This document discusses strategic planning and provides guidance on key elements of the strategic planning process. It defines strategic planning as creating a roadmap for an organization and explains why organizations strategically plan, noting that those with formal strategic plans in place perform at higher levels. The document outlines important pieces of the strategic planning puzzle, including mission, vision, values, analysis, goals, and metrics. It stresses the importance of stakeholder involvement and measuring performance.
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.
What is strategic planning? What makes strategic planning effective? How do I think strategically? In this slideshow, Gayle L. Gifford, ACFRE, President of Cause & Effect Inc. shares tips for creating a strategic plan that doesn't sit on a shelf.
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.
What is strategic planning? What makes strategic planning effective? How do I think strategically? In this slideshow, Gayle L. Gifford, ACFRE, President of Cause & Effect Inc. shares tips for creating a strategic plan that doesn't sit on a shelf.
Strategy discussions often fail to distinguish between making a usable strategy and using it once it is made. Resolving the confusion requires aligning the multiple perspectives and vocabularies that key players bring with them.
This presentation was part of a workshop held at Arvetica. It is a general introduction to strategic thinking for those unfamiliar with the field and guides through the schools of strategic thinking, gives a better understanding of dateless strategy icons and management gurus of our time. Learn how their ideas apply to your business setting and your daily work in order to improve your strategic performance.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
Strategic management as group of human beingsMiroslav Šebek
There is vast content on strategic management as managerial activity or process in literature and internet too. On opposite, there is almost no material on strategic management as organizational body comprising human beings in these sources. The goal of this presentation is to find exact borders of strategic management in an organization and explain in a few examples why such exact definition matters.
Most successful agencies utilize a business plan to drive their business activities during the year. And while 86% of high-growth agencies update their business plan every year, only 59% of average agencies do. Annual budgeting
is the lynchpin of any successful business plan and most agencies build out their budget year-after-year, but surprisingly, many do not. This issue of the MarshBerry Letter will examine the importance of incorporating an
annual budget into your business plan and the value of integrating a budget validation model.
When it comes to behavioral health/primary care integration, we are often forced to fly into unchartered areas in an effort to meet the needs of our patients and ongoing health care reform. Newaygo County Mental Health (NCMH) and Family Health Care (FHC) have been working collaboratively since 2010 to provide integrated health care. NCMH clinicians provide outpatient therapy services within two FHC federally funded Teen School-based Health Centers. NCMH recently added two Integrated Behavioral Health Clinicians to the FHC health center in White Cloud. This webinar will provide an overview of how primary care health centers and community mental health centers can partner to improve physical and behavioral health for their community.
Strategy discussions often fail to distinguish between making a usable strategy and using it once it is made. Resolving the confusion requires aligning the multiple perspectives and vocabularies that key players bring with them.
This presentation was part of a workshop held at Arvetica. It is a general introduction to strategic thinking for those unfamiliar with the field and guides through the schools of strategic thinking, gives a better understanding of dateless strategy icons and management gurus of our time. Learn how their ideas apply to your business setting and your daily work in order to improve your strategic performance.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
Strategic management as group of human beingsMiroslav Šebek
There is vast content on strategic management as managerial activity or process in literature and internet too. On opposite, there is almost no material on strategic management as organizational body comprising human beings in these sources. The goal of this presentation is to find exact borders of strategic management in an organization and explain in a few examples why such exact definition matters.
Most successful agencies utilize a business plan to drive their business activities during the year. And while 86% of high-growth agencies update their business plan every year, only 59% of average agencies do. Annual budgeting
is the lynchpin of any successful business plan and most agencies build out their budget year-after-year, but surprisingly, many do not. This issue of the MarshBerry Letter will examine the importance of incorporating an
annual budget into your business plan and the value of integrating a budget validation model.
When it comes to behavioral health/primary care integration, we are often forced to fly into unchartered areas in an effort to meet the needs of our patients and ongoing health care reform. Newaygo County Mental Health (NCMH) and Family Health Care (FHC) have been working collaboratively since 2010 to provide integrated health care. NCMH clinicians provide outpatient therapy services within two FHC federally funded Teen School-based Health Centers. NCMH recently added two Integrated Behavioral Health Clinicians to the FHC health center in White Cloud. This webinar will provide an overview of how primary care health centers and community mental health centers can partner to improve physical and behavioral health for their community.
Software Advice BuyerView: Mental Health Software 2014Software Advice
We recently reviewed interactions with mental health software buyers to uncover their most frequent pain points and motivations for purchasing new software.
My talk about customer discovery and understanding customer needs from the 2015 Lean Startup Conference in San Francisco, CA. Based on the book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
When leaders confuse visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift. They must first address five much more fundamental--and difficult--questions. Among these: What business or businesses should your company be in? Who are your target customers? What are your value propositions to those customers? And perhaps most importantly, what will be your differentiating capabilities?
Innovative service companies today recognize that they can supercharge profits by acknowledging that different groups of customers vary widely in their behavior, desires, and responsiveness to marketing. Federal Express Corporation, for example, has revolutionized its marketing philosophy by categorizing its business customers internally as the good, the bad, and the ugly--based on their profitability. Rather than marketing to all customers in a similar manner, the company now puts its efforts into the good, tries to move the bad to the good, and discourages the ugly.(n1) Similarly, the customer service center at First Union, the sixth-largest bank in the U.S., codes customers by color squares on computer screens using a database technology known as "Einstein." Green customers are profitable and receive extra customer service support while red customers lose money for the bank and are not granted special privileges such as waivers for bounced checks. Providing different service to customers depending on their profitability is becoming an effective and profitable service strategy for firms like FedEx, U.S. West, First Union, Hallmark, GE Capital, Bank of America, and The Limited. These firms have discovered that they need not serve all customers equally well--many customers are too costly to do business with and have little potential to become profitable, even in the long term. While companies may want to treat all customers with superior service, they find it is neither practical nor profitable to meet (and certainly not to exceed) all customers' expectations. Further--and probably more objectionable to quality zealots--in most cases it is desirable for a firm to alienate or even "fire" at least some of its customers. While quality advocates may be offended by the notion of serving any customer in less than the best possible way, in many situations both the company and its customers obtain better value
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
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:
Let’s start with what I suggest are some fundamental misconceptions about strategic planning. The biggest misconception is that strategy and planning are one in the same. How often, for example, do you hear people equate strategic planning with a “blueprint” or a “roadmap?” While those words are good metaphors for the word, “plan,” they fail substantially in capturing the meaning of “strategic” or “strategy.”
1. Strategic Planning:
What Is It? Key Pieces To
The “Planning” Puzzle?
g
Why Engage?
Written & Prepared By:
Philip C. Hickmon
CEO and President of Synergy
Allied LLC
1
3. What Is
Strategic
Planning?
It is a road map of
sorts…
This is where
organizations large and
small, define critical
business strategies.
Helps to provide
direction and focus for
parties.
all parties
“The best way to predict the future is
The
to create it.“
~ Peter F. Drucker
9/19/2007
4. Why Do
Organi ations
Organizations
“Strategically Plan?”
Organizations that
perform at the
highest l
hi h t levels h
l have
some sort of
formalized strategic
plan in place
Implementation is
critical—
critical—if you don’t
don t
allocate resources to
vital functions you will
flounder in attempts
to be successful and
competitive
9/19/2007
5. Mission (Purpose)
The “mission statement,” is a
mission statement
concise statement of “what
what
business we’re in.”
Usually has both an internal
dimension (a description of
di i ( d i ti f
functional activities,
activities,
products and services) and
services)
an external dimension (an
answer to the question,
“Who buys it, and why?”).
Defines organization’s
D fi i ti ’
“playing field” and sets the
g g
stage for the strategies
which follow
9/19/2007
6. Vision determines the
DIRECTION of the
organization
Vision
Vi i must reflect values and
t fl t l d
culture.
culture. This is “who we really
want to be, which includes our
dreams and aspirations ”
aspirations.”
A well-articulated vision should
well-
always balance the risks of
choosing an alternative
strategy.
In other words: There
must always be room for
opportunity
opportunity which leaves
open the possibility of
new strategies (emerging)
9/19/2007
7. Values
Traits or qualities that are
considered worthwhile; ;
they represent an
individual’s highest
p
priorities and deeply held
py
driving forces
Core values--Governing
values--Governing
Values
In other words: How
we want people to
behave with each other
in the organization, how
the organization will
customers,
treat customers
providers, suppliers
and the community
9/19/2007
8. Not “Strategically
Planning” IS Costly
Leading cause of
failure in
organizations is
g
not having a
strategic plan
(McKinsey R
(M Ki Report)
t)
Logic: Wander
aimlessly with
priorities changing
constantly and
employees confused
about the purpose of
their jobs
9/19/2007
9. Why is Wayne Gretzky
one of pro hockey s all-
hockey's all-
time greats?
He k t d to h
H skated t where th puck was
the k
going to be, not where it was
He literally anticipated his
teammates'' moves and d
competitors' reactions, he
dynamically positioned himself to
take the h t
t k th shot
This strategy has been tested (not
just theory)--- a system can make
it t the top using a similar
to th t i i il
approach
THE POINT: Failing to look
around or ahead is like skating
blindfolded. We will never know
how close we are to the goal
9/19/2007
10. Analysis w/o Paralysis
Is CRITICAL
Center on developing plans for
the future to develop a sober
assessment of your strengths,
weaknesses, opportunities and
threats as an organization
Those areas where you do well
will help you to determine what
you will attempt to capitalize on.
Those areas where you do not do
y
well may be important areas for
improvement strategies
The key is to obtain both external
and internal input.
input
9/19/2007
11. What Do You Have
With t “Sound”
Without “S d”
Planning
Have to rely
upon the short-
sightedness of
our competition.
Expectations are
E t ti
developed in a
void.
void
Don’t simply gather
hard data to draw
conclusions, soft
l i ft
data counts too.
9/19/2007
12. Implications Of
Building A
B ildi
Framework
Solidifies Alignment
Communication with key
business systems and
processes
Gives Organization an
Advantage
Strategic planning is a
y
way to make a little of
your own luck $$$
9/19/2007
13. Why Get
“Involved” In A
Strategic Planning
Process?
“You cannot understand
the parts of a system if
you do not investigate
the component parts
of a whole and their
relations in making up
the whole.
whole.”
~ Unknown
9/19/2007
14. How Do You Partner
With Stakeholders?
Partner and Commit: See it
through with them
Pay Care to the fundamentals
of Strategic planning
Mission: Your purpose
Vision: Desired future
Food For Thought:
Learn before You leap: Don’t
assume
Focus Q: Is what we want to
do fiscally responsible?
What is the worth and value?
Keep the communication
drivers real and simple
9/19/2007
15. Measure
EVERYTHIING
To track the implementation
schedule,
schedule budget and progress,
progress
use a measurement system from
productivity to rate calculations.
Compare against fi
C i t financial
i l
summary
Anything that costs $$ is relevant
Consider using a system that
also measures the intangibles--
management effectiveness,
innovation and potential for
further progress
This is actually moving from
strategic planning to strategic
management
9/19/2007
16. Let’s
Let s Put The
Puzzle Together…
Why do we exist as an
organization? Our Mission
Statement.
Where should we start? SWOT
Analysis.
Focus on internal and external
stakeholders--core
stakeholders--core processes
Where Are We Going? Vision
Statement
What would tell us if we arrived?
Metrics (measure performance on
EVERYTHING—
EVERYTHING—satisfies the
business case)
9/19/2007
17. The End
Some Parting
Wisdom……
In my experience, I have
realized that strategic
planning is a tool, not a
tool,
substitute for the
exercise of judgment by
j g y
leadership.
9/19/2007