Workshop on a strategic planning, at Daffodil International University, Dhaka, Bangladesh, June 2010.

1. Workshop on Strategic Planning Project Team, HCCI

2. Overview Define strategic planning process. Explain creating and executing strategic plan. Provide a framework, which organization can follow.

3. Strategic Planning We will address: What is strategic planning? Why we do strategic planning? Characteristics of a good strategic plan. Who should do it?

4. Strategic Planning process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Process to establish priorities, on what organization will accomplish in the future. In doing so organization develop the choices on what, it will do and it will not do.

5. Why Strategic Planning? Planning: If you fail to plan, you plan to fail! Be proactive about future. Performance: Strategic planning improves performance. Reliability: Counter excessive inward and short-term thinking. Solve major issues at a macro level. Communicate to everyone what is most important.

6. A Good Strategic Plan Should……. Address the critical issues. Analyze the environment, effectively. Present a timeframe, realistic, to achieve each objective. Visionary. Provide decision making process at operational, tactical and individual level. Clearly defines the efficiency and validity of the organization as well as capacity.

7. Who should Do? Senior managers. Top level executives. Board members.

8. Strategic Planning Process Where are we now? Assessment Where do we need to be? Future End State How will we be there? Strategic Plan How will we monitor our progress? Evaluation

9. Assessment Answers the question, where we are? SWOT Analysis: Strengths, Weaknesses, Opportunities, Threats.

10. Strengths Internal in nature. Tangible strengths are loyal customers, sound financial position, high quality products etc… Intangible strengths are good leadership, strategic insights, brand image etc… Core Competencies: services, you are good at, without resource drainage.

11. Weaknesses Internal in nature. Things that prevent you to do what you really want to do. Insufficient resources, poor product quality, slow service delivery, lack of good leadership etc…

12. Opportunities External in nature. Potential areas for growth and high performance. Marketplace, better economic conditions, open trading policies, unhappy customers etc…

13. Threats External in nature. Challenges, confronting organization. Bad press coverage, changes in consumer behaviors, new regulations etc… If you are good identifying the threats, you will deal effectively with “Sudden Ripple” of change in future.

14. PEST Analysis Political factors. Economic factors. Social factors. Technological factors. Determine the environmental effects on the performance of organization.

15. PEST

16. Future End State Answers the question, Where we want to be? Mission Statement. Vision. Core Values. BHAGS: Big hairy goals. Objectives. Strategic Plan.

17. Mission Statement Defines the fundamental purpose of an organization or an enterprise. Why it exists? What it does? Descriptive in nature. Easy to understand. NASA: To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers. Walt Disney: To Make People Happy!

18. Vision Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Long term view.

19. Core Values Beliefs, that are shared among the stakeholders of organization. Drives organization culture. Drive organization priorities.

20. BHAGS Big Hairy Goals. Long term goals. 30- 40 years span.

21. Objectives Relevant - directly supports the goal. Compels the organization into action. Specific enough so we can quantify and measure the results. Simple and easy to understand. Realistic and attainable. Conveys responsibility and ownership. Acceptable to those who must execute. May need several objectives to meet a goal.

22. Strategic Plan: Draw- See- Think- Plan Draw - what is the ideal image or the desired end state? See - what is today's situation? What is the gap from ideal and why? Think - what specific actions must be taken to close the gap between today's situation and the ideal state? Plan - what resources are required to execute the activities?

23. Draw- See- Think- Plan

24. Strategic Plan Framework Vision - Define the vision and set a mission statement with hierarchy of goals and objectives. SWOT - Analysis conducted according to the desired goals. Formulate - Formulate actions and processes to be taken to attain these goals. Implement - Implementation of the agreed upon processes. Control - Monitor and get feedback from implemented processes to fully control the operation.

25. Down to Specifics!

26. Action Plan

27. Execute Action Plans

28. Strategic Planning Process