Performance Management. Performance Appraisal cycle, how to set objective, how to give constructive feedback, and finally feedback Dos and Don'ts
The document discusses the logical framework approach for project planning, which involves identifying objectives, expected results and activities, and defining objectively verifiable indicators and sources to measure progress. The logical framework matrix lays out the intervention logic in a table format with objectives in the first column and their corresponding indicators, sources of verification, and assumptions in subsequent columns. The process involves defining measurable indicators and data sources for each level of the project from overall objectives down to activities.
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.
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
Crafting Program Objectives with the Four C'sSean Kennedy
Many organizations organize leadership development around a competency model. That's understandable, but competencies alone aren't enough to drive great program design. We need to get much more specific. Here's one way of doing it.
With the pace of innovation today, ideas have become cheaper than ever. Everybody has them. Your big idea in a crowded market is worth nothing... until you figure out how to competitively differentiate your product and connect with a market that cares.
MaRS Advisor Peter Evans discusses marketing. This session will first focus on the unique marketing challenges faced by early stage technology companies. It will also provides proven and practical principles for visioning new products, breaking into a market and building a sustainable business venture.
In this session you learn:
* Why marketing effectiveness often matters as much today as pure product innovation
* How to identify key market trends and better connect with the real needs of potential customers
* How to use “value innovation” methods to competitively design a product as faster, cheaper and better
* Pragmatic ways to position your product and quickly build market acceptance
* How effective marketing must connect to focused business development and sales channel efforts
Whether you're just starting out or fine tuning your marketing strategy, this session describes how marketing plays a key role in your venture.
Concinnity strategic plan presentation_2013Bobbi Bilnoski
The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
Techniques for Using Goals to Drive Business Execution: When Just Being Smart...Human Capital Media
Goal setting is one of the most powerful, yet underutilized tools available to support business execution. Business leaders recognize the importance of goal setting, yet few are truly effective at using goals to drive business results. Steve Hunt will explain common mistakes that limit the value of goal management and share techniques to address them. He will focus on several simple but frequently overlooked foundational techniques to improve the impact of goal management, discuss what it takes to implement them and talk about the results.
Strategic Financial Management (SFM) examines how strategic and financial analysis can be integrated to create practical value. SFM looks at links between corporate strategy and financial management, managing for value, strategic management accounting, strategic and financial planning, and key applications like strategic investment decisions and acquisitions. Implementing SFM requires analyzing the links between strategy and finance, examining strategic options through both strategic choice and financial evaluation, and aligning organizational structure, resource allocation, and change management with strategic goals and financial performance.
1. Strategic Plan Elements
Element Definition Key Questions Answered
Comprehensive Statement covering major Why do we exist? What is our purpose? For
functions and operations of the agency 1 whom are we here?
Inspirational, forward-thinking view of what What do we want to be in the future? What is
the organization wants to become our ideal state?
The top priorities, actions, that would What high level priorities can help us realize
Goal Goal Goal Goal achieve the vision our Vision and deliver against our Mission?
Performance Set of measurable, realistic outcomes that How can our goals be broken down in to
1,2,3
Objectives
%, #,
Indicators collectively support goal attainment measurable outcomes?
Description of how the objectives are to be Which areas of focus can we identify within
How? What?
Strategies achieved, including resource requirements our Objectives to achieve measurement
When? Where?
targets?
Who?
Specific, justifiable projects that have direct What projects/activities support our
linkage to strategies, objectives and goals strategies in achieving measurement
Initiatives Initiatives targets?
1
Source: Government Performance Results Act
1
2. Strategic Plan Elements:
How They Relate
Strategic Specific
Performance Performance Performance Performance Performance
Mission Vision Goals &
Goals Measures Targets Output Results
Objectives
What are How does If we did How can How we Benchmarks Concrete The
we called our these things, we know verify that and results of achievement
to do? leadership we would that we are we are on milestones our efforts of what we
want to succeed in on the track that tell us set out to do
accomplish our Mission right how we are
our track? doing along
Mission? the way
Strategic Goals and Performance Metrics will always link back to the Mission:
How does the Goal help achieve the mission? What progress does this Metric reflect?
Promote Achieving Improve Reach _$ per ROI $ target Statistical Have we made
Examples:
integrity, excellence economy, $1 budgeted % Reports on # reports, data a difference?
account- through efficiency… key areas # areas
ability, independent, of DoD % of Recom-
improvement professional people, mendations Recom’s # Recom’s Actions
of DoD … oversight… programs, acted upon acted on
operations;
# cases Improved
Eliminate investigated Subpoenas, Subpoenas Better Company
F/W/A debarments validated cases actions 2