Strategic planning is defined as the “enhancing its success by dealing with weaknesses and threats as well as the strengths and opportunities that present themselves to the organisation. It involves selecting from a range of strategies and building a plan to carry out those strategies, including marshaling the resources and organisational elements necessary to carry out the plan and evaluate its performance” (Vargoa & Seville, 2011:5621).
Check out @ www.eleaderstochange.com
Follow: #eleaders2change
Goals Objectives Strategies Company Objectives Goals Strategies Measures SlideTeam
This aptly crafted editable PPT deck contains twelve slides. Our topic specific Goals Objectives Strategies Company Objectives Goals Strategies Measures presentation deck helps devise the topic with a clear approach. We offer a wide range of custom made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Speculate, discuss, design or demonstrate all the underlying aspects with zero difficulty. This deck also consists creative and professional looking slides of all sorts to achieve the target of a presentation effectively. You can present it individually or as a team working in any company organization.
What is effective project management? Projects are undertaken as a way of achieving a specific objective. Effective project management is when they work well and the objectives are met.
Looking for a great presentation and workshop on strategic thinking and leadership and their role in creating an inspiring and awesome strategic vision and plan? Look no further. Please feel free to call me if you would like me to put on a 2 hour overview of this workshop for your organization or you would like to discuss any points further. My number is 612-310-3803.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
Goals Objectives Strategies Company Objectives Goals Strategies Measures SlideTeam
This aptly crafted editable PPT deck contains twelve slides. Our topic specific Goals Objectives Strategies Company Objectives Goals Strategies Measures presentation deck helps devise the topic with a clear approach. We offer a wide range of custom made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Speculate, discuss, design or demonstrate all the underlying aspects with zero difficulty. This deck also consists creative and professional looking slides of all sorts to achieve the target of a presentation effectively. You can present it individually or as a team working in any company organization.
What is effective project management? Projects are undertaken as a way of achieving a specific objective. Effective project management is when they work well and the objectives are met.
Looking for a great presentation and workshop on strategic thinking and leadership and their role in creating an inspiring and awesome strategic vision and plan? Look no further. Please feel free to call me if you would like me to put on a 2 hour overview of this workshop for your organization or you would like to discuss any points further. My number is 612-310-3803.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Team Management Training | How to become a great manager | By ex-Deloitte Consultants
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
INTRODUCTION:
Unlock the potential of your problem-solving endeavors with our comprehensive "Problem-Solving & Visualization Tools" presentation. This collection of 24 tools, ranging from foundational to advanced Quality Control (QC) instruments, caters to diverse industries and is designed to elevate your problem-solving skills and enhance communication.
KEY FEATURES:
1. Diverse Applicability: Applicable across all industries, these tools are versatile and adaptable to your unique problem-solving challenges.
2. Structured Format: The presentation employs a clear and concise format, providing structured information in 'Purpose,' 'When To Use,' 'Examples,' 'Procedures,' and 'Practical Tips' sections for each tool.
3. Complementary to Project Frameworks: Seamlessly integrate these tools into popular problem-solving frameworks such as PDCA, DMAIC, 8D, and more, adding depth and breadth to your projects.
CONTENTS:
Explore a rich array of tools, each carefully curated to empower your problem-solving journey:
1. Brainstorming
2. Gantt Chart
3. Stratification
4. Check Sheet
5. Bar Chart
6. Waterfall Chart
7. Line Graphs
8. Pie Chart
9. Radar Chart
10. Pareto Chart
11. 5 Whys
12. Cause and Effect Diagram
13. Histogram
14. Scatter Diagram
15. Affinity Diagram
16. Control Chart
17. Relations Diagram
18. Tree Diagram
19. Matrix Diagram
20. Matrix Data Analysis Chart
21. Arrow Diagram
22. Process Decision Program Chart (PDPC)
23. 5W2H
24. Is / Is Not
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Team Management Training | How to become a great manager | By ex-Deloitte Consultants
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
INTRODUCTION:
Unlock the potential of your problem-solving endeavors with our comprehensive "Problem-Solving & Visualization Tools" presentation. This collection of 24 tools, ranging from foundational to advanced Quality Control (QC) instruments, caters to diverse industries and is designed to elevate your problem-solving skills and enhance communication.
KEY FEATURES:
1. Diverse Applicability: Applicable across all industries, these tools are versatile and adaptable to your unique problem-solving challenges.
2. Structured Format: The presentation employs a clear and concise format, providing structured information in 'Purpose,' 'When To Use,' 'Examples,' 'Procedures,' and 'Practical Tips' sections for each tool.
3. Complementary to Project Frameworks: Seamlessly integrate these tools into popular problem-solving frameworks such as PDCA, DMAIC, 8D, and more, adding depth and breadth to your projects.
CONTENTS:
Explore a rich array of tools, each carefully curated to empower your problem-solving journey:
1. Brainstorming
2. Gantt Chart
3. Stratification
4. Check Sheet
5. Bar Chart
6. Waterfall Chart
7. Line Graphs
8. Pie Chart
9. Radar Chart
10. Pareto Chart
11. 5 Whys
12. Cause and Effect Diagram
13. Histogram
14. Scatter Diagram
15. Affinity Diagram
16. Control Chart
17. Relations Diagram
18. Tree Diagram
19. Matrix Diagram
20. Matrix Data Analysis Chart
21. Arrow Diagram
22. Process Decision Program Chart (PDPC)
23. 5W2H
24. Is / Is Not
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
Strategic Planning is a key business activity for many organizations, and yet, many of these plans remain on the shelf while day-to-day demands take over. This presentation outlines how psychological type (popularized in the Myers-Briggs Type Indicator - MBTI) can be leveraged as a great tool for a strategic planning effort. Originally presented at the August 2009 APTi Conference by Jennifer Tucker and Hile Rutledge:
Capstone Project Part V Action Plans Natasha House, Inc.docxannandleola
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Why Short-term Strategic Planning is Essential Right NowMission Met
You may know that strategic planning sometimes gets a bad rap. In many cases that reputation is well-deserved since the effort doesn’t deliver on its promises. Yet it continues to be true that your small nonprofit will benefit greatly by having a plan and a planning process that actually works. Join this session to learn five essential tips to ensure that your planning works, along with tools and strategies for improved engagement with your Board and staff. The presenters will share their one-of-a-kind platform to make strategic planning more effective than ever for small organizations.
Learn more at https://www.missionmet.com
Instructions and RubricBased upon class discussions, assigned LaticiaGrissomzz
Instructions and Rubric
Based upon class discussions, assigned readings and reputable resources, agency information you will be developing a program evaluation plan based upon your work in your field placement setting.
Your research question should consider some aspect of client satisfaction..
You are not expected to collect the information you are discussing. Your work should reflect a basic understanding of (1) selecting questions for research purposes, (2) making sure your measurements are clearly linked to your research question (3) approaches used to collect data (4) the challenges in data collection and (5) the importance of disseminating the results of assessments. This assignment is worth 100 points.
Your answers must be addressed in FULL
The paper should include the following sections:
Section I-IV shouldbe at least 4-5 pages (Worth 30 points)
I: Provide the Name and Mission of your agency
II: Identify and discuss the specific program(s) you are working with at your agency. Provide the goals of the program you are working with. Describe your program in full.
III: What type of activities are you engaged in at your field placement? Who are the people that
you serve? (ex. Adolescent mothers, older adults). What are some of the challenges that you face providing services for your clients/organization? What are some of the challenges your clients face? (
This section should be at least 2 pages)
IV: Identify a specific research question pertaining to the program you are working with at the
agency. Note: The question should reflect an assessment of the program overall and not an
individual
VI: Background Information on your Program Evaluation Plan:
See below A-C
(15 points)
Background Information on your Program Evaluation Plan
20
What are the goals of the
program evaluation? What are the performance issues driving the evaluation?
Who are the critical partners, sponsors, and other stakeholders of the evaluation?
What are the desired results of the evaluation plan? What outputs or products are expected from the evaluation?
VI. Data Collection Form and Rationale
(See form below)
(10 points)
WORKSHEET: DEFINING DATA COLLECTION QUESTIONS
In the column on the left, write down the questions you desire to answer through data
collection. You should have at least
3 questions. The questions should focus on your overall
research question. On the right, please explain how each of the questions will generate data
that will help you with your need assessment.
Evaluation Questions to be answered through Data Collection
Rationale for the Question (How will the question generate data relevant to
the goal of your evaluation plan?)
21
VII: WORKSHEET: NEEDS ASSESSMENT DATA COLLECTION PLAN
...
As it known, conventional leadership approach remain incapable to produce and lead innovative approaches, new goods and services. Especially in Europe and Turkey, there is a gap between skilled innovative leader supply and demand. Market and in today’s world’s trends require leaders and young who they can catch up the era, and these skills can provide competitiveness and skilled at the point of easily employable young generations, generated new jobs for young people
In the following slides we will try to give answers to the following questions:
What is entrepreneurship?
Which are the characteristics of an entrepreneur?
Which are the types of entrepreneur?
Check out more @ www.eleadershiptochange.com
Follow: #eleaders2change
What is innovation? The term "innovation" can be defined as something original and more effective and, as a consequence, new, that "breaks into" the market or society.
Innovation is generally considered to be the result of a process that brings together various novel ideas in a way that they have an impact on society.
What is competition? An innovation competition is a method or process of the industrial process, product or business development. It is a form of social engineering, which focuses to the creation and elaboration of the best and sustainable ideas, coming from the best innovators.
Competition is not just another business that might take money away from you. It can be another product or service that's being developed and which you ought to be selling or looking to license before somebody else takes it up.
Check out: www.eleaderstochange.com
Follow: #eleaders2change
What is data mining? The process of analyzing data to discover hidden patterns and relationships that can help you manage and improve your business.
Check out: www.eleaderstochange.com
Follow #eleaders2change
Budgeting is a process of expressing quantified resource requirements (amount of capital, amount of material, number of people) into time-phased goals and milestones.
Check out more @ www.eleaderstochange.com
Follow: #eleaders2change
Marketing deals essentially with identifying and meeting human and social needs.
It’s a societal process, by which not only individuals as well as groups obtain what they need and want, by creating, offering and exchanging products/services of value with others.
Check out our modules @ www.eleaderstochange.com
Follow: #eleaders2change
We can define the business organization as: an entity that is both commercial and social, which provides the necessary structures to achieve the central objective of trades in goods or services. Here are the core concepts of management and business organization.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Strategic planning
1. Global innovative
Leadership Module
Disclaimer> The information and views set out in this publication are those of the author(s)
and do not necessarily reflect the official opinion of the European Union. Neither the European
Union institutions and bodies nor any person acting on their behalf may be held responsible for
the use which may be made of the information contained therein.
2. Chapter 1
What is Strategic
Planning? Strategic planning is defined as the
“enhancing its success by dealing with
weaknesses and threats as well as the
strengths and opportunities that
present themselves to the
organisation. It involves selecting from
a range of strategies and building a
plan to carry out those strategies,
including marshaling the resources and
organisational elements necessary to
carry out the plan and evaluate its
performance” (Vargoa & Seville,
2011:5621).
A. Definition
3. Chapter 1
What is Strategic
Planning?
Leadership & Decision making
A key component for the success of the
organisation, especially in times of crisis.
Leadership is not only about making
decisions, but more about guiding through
and being able to spare the sense of
optimism when necessary.
Culture
Strategy cannot exist without culture and
vice versa. Culture is basically everything,
the organisation, the leader and the
managerial team needs to pay a lot of
attention to culture because it is a key
factor to effective management.
Situation awareness & market focus
an organisation should be alert and
monitoring the organisational environment,
internal and external, so that it can more
effectively align its capabilities and
resources with threats and opportunities.
B. Components
4. Chapter 1
What is Strategic
Planning? A framework for realising a strategic plan
can be simplified in the triangle:
Where are we now? A strategic plan will
always start by reviewing the current
strategic position and clarifying the; mission,
vision and values.
Where are we going? Establish a
competitive advantage and the vision.
Clearly see the direction the organization is
headed.
How will we get there? Set the strategic;
objectives, goals, and action items and how
will the plan be executed.
C. How to do it?
5. Chapter 1
What is Strategic
Planning?
A strategic planning is the vision, the mission
and the working method of an organisation. It is
the alignment of the past, the present and the
future. It is a plan and a strategy for surviving,
succeeding and excelling.
Strategic planning is not a simple idea with a
simple implementation. It requires dedication, a
capable team with an outstanding leader and
sufficient time allocation. The strategic planning
has inputs, outputs, goals and outcomes. It is
affected simultaneously by the internal and the
external environment.
For being successful and organisation has to
take all of this factors into account and
incorporate them in the plan and the strategy.
D. Conclusion
«Picture or graphics»
6. Chapter 2
Application of
Strategic Planning
A good strategy should:
→ Give overall direction
→ Fit resources and opportunities
→ Minimize resistance and barriers
l
→ Reach those affected
→ Advance the mission
A. Criteria for developing
a good strategy
7. Chapter 2
Application of
Strategic Planning
The following questions can be a guide for
deciding the most beneficial strategy:
→ What resources exist that can be used to help
achieve the vision?
→ What obstacles exist that could make it
difficult to achieve your vision?
→ What are potential agents of change willing to
do to serve the mission?
→ Do you want to reduce the existing problem,
or does it make more sense to try to prevent
problems before they start?
→ How will your potential strategies decrease
the risk for experiencing the problem?
→ What potential strategies will affect the whole
population and problem?
→ What potential strategies reach those at
particular risk for the problem?
B. How do you develop a
strategy
IMPORTANT:
WORK TOGETHER AS
A TEAM TO
BRAINSTORM THE
BEST STRATEGIES
FOR YOUR INITIATIVE!
8. Chapter 2
Application of
Strategic Planning
Mission statement: an expression of your
purpose and aspiration, addressing both what
you seek to accomplish and how. It’s a
declaration of why you exist as an
organization.
Vision statement: an answer to the question of
what the company will look like in three, five
or more years.
Values statement: The guiding principles that
never change and are part of your strategic
foundation.
SWOT: A summarized view of your strengths,
weaknesses, opportunities and threats.
Competitive advantage: what you’re best at
compared to the competition.
C. Major components of a
strategic plan – Part I
9. Chapter 2
Application of
Strategic Planning
Long-term strategic objectives: They answer
the question of what you must focus on to
achieve your vision.
Short-term goals/priorities: Specific
performance targets that fall within the one-
to-two years time horizon.
Action plans: They explain how a goal will be
accomplished.
Scorecard: A report of your key performance
indicators (KPIs). They help you track your
performance against the monthly/yearly
targets.
Financial assessment: Based on historical
record and future projections, this assessment
helps plan the future of your organization.
C. Major components of a
strategic plan – Part II
10. Chapter 2
Application of
Strategic Planning
→ Pull together a diverse, yet appropriate
group of people to make up your planning
team.
→ Allow time for big-picture, strategic
thinking.
→ Get full commitment from key people in
your organization.
→ Allow for open and free discussion
regardless of each person’s position within
the organization (including you).
→ Hire an outside facilitator which can free
up the conversation.
→ Think about execution before you start.
→ Make your plan actionable.
→ Don’t make rigid and unbending plans.
→ Clearly articulate next steps after every
session.
→ Make strategy a habit.
D. Tips for better
planning
11. Chapter 2
Application of
Strategic Planning
→ Is the need for a strategic plan real?
→ Relying on bad info or no info.
→ Ignoring what your planning process
reveals.
→ Being unrealistic about your ability to
plan.
→ Planning for planning’s sake.
→ Not having your house in order first.
→ Copying the best practices of a similar
company.
→ Ignoring your culture and organizational
readiness.
E. Traps to avoid while
planning
18. Chapter 4
Playground (tools
& videos) Templates:
Some entry-level templates for starting
your first strategic planning.
l Cascade free strategic planning
template
l Strategic Planning for Dummies
Software:
More advanced and professional virtual
tools.
l AchieveIt Execution Management
Platform
l Strategy blocks
l Cascade Execution Platform
l SmartDraw's strategic planning
software
A. A collection of helpful
tools and tutorials for the
newcomer.
19. Chapter 4
Playground (tools
& videos)
Videos:
Sources to cover the essential and initial
PoV regarding strategic planning.
l Erica Olsen: My Strategic Plan (18
videos)
l Strategic Planning 101
l Introduction to Strategic Planning
(Whiteboard video)
l Strategic Plans v.s Business Plans -
What is the difference? by Dana
Baldwin
l A Guide to Nonprofit Strategic
Planning
l Martin Reeves: Your strategy needs
a strategy
B. A collection of helpful
tools and tutorials for the
newcomer.
20. Chapter 5
Training activity Activity type: Group activity (preferably 5-6 people
per group)
Goals:
→ To foster communication and interpersonal
skills
→ To contribute to team-work, problem solving
and collaboration competencies
→ To develop intercultural communication
→ To give the participants a real-life case to work
on, according to the principles of lifelong learning
→ To enhance active learning practices
→ To foster the entrepreneurial dynamic of the
participants
→ To insert them in the world of management
→ To give them confidence and responsibility for
acting
A. Activity overview:
“7 Steps to Plan - 1 Way to
Succeed!”, Part I
21. Chapter 5
Training activity
Duration: One working day
Venue: TC room (does not require special
room)
Material(s): Flip-chart, writing material
(paper, pencils etc), working tables
Internet access: Desired and highly
recommended
A. Activity overview:
“7 Steps to Plan - 1 Way to
Succeed!”, Part II
22. Chapter 5
Training activity Participants will be assigned into working groups
(5-6 people each or according to the total
number of participants).
Then each group will casually be given one of the
case studies presented above. They will then be
asked to read the case studies very carefully and
discuss them with their fellow group mates.
About 20 to 30 minutes should be sufficient time
for preparation.
Alternatively, the participants could be asked to
create their own, imaginary enterprises, but in
this case the preparation will require more time
(about 1 hour to 90 minutes)
B. Preparation
23. Chapter 5
Training activity
Step 1: Get ready!
The participants are now the managerial
team of the corresponding case. They need
to assign roles to each one of the members
of their team by briefly justify their choices.
Step 2: Overview!
The participants will be asked to identify
and clarify the mission and vision
statements of the organisation as also its
values and culture.
Step 3: SWOT the plot!
Participants must perform a SWOT analysis:
Strengths, Weaknesses, Opportunities and
Threats.
C. Steps – Part I
24. Chapter 5
Training activity
Step 4: The PEST and Us!
Participants will perform a PEST analysis
(Political, Economic, Social and Technological) in
order to identify the key external (macro
environment level) forces that might affect an
organization.
Step 5: Top priorities!
All priorities need to be set and agreed as well
as broad strategies for handling critical issues
and what outcomes are to be sought. It is
important that the planning team agree on all
major and key priorities.
Step 6: Totality?
Participants should start putting all the bits
and pieces of the plan together. The type of
document they will use is up to them
Step 7: Show us what you’ve done!
Teams will present their work in front of all the
teams as well as the trainers.
C. Steps – Part II
25. Chapter 5
Training activity
As a final assignment the teams will be
asked to evaluate each others work. This
could be done either by a simple
conversation and a brain storming,
where each team takes turn and speaks
or in written manner, where each team
writes a small report.
Also, it could be that each team talks for
the rest or that they exchange strategic
plans by pairs of two.
D. Evaluation