Why Strategic Plans Gather Dust is a practical and realistic approach to strategic planning that will help your organization achieve growth and success. Be sure to contact Peter at Rennick, Hoppe & Associates if you require professional assistance with your next strategic plan.
This document discusses strategic planning and provides guidance on developing strategic plans that are effective and avoid becoming neglected. It recommends keeping plans focused on 3-5 key priorities, making them simple to understand and track progress. The planning process should involve key stakeholders and identify priorities through discovery and analysis of changes, strengths, weaknesses, opportunities and threats. The resulting plan should establish a few concise, measurable recommendations to guide the organization for the next 3-4 years.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
Strategic planning plays roles in communicating and controlling strategy, rather than formulating it. Strategy often emerges informally based on experience within an organization's culture. Planning draws together emerging strategy and provides structure, but does not direct its development. Intended strategy results from formal planning, but emergent strategy develops through everyday activities. Both routes influence realized strategy.
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
The document discusses planning, performance monitoring, and social accounting for organizations. It provides reasons why organizations plan, how to monitor a project's performance through reviewing objectives, responsibilities, and results. It also explains how to conduct social accounting through stakeholder engagement to assess social, economic, and environmental impacts and improve organizational performance.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
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 document discusses strategic planning and provides guidance on developing strategic plans that are effective and avoid becoming neglected. It recommends keeping plans focused on 3-5 key priorities, making them simple to understand and track progress. The planning process should involve key stakeholders and identify priorities through discovery and analysis of changes, strengths, weaknesses, opportunities and threats. The resulting plan should establish a few concise, measurable recommendations to guide the organization for the next 3-4 years.
The document outlines a strategic planning and implementation framework called StraPP for a school management division. It discusses why StraPP is needed, how it can be used as a communication, measurement and strategic management tool. It then provides details on the strategic planning process, including developing a mission, values, vision, objectives and performance measures to map strategies across key perspectives like clients, operations, learning and growth, and budget. The framework is intended to help align initiatives so staff can better understand and execute their roles.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
Strategic planning plays roles in communicating and controlling strategy, rather than formulating it. Strategy often emerges informally based on experience within an organization's culture. Planning draws together emerging strategy and provides structure, but does not direct its development. Intended strategy results from formal planning, but emergent strategy develops through everyday activities. Both routes influence realized strategy.
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
The document discusses planning, performance monitoring, and social accounting for organizations. It provides reasons why organizations plan, how to monitor a project's performance through reviewing objectives, responsibilities, and results. It also explains how to conduct social accounting through stakeholder engagement to assess social, economic, and environmental impacts and improve organizational performance.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
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 document discusses guidelines for successfully implementing strategies and plans. It covers:
1. Developing programs, projects, budgets, and processes to bring strategies to life and create value.
2. Desired outcomes of implementation including public value, understanding of what needs done, debugging difficulties, evaluating goals, and retaining important strategy features.
3. Benefits like creating public value, avoiding failure, gaining support and building self-esteem.
4. The role of budgets in implementation and suggestions to avoid gaps between budgets and plans.
5. General process guidelines for implementation including planning, managing change, building resources, and emphasizing learning.
This document discusses tools for engaging employees in strategic planning. It describes a three-phase strategic planning process that includes structuring the process, gathering information, synthesizing goals and plans, and implementing the plan. The process involves establishing a strategic planning team, surveying stakeholders, reviewing the mission and vision, conducting a SWOT analysis to identify strengths, weaknesses, opportunities and threats, and developing strategic goals and targets to guide implementation.
This document provides definitions for many terms related to strategic planning for community benefit organizations. It defines key concepts like mission, vision, stakeholders, strategic directions, strategic plan, goals, and operational plan. The document emphasizes that the most important part of strategic planning is improving the community, not the specific terminology used.
This document discusses initiating and agreeing on a strategic planning process. It outlines the key steps in reaching an initial agreement, which should cover the purpose of the effort, who will be involved, the process steps, and committing resources. An opening retreat can help key decision makers reach agreement. The initial agreement establishes an oversight committee and planning team. It's important to initiate the process, get sponsorship, and do stakeholder analysis to identify the right people to forge the agreement. The goals are to get widespread recognition of the effort and maintain support throughout the process.
Case Study: Strategy / Strategic Plan for Charity / Non-ProfitChief Innovation
This strategic plan document outlines a strategic planning process for a regional non-profit organization. It includes an analysis of the organization's internal and external environments, identifies key strategic directions and decisions, and provides a framework for the non-profit to develop metrics and an implementation plan. The consulting firm developed an initial strategic plan document to guide the non-profit's board and staff in further fleshing out and executing the strategy.
The document discusses various perspectives on strategy, including strategy as rivalry, alignment processes, learning and emergence, co-creation, and cognition. It provides examples of different strategic approaches including blue ocean strategy, environmental configuration, and collaboration intensity. Barriers to strategy execution are outlined.
This document summarizes Bryson Chapter 7, which covers steps 6 and 7 of strategic planning: formulating and adopting strategies and plans. Step 6 involves creating a set of strategies to address strategic issues and link the organization to its environment. Step 7 is gaining approval to implement the strategies. The document outlines two approaches to strategy development and discusses guidelines for the process, including considering a variety of options, evaluating alternatives, developing a formal strategic plan, and ensuring adoption through a normative process that engages stakeholders.
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
Why use a strategic planning facilitator 8 reasons SME Strategy ConsultingAnthony C Taylor
The document outlines 8 reasons to use a facilitator for strategic planning sessions. It states that a facilitator allows everyone to participate freely, has a specialized strategic planning process, and can ask questions to uncover key issues without personal attacks. Additionally, a facilitator remains neutral, sets a committed tone, keeps discussions on track and productive, is experienced in managing groups, and can help organizations make strategic changes by an external party setting the initial direction. Using a facilitator brings organizations to new levels of teamwork and effectiveness for strategic planning.
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.
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.”
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!
Planning and strategic planning involve thinking about and organizing activities to achieve goals. Strategic planning determines objectives, resources, and policies to attain objectives. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Common strategic planning tools include TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis. The TOWS matrix develops strategies by matching strengths/weaknesses with opportunities/threats. The BCG matrix evaluates products based on market growth and share. Porter's analysis identifies low-cost/differentiation focus strategies. SERVO examines strategy, environment, resources, values, and organization interactions.
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.
Strategic Planning Workshop BY Francis Karugu, MSc, BComm, CPAFrancis Karugu
The document outlines plans for a strategic planning workshop at CDCL on February 14, 2014. The objectives are to understand strategic plans, define CDCL's 2014-2017 plan, and agree on implementation actions. Key topics to be covered include defining CDCL's vision, mission, values, current situation through a SWOT analysis, strategic issues, objectives, success factors, stakeholders, competitors, and implementation and monitoring plans. The workshop aims to develop a strategic plan to guide CDCL over the next three years.
This document provides guidance on developing a successful business plan for a museum or cultural organization. It recommends involving all levels of the organization to ensure accurate information and buy-in. The business plan should include an executive summary, organizational overview with vision and values, strategic aims and objectives, internal and external analysis, financial plans, and monitoring processes. Developing the plan takes 6-8 weeks typically and an away day can encourage fresh thinking. The guidance then outlines what to include in each section to create an effective roadmap for achieving organizational goals.
Strategic planning can help public and nonprofit organizations fulfill their missions more effectively by creating public value and satisfying stakeholders. However, there are challenges to overcome for strategic planning to be successful. The document provides advice on getting started with strategic planning, including starting where the organization currently is, having a compelling reason to plan strategically, and tailoring the process to the specific organization. It also notes that the biggest benefits may come from unexpected areas like improved teamwork and morale. Strategic planning is not suitable for every organization in situations where there are insufficient resources, costs outweigh benefits, or implementation is unlikely.
Strategic planning determines an organization's goals and plans. This document discusses strategic planning models and their benefits. It describes the "basic", "goal-based", "alignment", and "organic" models. It also covers an alternative model called "Appreciative Inquiry", which focuses on an organization's strengths rather than problems. The document provides guidance on strategic planning including when to conduct it, who should be involved, and how to avoid pitfalls.
Rennick, Hoppe & Associates is a fund development and marketing company. They provide various services including strategic planning, direct response programs, corporate partnerships, media strategies, and creative writing. Lee Rennick and Peter Hoppe have over 45 combined years of experience in fundraising and marketing. They take a collaborative approach and focus on achieving clients' goals.
RHA offers a 7-step strategic planning process to help organizations prepare for 2011 and beyond. The process includes conducting a half-day planning session, interviews, an evaluation of current operations, recommendations for growth, developing a 2-3 year action plan and quarterly objectives, and a final PowerPoint report. RHA has developed strategic plans for many nonprofit organizations and can also provide additional fundraising and marketing services.
This document discusses guidelines for successfully implementing strategies and plans. It covers:
1. Developing programs, projects, budgets, and processes to bring strategies to life and create value.
2. Desired outcomes of implementation including public value, understanding of what needs done, debugging difficulties, evaluating goals, and retaining important strategy features.
3. Benefits like creating public value, avoiding failure, gaining support and building self-esteem.
4. The role of budgets in implementation and suggestions to avoid gaps between budgets and plans.
5. General process guidelines for implementation including planning, managing change, building resources, and emphasizing learning.
This document discusses tools for engaging employees in strategic planning. It describes a three-phase strategic planning process that includes structuring the process, gathering information, synthesizing goals and plans, and implementing the plan. The process involves establishing a strategic planning team, surveying stakeholders, reviewing the mission and vision, conducting a SWOT analysis to identify strengths, weaknesses, opportunities and threats, and developing strategic goals and targets to guide implementation.
This document provides definitions for many terms related to strategic planning for community benefit organizations. It defines key concepts like mission, vision, stakeholders, strategic directions, strategic plan, goals, and operational plan. The document emphasizes that the most important part of strategic planning is improving the community, not the specific terminology used.
This document discusses initiating and agreeing on a strategic planning process. It outlines the key steps in reaching an initial agreement, which should cover the purpose of the effort, who will be involved, the process steps, and committing resources. An opening retreat can help key decision makers reach agreement. The initial agreement establishes an oversight committee and planning team. It's important to initiate the process, get sponsorship, and do stakeholder analysis to identify the right people to forge the agreement. The goals are to get widespread recognition of the effort and maintain support throughout the process.
Case Study: Strategy / Strategic Plan for Charity / Non-ProfitChief Innovation
This strategic plan document outlines a strategic planning process for a regional non-profit organization. It includes an analysis of the organization's internal and external environments, identifies key strategic directions and decisions, and provides a framework for the non-profit to develop metrics and an implementation plan. The consulting firm developed an initial strategic plan document to guide the non-profit's board and staff in further fleshing out and executing the strategy.
The document discusses various perspectives on strategy, including strategy as rivalry, alignment processes, learning and emergence, co-creation, and cognition. It provides examples of different strategic approaches including blue ocean strategy, environmental configuration, and collaboration intensity. Barriers to strategy execution are outlined.
This document summarizes Bryson Chapter 7, which covers steps 6 and 7 of strategic planning: formulating and adopting strategies and plans. Step 6 involves creating a set of strategies to address strategic issues and link the organization to its environment. Step 7 is gaining approval to implement the strategies. The document outlines two approaches to strategy development and discusses guidelines for the process, including considering a variety of options, evaluating alternatives, developing a formal strategic plan, and ensuring adoption through a normative process that engages stakeholders.
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
Why use a strategic planning facilitator 8 reasons SME Strategy ConsultingAnthony C Taylor
The document outlines 8 reasons to use a facilitator for strategic planning sessions. It states that a facilitator allows everyone to participate freely, has a specialized strategic planning process, and can ask questions to uncover key issues without personal attacks. Additionally, a facilitator remains neutral, sets a committed tone, keeps discussions on track and productive, is experienced in managing groups, and can help organizations make strategic changes by an external party setting the initial direction. Using a facilitator brings organizations to new levels of teamwork and effectiveness for strategic planning.
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.
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.”
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!
Planning and strategic planning involve thinking about and organizing activities to achieve goals. Strategic planning determines objectives, resources, and policies to attain objectives. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Common strategic planning tools include TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis. The TOWS matrix develops strategies by matching strengths/weaknesses with opportunities/threats. The BCG matrix evaluates products based on market growth and share. Porter's analysis identifies low-cost/differentiation focus strategies. SERVO examines strategy, environment, resources, values, and organization interactions.
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.
Strategic Planning Workshop BY Francis Karugu, MSc, BComm, CPAFrancis Karugu
The document outlines plans for a strategic planning workshop at CDCL on February 14, 2014. The objectives are to understand strategic plans, define CDCL's 2014-2017 plan, and agree on implementation actions. Key topics to be covered include defining CDCL's vision, mission, values, current situation through a SWOT analysis, strategic issues, objectives, success factors, stakeholders, competitors, and implementation and monitoring plans. The workshop aims to develop a strategic plan to guide CDCL over the next three years.
This document provides guidance on developing a successful business plan for a museum or cultural organization. It recommends involving all levels of the organization to ensure accurate information and buy-in. The business plan should include an executive summary, organizational overview with vision and values, strategic aims and objectives, internal and external analysis, financial plans, and monitoring processes. Developing the plan takes 6-8 weeks typically and an away day can encourage fresh thinking. The guidance then outlines what to include in each section to create an effective roadmap for achieving organizational goals.
Strategic planning can help public and nonprofit organizations fulfill their missions more effectively by creating public value and satisfying stakeholders. However, there are challenges to overcome for strategic planning to be successful. The document provides advice on getting started with strategic planning, including starting where the organization currently is, having a compelling reason to plan strategically, and tailoring the process to the specific organization. It also notes that the biggest benefits may come from unexpected areas like improved teamwork and morale. Strategic planning is not suitable for every organization in situations where there are insufficient resources, costs outweigh benefits, or implementation is unlikely.
Strategic planning determines an organization's goals and plans. This document discusses strategic planning models and their benefits. It describes the "basic", "goal-based", "alignment", and "organic" models. It also covers an alternative model called "Appreciative Inquiry", which focuses on an organization's strengths rather than problems. The document provides guidance on strategic planning including when to conduct it, who should be involved, and how to avoid pitfalls.
Rennick, Hoppe & Associates is a fund development and marketing company. They provide various services including strategic planning, direct response programs, corporate partnerships, media strategies, and creative writing. Lee Rennick and Peter Hoppe have over 45 combined years of experience in fundraising and marketing. They take a collaborative approach and focus on achieving clients' goals.
RHA offers a 7-step strategic planning process to help organizations prepare for 2011 and beyond. The process includes conducting a half-day planning session, interviews, an evaluation of current operations, recommendations for growth, developing a 2-3 year action plan and quarterly objectives, and a final PowerPoint report. RHA has developed strategic plans for many nonprofit organizations and can also provide additional fundraising and marketing services.
Check out this internet safety graphic novel! "Who R U Really Talking 2?" Created and produced for the Ontario Block Parent® Program by Rennick, Hoppe & Associates and Palamar Graphics/Illustrations Inc. A graphic novel that is designed specifically for children grades 1-8 to learn about how to use the internet safely. Our main character Amanda unwisely decides to meet up with a stranger she met on the internet. Read the book to see what happens, but remember, it's a graphic novel so you must start from the end to read from the beginning!
Essential things that should always be in your carEason Chan
A driver can bail out of a lot of sticky situations if he plans ahead. More often than not, things go south on you when you think nothing could go wrong. So it pays to hope for the best and plan for the worst, especially on the road. Here are some things that should always be kept in your car for all those just in case moments.
What happens when the digital tools and platforms we make and use for communication and entertainment are hijacked for terrorism, violence against the vulnerable and nefarious transactions? What role do designers and developers play? Are we complicit as creators of these technologies and products? Should we police them or fight back? As Portfolio Lead for Northern Lab, Northern Trust's internal innovation startup focused on client and partner experience, Antonio will share a mix of provocative scenarios torn from today's headlines and compelling stories where activism and technology facilitated peace—and war.
As a call-to-action for designers and developers to engage in projects capable of transformational change, he'll explore the question: How might technology foster new experiences to better accelerate social activism and make the world a smarter, safer place?
Shoppers are expected to spend more on back-to-school shopping this year, with an average of $488 anticipated to be spent. Most shoppers will do the majority of their shopping in physical stores, though technology purchases are more likely to be made online. Research is done digitally before purchases are made in stores. Spending is heaviest on traditional items like clothing, shoes, and school supplies, though those buying computers or gadgets will spend the most overall. Early shopping and following school-recommended lists influences higher spending.
This document outlines an organizational training program on enhancing strategic execution culture. The program aims to help participants understand strategic execution concepts, learn the key pillars of effective strategic execution, and acquire techniques to improve transforming strategies into actions. The key pillars of execution discussed are alignment, architecture/governance, ability, agility, and atmosphere. The training will explore why execution matters, what execution is, and causes of strategy-execution failure. Participants will develop an action plan to assess their organization's strengths and areas for improvement in strategic execution.
The document outlines the 4 core components of strategic planning:
1) The Whys - Understanding the reasons for developing a strategy such as setting direction, alignment, and communication.
2) The How - A simple and scalable strategic planning approach called the Drivers Model involving situation assessment, defining vision/mission/goals, and identifying barriers, critical success factors, and priority strategies.
3) The Whats - Having shared terms and definitions for the strategic plan elements such as vision, mission, goals, objectives, strategies and priorities.
4) The Who - Selecting the right facilitator to guide the strategic planning process in an expert, neutral and committed manner.
Strategically Planning Your Nonprofit's Way to SuccessGrace Dunlap
In this 1 hour webinar hosted by CharityNet USA, we discuss the benefits of having a strategic plan for your organization and how it can lead the way to success! For more information on strategic plans, please visit: http://www.charitynetusa.com/nonprofit_strategic_planning.php
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.
Strategic Planning The PROCESS Handout 2024.pdfBloomerang
The document discusses the importance of strategic planning for non-profits, providing an overview of the strategic planning process including defining a plan, securing buy-in, identifying stakeholders, conducting an environmental scan, creating a multi-year plan, and tips for an effective process. It is a presentation from the consulting group Funding for Good on how to develop a strategic plan that produces results for an organization.
Leadership development plans should include specific, measurable goals that are focused on one or two high-impact areas and linked to business needs. The plan should use a 70-20-10 framework with most activities being experiential. Leaders should revisit their plans quarterly and get feedback to ensure the plan drives results and learning over time. An effective plan template includes sections for development goals, desired outcomes, strengths/needs, business context, development actions, and success factors.
The document provides an overview of various organizational development concepts such as strategic planning, operational planning, governance, mission and vision statements, resource development, and human resources management. It discusses the purpose and components of strategic and operational planning, the importance of governance structures, how to develop mission and vision statements, and considerations for resource development and human resources management. The overall document serves as a useful reference for understanding different aspects of organizational capacity assessment and development.
Here are 10 keys for successful implementation of strategic planning: 1. Clear Vision and Mission Statements 2. Comprehensive Situation Analysis 3. Engage Stakeholders 4. Set Clear Objectives and Goals 5. Prioritize Initiatives
The document discusses key aspects of policy formulation, strategy formulation, and project implementation. It defines what policy and strategy are, outlines the processes of formulating policy and strategy, and describes approaches to implementing projects. Some challenges of policy formulation and strategy formulation discussed include lack of data, political pressures, limited resources and expertise. The importance of effective policy formulation, strategy formulation and project implementation for achieving organizational goals is also highlighted.
This document discusses strategy and planning management. It defines strategy as a high-level plan to achieve goals with limited resources. Planning is the process of organizing activities to achieve desired goals. Strategy and planning management provides the ability to set long-term goals, provide guidance to meet initiatives, support risk management, and measure success. The document also introduces the strategy-on-a-page template to align strategies, goals, tactics, and measurements throughout an organization. Examples of completed strategy-on-a-page templates for a financial services and information technology company are also included.
Strategic Planning Cycle & Tactics ( A to Z ).ppsxMarwan Abdu
The document outlines the strategic planning process, including analyzing the internal and external environment to understand where the organization currently stands, defining the vision and goals for where it wants to go, and developing strategies and implementation plans to achieve those goals. It discusses the key phases of strategic planning, from assessing the situation to formulating strategies to implementing operational plans and monitoring performance. Various methods are also presented that can be used during each phase of the strategic planning process.
The document provides guidance on formulating a successful business strategy. It discusses that strategic planning is important for setting a unified vision, combating cognitive biases, and tracking progress towards goals. When setting strategic goals, companies should ensure goals are purpose-driven, long-term, actionable, and measurable. Key factors for successful strategy formulation include starting with organizational purpose, considering global events and trends, examining data and case studies, setting and communicating goals, and viewing strategy as an ongoing process.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Is Strategic Planning really worth the effort? And is it needed in all types and sizes of organizations? We demonstrate 3 ways that Strategic Planning improves business performance and provide tips on how to use effectively.
How to Hold a Business Strategy Session - Ellie RogersEllie Rogers
Hosting a successful business strategy session involves several key steps. From setting clear objectives and goals to evaluating progress, each stage plays a vital role in the process. FREE resource including swipe files & templates so that you can hold Strategy sessions for you and your business that'll help you plan your best year yet!
2015-09-08 Preparing Your Organization and Yourself for a Successful TransitionRaffa Learning Community
This document discusses preparing organizations and leaders for successful transitions through sustainability and succession planning. It covers the four core elements of sustainability planning: business model/strategy, leadership, resources, and culture. It also examines three approaches to succession planning: succession essentials, leader development, and departure-defined. The document provides tools and best practices for sustainability and succession planning, including assessments and discussing it as a form of risk management. It promotes introducing these practices broadly across an organization to ensure continuity of leadership and operations.
The document discusses performance leadership and increasing organizational performance. It addresses the top challenges leaders face in 2011, including excellence in execution, improvements to profitability, and engaging the workforce. It also discusses translating potential to performance through strategic focus, leadership alignment, and productive synergy. Leaders are advised to focus on strategic drivers, know their people's capabilities, and develop individual operational leadership through focus, strategy, and follow through.
1. WHY STRATEGIC
PLANS GATHER DUST
A practical and simplified approach
to planning for organizational and
fund development success.
Presented at the 2011 Association of
Peter Hoppe Fundraising Professionals Congress
Toronto
2. OUR EXPERIENCE IN
STRATEGIC PLANNING
Canadian Association of Naturopathic Doctors
Coalition of Family Physicians
Scarborough Centre for Healthy Communities
Junior Achievement of Central Ontario
Pathways for Children and Families in York Region
Station Gallery
YWCA Canada
HIV/AIDS Legal Clinic of Ontario (HALCO)
Canadian Childcare Federation
Luke’s Place Strategic Planning is
Boys and Girls Club of Peel one of seven core
services we provide.
3. WHY DO WE ADVOCATE
STRATEGIC PLANNING
It allows us to learn where our clients have been
It allows us to better understand where our clients want to go
It either supports or contradicts fund development goals and desires
Strategic Planning
provides valuable
information about an
organization and the
cause they serve.
4. WHY YOU SHOULD ADVOCATE
STRATEGIC PLANNING
An opportunity to learn about your organization
An opportunity to learn about the cause you serve
Builds organizational consensus and harmony
Helps you to allocate resources effectively and efficiently
Allows you to plan for success and prevent failure
The process of
Strategic Planning
is as important as
the outcome.
5. THE DEFINITIVE STRATEGIC PLAN MODEL
There is none
Strategic plans come in many shapes and sizes
Even approaches to strategic planning vary
Build a Strategic Planning
model that works for you
and your organization.
6.
7. WHY DO STRATEGIC PLANS GATHER DUST?
Too time consuming and complex
Too all encompassing and over-reaching
Too many recommendations and goals to track
They don’t have benchmarks to measure progress
Not viewed as an ongoing process
Not dynamic or flexible enough to accommodate change
Lack of commitment to the process
No strategy to measure progress
8. STRATEGIC PLANS THAT STAY ALIVE
Focused on priorities
Three to five key recommendations
Simple to read and comprehend
Easy to adapt
Easy to track & measure
A commitment to the process after the plan has been finished
Your strategic plan does not
have to do everything for
everyone. Focus your plan
on organizational and fund
development priorities.
9. The more goals and
recommendations you try to
incorporate in your plan the more
likely your plan will gather dust.
10. STRATEGIC PLANNING OPTIONS
Plans to advance your organization and mission
Plans to promote your cause – public awareness
Plans to improve revenue generation
Plans that blend all of the above
Effective Strategic
Planning combines
organizational goals with
organizational capacity.
11. STRATEGIC PLANNING GUIDELINES
Simple & Practical
Realistic & Achievable
Measurable & Trackable
Dynamic & Flexible An effective strategic plan
is a living document of
the most important goals
you want to achieve in
the next 3 to 4 years.
12.
13. STRATEGIC PLAN TIME FRAMES
Two Years: Too brief to incorporate major changes or goals
Three Years: Optimal balance between keeping pace with
change and repeating the planning process
Five years: Difficult to project five years in advance
Choose a shorter time
frame if your organization
is impacted by constant or
rapid change.
14. WHO SHOULD PARTICIPATE IN THE
STRATEGIC PLANNING PROCESS
Volunteer Leadership
Staff leadership
Program & Services Leadership
Fund Development & Marketing Leadership
Financial Leadership
A task force of 5 to 6
motivated and
knowledgeable
individuals.
15. AN IDEAL STRATEGIC PLANNING TEAM
Board of Directors President or Vice-President
Organization President, CEO or Executive Director
Director of Fund Development & Marketing
Director of Programs and Services
Director of Finance
Yes, strategic planning is
that important!
16. MISSION ,VISION & CHANGE
Your organization’s greatest challenge is change
Change impacts your:
Cause
Mission Strategic planning is a
Vision great opportunity to
review the relevance of
Markets
your Mission and Vision
Programs & Services Statement.
Future
17.
18. STEP 1: ADDRESS THE CHANGE
THE DISCOVERY SESSION
A half-day, full day or weekend session to discuss
1. The status of your last strategic plan
2. The primary changes that have occurred in your environment
3. The relevance of your Mission and Vision Statement
4. Three or four key priorities for your organization
Don’t try to accomplish
everything here. It’s an
opportunity to discover.
19. STEP 1: ADDRESS THE CHANGE
THE DISCOVERY SESSION
The discovery session is your opportunity to include everyone who is
important to the organization.
Stakeholders
Beneficiaries
Volunteers Everyone should have an
Staff opportunity to help
Funders shape the future of your
Leaders organization.
Community
20. STEP 2: EVALUATION & ANALYSIS
Fund Development Strategic Plan Organizational Strategic Plan
Key Fund Development Programs Key Programs & Services
Key Communications & Messaging Key Organization & Structure
SWOT: Focus on Priorities SWOT: Focus on Priorities
Your SWOT analysis
should only focus on 2 or
3 Strengths,Weaknesses,
Opportunities and
Threats.
21. A WORD ABOUT SWOT
Strengths: Characteristics that contribute to success or provide a
competitive advantage.
Weaknesses: Characteristics that inhibit success or place you at a
disadvantage.
Opportunities: External changes or new elements that may help
your organization succeed.
Threats: External changes or new environmental elements that may
have a negative impact on your organization.
22. STEP 2: EVALUATION & ANALYSIS
Competitive Analysis:
A look at what 2 or 3 similar organizations are doing
Mission & Vision
Programs & Services
Fund Development and Marketing
Understanding your
competition allows you to
evaluate your
organization’s unique
nature and contribution.
23. LET’S REVIEW
You’ve reviewed your last strategic plan
Discussed changes in your environment
Addressed the relevance of your mission
Agreed on organizational and/or fund development priorities
Evaluated your key fundraising and communication programs
Evaluated your key services and programs
Completed your SWOT analysis
Reviewed organizations similar to yours
What’s next?
24. STEP 3: PRELIMINARY RECOMMENDATIONS
A set of preliminary ideas and suggestions that address the changes and
priorities you’ve discovered in light of the evaluation and analysis you
conducted.
Best accomplished through a core team of two or three individuals
Nothing carved in stone – points for further discussion
Keep it focused – 6 to 8 ideas/suggestions/recommendations
25. STEP 4: RECONVENE THE TEAM!
Review discovery session discussion and priorities
Review evaluation and analysis SWOT
Discuss Preliminary Recommendations
Choose three to five final prioritized recommendations
Develop shape, structure and substance for each recommendation
Goals and objectives
Human and financial resources
Timelines
Measures of success
26. THE PLAN OF ACTION
A series of action steps required each quarter to execute your
recommendation and achieve your goals/objectives.
Establish benchmarks for each quarter that can be measured.
Recommendation January - March 2012
Develop corporate Research and identify 30
partnership opportunities potential corporate
and secure 5 new partners that have the
partners that can capacity to contribute or
generate $100,000 in generate $25,000.
new revenue.
27. THE PLAN OF ACTION
Think of your Strategic Plan as your architectural
drawings and your Plan of Action as your blueprints.
Recommendation January - March 2012
Stream line programs to Prepare evaluation matrix
eliminate duplication of for each program and
services and reduce ensure staff/board
annual expenditures by approval of measurement
15%. criteria.
28. YOUR STRATEGIC PLAN
1. Introduction & background
Status of your last strategic plan
Primary changes that have occurred in your environment
Relevance of your Mission and Vision Statement
Key priorities for your organization
2. Evaluation & Analysis
Key Fund Development Programs
Key Programs and Services
SWOT
Competitive Analysis
29. YOUR STRATEGIC PLAN
3. Recommendations
Goals and objectives
Human and financial resources
Timelines
Measures of success
4. Plan of Action
Quarterly action steps
Quarterly benchmarks
30. NOW COMES THE IMPORTANT PART!
KEEP THAT PLAN OFF THE SHELF
1. Quarterly Plan of Action = Quarterly Review
2. Reconvene the team 4 times a year
3. Review progress and benchmarks
4. Adjust Plan of Action
5. Amend recommendations
6. Produce a quarterly report – 2-3 pages
7. Attach report to your strategic plan
32. Quarterly New
Reports Strategic Plan
Quarterly
Modifications Plan of
Action
Quarterly
Review
33. KEEP YOUR PLAN ALIVE
1. Focus on your priorities
2. Keep it simple
3. Involve key stakeholders
4. Fewer recommendations & goals = greater probability of success
5. A quarterly plan of action
6. Review progress and benchmarks every quarter
7. Report on plan adjustments and recommendation amendments
8. Stay committed to the process