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.
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?
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
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?
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
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
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
[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
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
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
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
[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
A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale.
The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results.
Revenue Growth +30 – 200%
Profitability Growth +10 – 30%
Productivity Growth +30 – 50%
Employee Engagement Growth +40 – 70%
Customer Success Growth (Net Promoter Score) +30 – 50%
Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
focuses energy and resources, strengthens operations, and ensures that employees and other stakeholders are work-
ing toward common goals. Strategic planning answers three key questions:
• Where are we?
• Where are we going?
• How will we get there?
Where are we?
Consider the foundational elements of your mission statement, values and/or guiding principles, and SWOT
(strengths, weaknesses, opportunities, threats) to assess where your business is — what is happening internally and
externally — and determine what changes you need to make.
Where are we going?
The future is impossible to predict, but contemplating scenarios will focus your attention and help you define the
future for your business. Specifically, compare your organization to your competitors. What do you do best? What
makes you unique? What can your organization potentially do better than any other organization? Answering these
questions will help you formulate a picture of what your future make up will be and where you are headed.
How will we get there?
This is the meat of your strategic plan. It’s also the most time consuming. There are a number of routes from your
current position to your vision, and picking the right one will determine how quickly or slowly you get to your final
destination. Determine your strategy, set short and long term goals, and develop action items to get you there. Iden-
tify issues that surround management and monitoring of the action items.
Remember, strategic planning is about growing and improving your company. When you don’t plan, the best you can
hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
To Learn More Visit Us Online at:
www.dvirc.org
Strategic Planning & Business Growth OverviewChris Scafario
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale.
The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results.
Revenue Growth +30 – 200%
Profitability Growth +10 – 30%
Productivity Growth +30 – 50%
Employee Engagement Growth +40 – 70%
Customer Success Growth (Net Promoter Score) +30 – 50%
The Why and How of Effective Strategic Planning Scott Patchin
What is strategic planning? Do I need one? How do I do it? Here is what you need to know and some practical first steps to building and executing your plan.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
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Palestine last event orientationfvgnh .pptxRaedMohamed3
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
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What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
2. What is
Process to establish
PRIORITIES on what
you will accomplish in
the near future
Forces you to make
choices on what you
will DO and what you
will NOT DO
Pulls the entire
organization together
around a single game
PLAN FOR
EXECUTION
Board outline on
where resources will
get allocated
Strategic Planning?
3. Why do Strategic Planning?
Strategic planning improves PERFORMANCE
Counter excessive inward and short-term thinking
Helps you to STAY ON TRACK with your business
plan SOLVE major issues at a macro level
COMMUNICATE to everyone what is most important
5. Fundamental Questions to Ask
Where do we need to
be?
GAP/FUTURE
END STATE
How will we close the
gap?
STRATEGIC
PLANS
6. Fundamental Questions to Ask
State what you want?
OUTCOME(S) – At eh end of the
day, the final state of your ministry
7. A Good Strategic Plan should…
Address Critical performance
issues within your organization
team and self
Create the right balance between
what the organization is capable
of doing vs. what the
organization would like to do
Cover a sufficient time period to
close the performance gap
8. A Good Strategic Plan should…
Visionary
- Convey a desired future and
state
Flexible
- Allow and accommodate
change
Guide decision making at lower
levels
- Operational, tactical, individual
9. A Good Strategic Plan should…
You and your senior leadership
team commitment
Who will do what?
What will each group do?
How will we do it?
When is the best time?
10. The Five “MUST-HAVE” Elements of a Strategic
Plan
MISSION
This defines why you exist as an organization
Specifically, it tells others (not just those in the organization) why
you exist. Ideally, it describes some noble purpose that is both
inspirational and aspirational, so that it instills pride in all those
connected with the organization.
11. The Five “MUST-HAVE” Elements of a Strategic
Plan
GUIDING PRINCIPLES
Also called organizational attributes, these describe how
you expect people to behave with each other and with other
stakeholder groups. Guiding principles broadly define which
types of behaviors are acceptable and which behaviors will not
be tolerated. In particular, they describe how you will behave
when face with difficult situations or changes
12. The Five “MUST-HAVE” Elements of a Strategic
Plan
VALUE PROPOSITIONS
These explain the value you provide to your organization’s
different stakeholder groups, both internal and external. For
example, why do customers buy from you? Why do employees
come to work for your organization? What kind of return can
shareholders expect? How does your community benefit from the
work you do?
13. The Five “MUST-HAVE” Elements of a Strategic
Plan
DESTINATION POINTS
These identify where your organization wants to go within a
specified time frame. This is perhaps the most critical element in the
whole process because the more clearly you define your desired
end state, the greater your chances of getting there.
14. The Five “MUST-HAVE” Elements of a Strategic
Plan
AREAS OF
FOCUS/STRATEGIESThese define, in a broad sense, how the organization will
get to where it wants to go. They are the three to five areas
everyone should be focused on to get to the destination points.
What cuts across several destination points; where should the
majority of energy be focused; what must everyone keep in mind as
they make investments in people and other resources; and, what
guides you on what to do and not to do are the core questions
answered.