Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
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-
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
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
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-
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
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
Training Slides of Workshop on the Strategic Planning Model, discussing the importance of Strategic Planning.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
التدريب يجب أن يكون جزء مكمل للتخطيط، فكل مؤسسة يجب أن تحتوي خطتها الإستراتيجية على وصف التدريب والتعليم كأساس لتحقيق الأهداف .
يجب أن يتم وضع مجموعة من الأهداف توفر فرص التدريب الفعال وقياس الأداء كجزء من عملية وضع الموازنة السنوية . والأكثر من ذلك يجب أن تصف وتعرف المؤسسة الموارد التي تحتاجها لتحقيق هذه الأهداف خلال خطة أداءهم السنوية، إن هذه العملية التخطيطية هي خطوة مهمة في تكامل وربط التدريب والتعليم لتحقيق أهداف المؤسسة .
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
تحية طيبة وبعد
أصدرت ( مؤسسة محمد وعبدالله السبيعي الخيرية ) دليل التخطيط التنفيذي ، وبإمكان كافة الجهات الربحية وغير الربحية الاستفادة من هذه الإصدارات المتميزة، التي بذل فيها الكثير من الوقت والجهد والمال.
مع الاحترام
شهدت السنوات الأخيرة دراسات عديدة تتناول استشراف المنظمات الخدمية فى عملية التخطيط الاستراتيجي ولحقت بتلك المنظمات ما تسمى بالمؤسسات التعليمية ومنها مؤسسات المعلومات لتحقيق عملية الجودة فى التعليم والبحث العلمي والعمل على الارتقاء بها ومن ضمن عناصر التخطيط الاستراتيجي لمؤسسات المعلومات الإعداد الجيد لبيان الرؤية والرسالة والقيم التى تتبعها تلك المؤسسات والتي باتت مسئولية مهنية وعلمية على المسوؤلين عن تلك المؤسسات فى القيام بخضوعها لمعايير التخطيط السليم والمحافظة على مواكبة مؤسسات المعلومات ركب التطور التقني فى تكنولوجيا المعلومات والاتصال وتطبيقات الويب 2.0 وتقنيات الرقمنة وما تقتنيه من مصادر المعلومات الالكترونية وقواعد البيانات، الأمر الذي يتطلب توفير فرص للإدارة الفاعلة والمعاصرة والارتقاء بها لتقديم خدمات معلومات جيدة تؤثر على كل من المستفيدين وأخصائيو المعلومات في ذات الوقت.
وانطلاقا من هذه الرؤية والتغييرات المتلاحقة في مجال مجتمع المعرفة، تناولت تلك الدراسة مفاهيم الإدارة والتخطيط الإستراتيجي فى مؤسسات المعلومات والسمات المطلوبة في تنفيذ وتصميم وإعداد الرؤية والرسالة بناء على أسس ومعايير مقترحة لها وخطوات صياغة الرؤية والرسالة، وتبين من الدراسة افتقار مؤسسات المعلومات السعودية بأنواعها المختلفة للأسس والمعايير العلمية السليمة التي تبنى عليها الرؤية والرسالة، لذا تحاول الدراسة وضع تخطيط مقترح لهذه الأسس والمعايير لتصميم بيان الرؤية والرسالة فى مؤسسات المعلومات العربية فى مجتمع المعرفة.
الكلمات الدالة:
التخطيط الاستراتيجي ، الإدارة الإستراتيجية، الرؤية، الرسالة، القيم، الأهداف، المعرفة، مؤسسات المعلومات
تحية طيبة وبعد
أصدرت ( مؤسسة محمد وعبدالله السبيعي الخيرية ) دليل التخطيط الاستراتيجي، وبإمكان كافة الجهات الربحية وغير الربحية الاستفادة من هذه الإصدارات المتميزة، التي بذل فيها الكثير من الوقت والجهد والمال.
مع الاحترام
Airbnb, Inc. Strategic Plan 2017-2021 MBA - strategic Management Assignment...Mohie Ismail
Airbnb, Inc. Strategic Plan 2017-2021
MBA - Assignment for strategic Management course
(Based on Harvard business review - case study June 2017 )
content :
History
Strategic Issues
Situational Analysis
Strategic Analysis and Choice
Recommended Strategy
Vision
Mission
Goals
Strategy
Objectives
establishment of the office equipment and employees in an organized manner,
office may run uninterrupted
resources of office have maximum utilization at minimum cost
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:
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Respond to each peer initial post with a response about 3-4 sentence.docxcarlstromcurtis
Respond to each peer initial post with a response about 3-4 sentences long.
Peer #1
Strategic planning guarantees that an organization stays important and receptive to the requirements of its locale and adds to organizational dependability and growth. It gives a premise to checking progress and for evaluating results and effect. It encourages new program improvement. Strategic planning empowers an organization to investigate the future in a methodical and precise way. From an administrative point of view, it’s planning empowers a Board to set arrangements and objectives to control the organization and gives a reasonable concentration to the Executive Director and staff for program usage and office administration. Most organizations comprehend the requirement for yearly program destinations and a program-centered work plan. Funders require them, and they give a premise to setting needs, arranging work, and evaluating progress. A developing number of Hispanic community-based organizations go past funder necessities to create yearly goals and working plans which additionally incorporate a deliberate plan for asset improvement, organizational advancement, and again Board advancement. Most gatherings think that it’s useful to characterize targets for a year span, and to outline techniques and projects to meet them (Bryson, 1995).
Non-profit Organization strategic planning is required by all substances towards making progress. Most organizations devise their own particular strategic plan, a report that expresses an organization’s objectives and targets, the fundamental advances and moves to achieve those objectives and other critical components that are produced in the midst of planning. The strategic plan basically centers around the future and recommends measures that an organization must take to accomplish its objectives. Strategic planning additionally helps in setting up simultaneousness around the coveted consequences of the predetermined targets. It coordinates an organization towards its objectives and surveys and modifies the general course of the organization in light of evolving conditions. It channels the issues that forestall organizational growth, and advance and recommends reasonable measures and ventures in amending these issues (Bryson, 1988).
A powerful strategic plan is a consequence of trained endeavors which at last characterize an organization, shapes and aides its exercises and capacities, orders its administrations and the purpose for its capacities and administration alongside a solid spotlight on what's to come. It imparts the general trip of an organization, the important activities that should have been taken for its growth and improvement and furthermore the routes by which it will survey its encouraging and assess its accomplishments. Through a system plan, NGOs can have smart thought and comprehension about its qualities and limits, shortcomings and issues and also assets. In this procedure, they can likewise ...
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.
1. Strategic Planning
Workshop for Strategic Management Students
Association (SMSA)
Moi University, 17th November, 2015
Daniel Were, Sector Specialist,
Peniel Development Consult
2. What is Strategic Planning?
Why Strategic Planning?
What does strategic planning answer?
What is Organizational Inquiry
Defining the Strategic Framework
Strategic Planning Methodology
How to envision the future
Action Planning
CAT
Overview:
3. Strategic planning provides a bridge to the future
The strategic planning process clarifies mission, comes to grips with the
internal and external environments, identifies major issues that demand
response and directs energy and resources towards creative and
positive initiatives
The strategic planning process develops strategic thinking, a prerequisite
for progressive change and improvement
Strategic planning is all about choosing the best goals while
applying visionary leadership to determine the desired future
(Speed and efficiency are not assets when you are travelling down
the wrong road)
Strategic leaders consistently ask questions about what new thing must
be done today in order to meet the challenges of tomorrow; what
should be done now to be ready for the opportunities that may
come our way next?
Some Facts:
4. Purpose: Planning begins with a clear sense of purpose or
mission with a “predestined” means to achieve the purpose,
called a strategy;
Strategic planning clarifies what an organization is, what it
is trying to achieve and how;
Having or determining a picture of the best desired future,
how that future could look like and the steps to get there;
Developing or a road map to a desired future;
Changing mentalities into longer term thinking, purpose,
cooperation, responsibility and accountability.
What is Strategic Planning?
5. Focus on the future: Planning begins with todays realities, but its
focus must always be on tomorrow’s opportunities
Capture a vision: A healthy dissatisfaction with present conditions is
often the spark that ignites a planning process.
Manage opportunities and threats: Not all changes are negative.
However, we must be wise enough to spot timely and fashionable
changes that are advantegeous to us while guarding against threats and
hazards
Devise effective strategies: Make systematic choices of how to
deploy resources within our means to achieve goals
Stimulate action: Action without planning is aimless, but planning
without action is fruitless.
Anticipate and respond to change: change is a certainty in our
world. So? Plan for change.Always!
Remain Flexible: It is impossible to determine the future clearly
Why Strategic Planning?
6. To affirm the organization … brainstorming
together and agreeing on values.
To discover our best ... What we are best at,
and strengthening the strong points
Clarifying future thinking ... Necessitates a
pause for re-orienting the organization,
considering alternatives, revisiting the vision
Transforming vision into action ... Outlining
the steps to get to the vision, for actualization
Cont …
7. Why does the organization exist? – Responded to through
a mission statement or a statement of purpose;
What gives your organization life and meaning? – the
energizing forces
What does your organization want to do? – This gives
proposals for the future
What does your organization do well? – This gives the
best practices
Where does your organization want to go? – Vision
statement
How will your organization get there? – The response to
that is an action plan.
What does Strategic Planning Answer?
8. Carried out to conduct a Strengths and Weaknessees analysis of
an organization by looking at:
Human resource capital (staff, skills, expertise, etc.)
Management style
Systems (human resources, accounts, information, etc.)
Inputs (human resources, revenue generated, etc.)
Outputs (service delivery, enabling environment, etc.)
Equity and gender balance (addressing existing disparities, etc.)
The environment and resource enquiry:
Examines the organizations relationship with stakeholders and partners
(looking at opportunities and threats)
Scrutinizes the financial situation (what would a favourable situation be
like?What is the fundraising target/strategy?)
Interrogates the political, ecological and social context
Organizational inquiry
9. This include the following aspects that must all fit together:
A clearly stated vision
A clear mission statement
Clear values
Overall goal of the organization
Immediate objectives of the organization
Key result areas on which the organization will focus
An understanding of the gap(s) between where the organization is
(currently) and where you want it to be (future)
The strategic framework gives coherence and clarity to the work of
the organization
Defining the Strategic Framework:
10. The Process of Defining the Strategic Framework
VISION
OVERALL GOAL
IMMEDIATE
OBJECTIVE
KEY RESULT
AREA
ACTION
PLANNING
MISSIONVALUES
PROBLEM
IDENTIFICATION
11. Strategic Planning Methodology Step #1: Identify the factors
affecting your County/
Constituency/ Village
Youth Forum, including
stakeholders’ interests
and concerns
Step #2: Build a
consensus on
specific
organizational
objectives and
outcomes to be
accomplished
Step #3: List the
blocks to
achieving the
desired future
or goals
Step #4: Create
strategies to
overcome the
blocks and
achieve the
desired
objectives
Step #5: Plot out
specific
(immediate)
actions,
assignments
and schedule
implementing
the strategies
1. ENVIRONMENTAL
SCAN
2. VISION
3. OBSTACLES
4. STRATEGIES
5. ACTION
PLANNING
12.
13. 1. Vision Statement – It is a concise expression of the
organization’s best future with the following desirable
characteristics:
Conveys what a people in the organization imagine possible
Must be shared
Is never impossed but is generated, understood, accepted
and lived by all
Broadly describes what the organization aspires to be and
the circumstances it intends to create
Communicates an organizations existance for external
relations
Strategic Orientation for the Organization
(Setting Strategic Goals)
14. Imagine in one or more years the following: (a)
What kind of organization will it be? (b) What will
the organization look like? (c) What will the
organization change?
Review the above questions and responses,
looking for common points.
Summarize all those possibilities presented into
one acceptable statement (that all those
involved can identify with ... And that describes
a state of being)
Drafting aVision Statement
15. Respond to the four questions listed in a previous
slide: why? Who? What? How? Where?
List the responses and take note of the ones that
best capture the purpose, target audience and the
business of the organization
Ensure the statements you create is consistent with
the vision statement
Seek consensus on the draft statement
Present it to other stakeholders and if agreeable,
adopt it as the most suitable organizations mission
statement
Drafting a Mission Statement
16. These are shared values or guiding principles
that underpin your work and relationship as an
organization
They are what individuals believe to be true
about themselves … eg.??
How one believes the world ought to be
There is need to clarify and reach consensus on
an organization’s values as it forms a basis for
making difficult decisions
OrganizationalValues
17. Step #1: Reflect on the vision statement then ask –
what are the values implicit in the vision that guide us as
we contribute towards it?
Step #2: List the values and value statements that come
up
Step #3:Agree in consensus what is shared and taken to
be the organization’s values
Drafting an Organization’sValues:
18. This is a broad response to “how the organization will get
there”
It outlines the practical and achievable action
Reviews the building blocks (inquiries into the organization
including the SWOT, vision, mission, etc)
Highlights of the gaps and strengths identified
Brainstorms and generates a range of specific actions that will
move the organization towards the desired future
From the list of actions we determine and consider: when they
will take place; who will be responsible; what forms of
technical assistance will be required (e.g. human and/or
financial resources, training, partnerships, equipment, etc)
It is presented, validated, endorsed and adopted
Developing the Action Plan
19. It is important to implement the strategic plan as soon
as it is endorsed
Carry out periodic monitoring and evaluation of the
strategic plan to ensure it is within the agreed
framework
Adjust the strategic plan according to the
organizations changing or emerging realities without
altering the vision, mission and goals
Inspire full participation of all parties and stakeholders
in the implementation of the proposed activities to
enhance transparency and accountability
Follow-up Action
20. Problem Coping
Strategy
Level of effectiveness Impact Proposed
Solution
Low Moderate High
Action Planning (Example of monitoring tool
for a climate change project)
22. “It is only when a mosquito lands
on your testicles that you realize
there is always a way to solve
problems without using violence”
- Chinese Proverb
23. 1) Looking at the devolved government structure in your
respective Counties of origin, how do you envisage your future
involvement in addressing youth unemployment issues as a
graduate?
2) List actors, their roles, activities and interventions contributing
to sustainable youth economic empowerment in your County
(considering the prevailing challenges to sustainable peace and
development)
3) Generate a 2-year strategic plan as your guide in handling youth
employment. (NOTETHE KEY PRIORITY AREAS)
CAT
24. Aii … Aii Mayi; Aii Aii …Mayi (x2)
OmwanaWanje
Aii Natembea Tira Omwana Natembea
The Small Frog and the Big Frog