Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx

Martha Rogers’ Science of Unitary Human Beings
FOR THE THEORY CRITIQUE of Martha Rogers’ Science of
Unitary Human Beings
SUGGESTION: Get article/s which are CRITIQUES of the
THEORY ASSIGNED TO YOU
CRITERIA
UNITS OF ANALYSIS
CRITIQUE ARTICLE NO. 1
(Author of Critique)
CRITIQUE ARTICLE NO. 2
(Author of Critique)
MY VIEWPOINT
(3.1) Relationship between
structure and function
(3.1.1) Clarity
(3.1.2) Consistency
(3.1.3) Simplicity / Complexity
(3.1.4) Tautology / Teleology

(3.2) Diagram of Theory
(3.2.1) Visual and Graphic Presentation
(3.2.2) Logical Representation
(3.2.3) Clarity
(3.3) Circle of Contagiousness
(3.3.1) Graphical origin of theory and geographical spread
(3.3.2) Influence of theorist versus theory
(4) Usefulness
(4.1) Practice
(4.1.1) Direction
(4.1.2) Applicability
(4.1.3) Generalizability
(4.1.4) Cost Effectiveness
(4.1.5) Relevance

(4.2) Research
(4.2.1) Consistency
(4.2.2) Testability
(4.2.3)
Predictability
(4.3) Education
(4.3.1) Philosophical Statement
(4.3.2) Objectives
(4.3.3) Concepts
(4.4) Administration
(4.4.1) Structure of Care
(4.4.2) Organization of Care
(4.4.3) Guidelines for Patient Care
(4.4.4) Patient Classification System
(5) External Components of Theory
(5.1) Personal Values
(5.1.1) Theorist implicit/explicit values
(5.2) Congruence with other professional values
(5.2.1) Comlementarity
(5.2.2) Esoterism

(5.2.3)
Competition
(5.3) Congruence with social values
(5.3.1) Beliefs
(5.3.2) Values
(5.3.3) Customs
(5.4) Social Significance
ISM 645 Mission, Vision, and Time Horizon Statement (MVTH)
Worksheet
The following information is provided to assist you in writing
the Mission, Vision, and Time Horizon
Statements.
Writing the Mission Statement – Comparisons
The mission statement describes the purpose of the organization

and the reason the business or business
unit exists. You will be creating an IT mission statement for the
Acme Company. Review the article,
“Mission Statements.” Then, based on what you have learned,
evaluate the mission statements of the
following service companies:
• Microsoft®
“At Microsoft, our mission and values are to help people and
businesses throughout the
world realize their full potential.”
• Apple®
“Apple designs Macs, the best personal computers in the world,
along with OS X, iLife, iWork
and professional software. Apple leads the digital music
revolution with its iPods and iTunes
online store. Apple has reinvented the mobile phone with its
revolutionary iPhone and App
store, and is defining the future of mobile media and computing
devices with iPad.”
In your evaluation, consider the positive aspects as well as the
shortfalls of the statements. Do your own
additional research on these companies and consider whether

the company’s strategic approach aligns
with its mission statement.
Writing the Vision Statement – Comparisons
The vision statement describes the business or business unit’s
direction and its long-term goals. You will
be creating an IT vision statement for the Acme Company.
Review the article, “Vision Statements.” Then,
based on what you have learned, evaluate the vision statements
of the following media companies:
http://onstrategyhq.com/resources/mission-
statements/#Defining%20Your%20Mission
http://onstrategyhq.com/resources/vision-statements/
• EMC®
“We believe that information is a business’s most important
asset. Ideas—and the people who
come up with them—are the only real differentiator. Our
promise is to help you take that
differentiator as far as possible. We will deliver on this promise
by helping organizations of
all sizes manage more information more effectively than ever
before. We will provide

solutions that meet and exceed your most demanding business
and IT challenges. We will
bring your information to life.”
• Dell®
“Listen. Learn. Deliver.”
In your evaluation, consider the positive aspects as well as the
shortfalls of the statements. Consider
whether the company’s strategic approach aligns with its vision
statement.
Writing the Strategic Time Horizon Statement
The Strategic Time Horizon is the time frame in which a
strategic plan exists. Strategy is about placing
things in motion and making plans for the future. But for
planning purposes there cannot be an infinite
future. Time is an important variable in planning. Setting a time
horizon allows your plan to have a scale
as well as an end point. This is called a Time Horizon. It is
simple: From the Mission and Vision
Statement, determine the major initiatives that will be required
for your organization. These should be
extremely high level and strategic. Place these in a time

sequence that makes sense for your company and
is in keeping with your company’s overall strategic direction.
The Time Horizon is usually set in years and shows forward
progression. For granularity, quarters are
sometimes shown. However, nothing more detailed than that is
used, as the purpose of the Time Horizon
is to provide a general overview or Horizonal Aspect to the
plan. Overlapping various major endeavors is
fine if it makes sense and the general resources to accomplish
this will likely be there at the time needed.
Here is an example of a real IT Time Horizon for a major
International Company. Note the five year plan
spread and the quarterly segmentation. The major initiatives are
indicated using a time bar against the
years and quarters. Here you have a visual representation of
what the IT Strategic Direction will be, the
major Strategic Initiatives, and what business initiatives (and
areas) they will be addressing:

5/4/2020 https://search-proquest-com.proxy-
library.ashford.edu/printviewfile?accountid=32521
https://search-proquest-com.proxy-
library.ashford.edu/printviewfile?accountid=32521 1/8
Back to previous page
document 1 of 1
A Strategic Approach to IT Budgeting
Shimamoto, Donny, CPA/CITP.Journal of Accountancy; New
York Vol. 213, Iss. 3, (Mar 2012): 38-42,44,10.
Abstract
Organizations of all types often struggle with IT budgeting
because the finance team doesn't understand IT and the
IT team doesn't understand budgeting. One way for both sides to
better conceptualize the process is to look at IT
spending as an investment in the organization's future. A good
IT budgeting process has much in common with
good personal financial planning. Both processes establish
short- and long-term goals, take into account spending
and other constraints, consider the human impact and analyze
several strategies to determine the approach that
aligns best with mission and risk tolerance. CPAs can determine
whether the IT budget makes financial sense by
assessing its impact on three areas: financial key performance
indicators, financial statements and cash flow.

Full Text
Headnote
How organizations can align technology spending with their
overall mission and goals
Organizations of all types struggle with information technology
(IT) budgeting. This often happens because the IT
team doesn't understand the budgeting process and the finance
team doesn't understand IT. CPAs, whether in
public practice, business and industry, the not-for-profit sector
or government, can remedy this disconnect by
changing their organization's approach to IT budgeting from
merely an annual "make it fit" exercise into a
meaningful planning and ongoing management process.
This shift requires more than just throwing numbers onto a
spreadsheet. It demands that an organization's leaders
work together to define IT's role in achieving the organisation's
objectives - transforming IT from a cost center into
an investment.
GOOD GG BUDGETING IS LIKE GOOD FINANQAL
PLANNING
If you look at IT spending as an investment in your
organization's future, you may see that effective IT budgeting
has much in common with personal financial planning. To give
appropriate savings and investment guidance,
personal financial planners first must understand their clients'
shortand long-term goals. The same holds true for
CPAs working on an IT budget. Only after gaining an
understanding of the organizations short- and long-term goals
can CPAs help ensure that the organization is aligning its IT
strategy with its business strategy, resulting in the right
IT investment decisions.

Personal financial planners must consider each client's short-
and long-term constraints - for example, is the client's
ability to save or invest limited by current earnings, deduction
limitations or even current life-stage expenses (for
example, school costs for children)? A similar concern with
constraints applies to IT budgeting. What is the
organization's cash flow? How will IT spending impact the
organization's overall capital and operating budgets? Are
any major projects occurring that might impact the IT
infrastructure? Remember to consider both the financial and
nonnnandal implications of IT-related initiatives.
library.ashford.edu/docview/927587906?accountid=32521
library.ashford.edu/?accountid=32521
Good financial planning considers the human element of each
client's life. What is the client's current lifestyle, and
what is the client's expected lifestyle upon retirement? Is the
client willing to make changes in his or her current
lifestyle to provide for a different lifestyle upon retirement?
The human element also is one of the key, and most often
overlooked, aspects of IT initiatives. Is the organization
making other changes that might impact its employees' ability to
absorb a new computer system or other IT
investment? How would an IT initiative affect employees' work

lives?
Good personal financial planners help clients look at various
investment options and savings strategies to determine
what makes the most sense based on each client's life stage, risk
tolerance and savings ability. Financial planners
discuss multiple investment and saving scenarios with clients to
determine what best meets their shortand long-
term needs. From this process comes the final financial plan.
CPAs should develop their organization's TT budget in much
the same way. They should use multiple versions of the
IT budget to analyze technology options and their associated
financing strategies. They should look at each IT
initiative as an investment option, the timing and execution of
which affects the overall IT budget. They should
consider different timing or initiative phasing to identify how
different execution scenarios might impact the
organization's IT budget and cash flow.
ALIGNING THE IT BUDGET WITH THE ORGANIZATION'S
STRATEGY
Once a client's individual investment and savings options have
been selected, good financial planners look at the
plan as a whole to determine whether it will achieve the client's
financial goals. The IT budget works the same way.
Once IT initiatives have been evaluated and incorporated into
the budget, organizations should take a step back
from the details and look at the big picture.
Each organization should answer the following questions: Do
the selected IT initiatives align with and support the
organization's strategic objectives? Should any initiatives that
weren't selected for the budget be reconsidered?
Would any of the organization's strategic initiatives make one

of the selected IT initiatives obsolete?
The next step is to validate IT's role in the organization. The IT
budget often is treated as just one big mass (see
sidebar "IT Budgets; Expenditure Types and Categories").
However, it really has three distinct components.
Information technology research firm Gärtner refers to these
components as Run, Grow and Transform.
1. Run budget items keep the organization operating. Examples
of Run budget items include mission-critical server
replacements, key software upgrades and personnel costs
associated with administering and maintaining the IT
infrastructure on a day-to-day basis.
Organizations that have to trim IT budgets should avoid cutting
Run initiatives. Such cuts would introduce
operational risk. If an organisation already is going through a
tough stretch, the last thing it needs is a server,
application or network failure.
2. Grow budget items help the organization introduce new
capabilities or improve existing ones. Grow initiatives
could include the implementation of new software that makes
operations more efficient, the purchase of a new
firewall that provides additional protection from cyber threats
or an upgrade of the organization's website that
improves interactivity with customers.
Grow budget items should tie directly to the organization's
strategic initiatives. Grow initiatives usually are not as
mission critical as Run initiatives and often have some time
flexibility, which means that they are good candidates
for starting early when additional cash is available, or for
deferral if cash is tight.

3. Transform budget items are researchand- development-type
activities. These initiatives might seek to identify, for
example, the right technologies for new organizational
capabilities; fundamental changes to business processes; or
a new product or service offering. Examples of Transform
initiatives include proof of concepts, prototypes and small-
scale testing of new systems or business applications.
When finances are tight, transform initiatives often are the first
to be cut or deferred - unless they are associated
with key strategic initiatives that the organization views as
essential to its continued operation. Even if the
organization doesn't deem certain Transform initiatives
immediately essential, care should be taken when
considering cutting or deferring them. That's because Transform
initiatives often are key to the organization's long-
term health. Failure to provide adequate resources to Transform
initiatives can stunt an organization's future
success. By looking at the percentages of the Run, Grow and
Transform components of an IT budget, CPAs can
analyze the role that IT plays in the organization (see sidebar
"Run-Grow-Transform IT Investment Analysis"). A
Run-Grow-Transform analysis can determine whether the IT
budget properly reflects ITs designated role in
achieving the organization's mission. Additionally, by
classifying initiatives into each of these categories, CPAs can
help guide adjustments to the timing of IT spending in response
to changes in the organization's cash position

throughout the year.
ASSESSING THE FINANCIAL IMPACTS OF THE IT
BUDGET
CPAs also can help determine whether the IT budget makes
financial sense. In making that determination, the
following considerations are key: (1) impact on financial key
performance indicators (KPIs); (2) impact on financial
statements; and (3) impact on cash flow Because IT budgets
often have large capital- and operating-expenditure
components, the final IT budget needs to be incorporated into
the organization's overall budget to determine
whether the timing or financing options for GG initiatives could
have any unintended consequences.
Each organization uses different financial KPIs to gauge its
performance. Loan covenants, leasing agreements,
contracts and grants, and other arrangements also may have
certain financial requirements or metrics that should
be considered when developing the IT budget. Sometimes,
adjustments to the liming of initiatives or different
financing arrangements for the initiatives can Kelp to ensure
that an organization meets both its compliance
requirements and internal KPI measurements.
Finally, and most importantly for smaller organizations and not-
for-profits, CPAs must consider the impact on cash
flow. IT initiatives often have large upfront expenditures for
purchase and implementation. Organizations can
manage the impact of these initiatives on their cash flow by,
again, adjusting the timing of the initiatives (or
purchases within the initiative) or by obtaining different
financing arrangements.
One way to manage cash flow is to use a reserve approach to IT

budgeting. Similar to the way reserve
requirements are computed for a homeowners' association, an
organization can plan to set aside cash each year to
ensure that it has the funds necessary to execute future IT
initiatives. This process also helps reduce the risk that
an unexpected technology failure and early replacement would
have a negative impact on the organization's cash
flow.
Again, a long-term outlook is advisable. CPAs should assess the
IT budget's financial impact noi only for the current
or upcoming year, but also for future periods that IT initiatives
might affect. Too often, organizations "balance the
budget" for the current year, only to run into unintended
consequences in a future period, Remember, a good IT
budget balances both shortterm and long-term financial
implications. The sidebar "A Multiyear Run-Grow-Transform
and Reserve Analysis" illustrates how reserve budgeting works.
CONCLUSION
When CPAs employ a strategic approach for IT budgeting, they
create a planning and decision-making tool that can
help maximize the benefits of IT investments. A good IT budget
not only gives the organization the ability to
manage its IT costs in both the short and long term, but it also
provides the agility needed to adjust IT spending in
response to changes in the business environment. In the final
analysis, a good IT budget provides a competitive
advantage because it helps organizations better execute in
achieving their missions. CPAs should play a critical role
in helping their organizations gain this competitive edge.
Sidebar
IT Budgets: Expenditure Types and Categories

Sometimes, IT budgets are treated as one big blob. To support
better decision making and planning, the IT budget
should identify expenditures by type and category,
In addition to the standard personnel and nonpersonnel
expenditures associated with other functions, the IT budget
should identify the following IT-specific expenditures:
Hardware. This encompasses equipment and other fixed assets,
installation costs, maintenance contracts,
warranties, etc. This is any expenditure that results in
ownership of a physical asset or is associated with the
continued use and maintenance of such an asset.
Software. This includes software licenses and support contracts,
usually with a set price for a fixed term.
Subscriptions. These could be associated with hardware,
software, training, cloud computing and managedservice
providers. Subscriptions can have a fixed or variable price and a
Fixed or variable term.
Services. In this group are advisers, consultants, service
providers, auditors and legal counsel. This item covers
direct and indirect cost of services needed to support IT
operations and initiatives.
IT budgets also should address the three main categories of IT

spending:
Capital These expenditures need to be considered as part of the
organization's capital budget; usually, this means
that the spending will need to be capitalized. These
expenditures include purchases of hardware and large software
licenses, significant repairs, parts replacements and major
software upgrades.
Operating. These expenditures are related to operations and
usually include subscriptions, maintenance and support
for hardware and software.
Project. Usually, project expenditures are tied to a discrete
effort. These may or may not need to be capitalized and
may be required or discretionary. Project expenditures often are
a flexible pan of the IT budget; they usually can be
accelerated or pushed back depending on cash flow or other
events.
Identifying the categories of expenditures helps to break the IT
budget blob into identifiable components that can
be used to support organizational planning and cost
management.
Sidebar
Run'GrowTransf orm IT Investment Analysis
By analyzing the Run-Grow-Transform components of an
organization's IT budget, CPAs can help to ensure a
balanced IT investment. Just as a diversified financial portfolio
is good for long-term financial health, a diversified IT
budget portfolio is important for ensuring the long-term
viability of an organization.
In Exhibit 1 , Entity A (a late technology adopter) is an

organization where IT does not play a critical role. About
80% of the IT budget is used for "keeping the lights on," and
only 20% is spent helping to grow the organization.
Conversely, Entity B (mainstream adopter) and Entity C (early
adopter) spend only 50% to 60% of their IT budget
on Run items and devote a hefty 30% to growing their GG
capabilities. The key difference between these two
organizations is that Entity C devotes twice as much of its IT
spending to Transform initiatives as Entity B does.
While this might not seem like much, spending more than your
competition to figure out how to leverage
technology can provide a huge competitive advantage.
How important is IT to your organization? If it is critical or
very important, your IT spending analysis should look
like those of Entity B or C. Be wary if your breakdown looks
like Entity A's. In today's world, if your organization
isn't transforming and keeping current with technology, you
might be left in the proverbial silicon dust.
Sidebar
AMultíyear Run-GrowTransform and Reserve Analysis
Exhibit 2 shows how a small organization may have different
Run-Grow-Transfonn profiles as it goes through
different stages in its development.
In 2011, the organization "modernized" its IT infrastructure,

spending a substantial amount to replace and update
its servers and workstations. Over the next two years, it pians to
scale back its IT spending to build up reserves for
major upgrades in 2014 and 2015. In 2016, the organization
plans to start building reserves for the next major
upgrade/replacement cycle.
The same small organization can use a reserve analysis to
smooth out the impact of IT spending on its budget and
manage cash flow The average annual spending ($85,139)
identified in Exhibit 2 is used as the IT budget amount
for 2012-2016. This results in reserve-amount deficiencies in
2012 and 2015, as shown in Exhibit 3. That means the
organization must plan to supplement its IT budget with about
$4,300 in 2012 and $2,700 in 2015 to balance its
budget and spending, as shown in Exhibit 4.
Once the additional funding amounts are plugged in, the
projected IT spending is fully covered for the out-years
with only minimal additional contributions of cash. Such
contributions often are much easier to manage than large
fluctuations in cash, especially for small businesses and not-for-
profits. When the projected spending is less than
the budgeted amount, the difference for that year goes into a
"reserve" that accumulates over time to balance out
cash needs in years with significantly larger projected spending.
The organization can plan to "hold back" in years
prior to large spending years to accumulate more cash reserves,
as seen in Exhibit 4 when 2013 is compared with
2014 and 2015. Please note that this reserve analysis is purely a
budgeting and cash management technique and is
not valid for financial statement purposes.
Sidebar
Not-For-Profits Face Grant Decision

Not-for-profit organizations have an additional variable to
consider when looking at IT initiatives: grant
opportunities.
Many grants fund one-time capital expenditures but not ongoing
operational expenditures. Not-for-profit
organizations also must consider funding sources and grant
opportunities when structuring IT budgets to ensure
that proper funding is provided for both the capital and
operating portions of all projects.
Often, not-for-profits jump to take advantage of a grant
opportunity but forget to assess the impact on their
operational budget. CPAs working with a not-for-profit should
insist that this step is taken to ensure that the not-
forprofit can absorb the ongoing expenditures in its operations
funding.
Sidebar
RE AD ON»
JournalofAccountancy.com
To view video clips of Donny Shimamoto, CPA/CITP,
discussing the strategic approach to IT budgeting, go to this
story on journalofaccountancy.com. Enter 20114439 in the
search box.
AICPARESOURCES
JofA articles
* "Technology 201 2 Preview: Part 1 ," Nov. 201 1 , page 46,
and Technology 201 2 Preview: Part 2," Dec. 201 1 ,
page 30

* "Banning for Uncertainty: New Approach to Forecasting
Guides Companies in Unpredictable Economy," Oct. 201 1
, page 32
Details
Subject Information technology;
Budgeting;
* "Scenario Planning: Navigating Through Today's Uncertain
World," March 201 1 , page 22
Use journalofaccountancy.com to find past articles. In the
search box, click "Open Advanced Search" and then
search by title.
JofA video
* "Three Keys to IT Budgeting"
To find videos, go to joumalofaccountancy. com and click the
"Video" tab.
Conferences
* CFO Conference, May 1 7-1 8, New Orleans
* Practitioners Symposium and TECH+ Conference in

partnership with the Association for Accounting Marketing
Summit, June 11-13, Las Vegas
For more information or to register, go to cpa2blrcom or call
the Institute at 88T777-7077.
Website
* Quantum o/ftiper/ess (PDF download, available only to
Private Companies Practice Section members),
tinyuri.com/ d8z9xgx
IT Division and CITP credential
The AICPA Information Technology (IT) Division serves
members of the IT Membership Section (ITMSi, CPAs who
hold the Certified Information Technology Professional (CITP)
credential, other AICPA members, and others who
want to maximize information technology to provide risk, fraud,
internal control, audit, and/or information
management services within their firms or for their employers.
The division aims to support members and credential
holders who leverage technology to provide assurance or
business insight about financialrelated information (direct
and indirect financial data, processes or reporting} to support
their clients and/or employers. To learn about the GG
Division, visit atcpaocg/lnfotech.
AuthorAffiliation
by Donny Shimamoto, CPA/CITP
AuthorAffiliation
Donny Shimamoto, CPA/CITP, is the founder and managing
director of IntrapriseTechKnowlogies LLC, a CPA firm
focused on organizational development and advisory services
for the middle market. He is a nationally recognized

expert on IT management and business intelligence and a
frequent speaker at AICPA conferences. He also is a
member of the AICPA Council and Assurance Services
Executive Committee and is chair of the IT Executive
Committee.
Copyright American Institute of Certified Public Accountants
Mar 2012
library.ashford.edu/indexinglinkhandler/sng/subject/Information
+technology/$N?accountid=32521
library.ashford.edu/indexinglinkhandler/sng/subject/Budgeting/
$N?accountid=32521
CPAs
Location United States--US
Classification 5220: Information technology management
9190: United States
4110: Accountants
Title A Strategic Approach to IT Budgeting
Author Shimamoto, Donny, CPA/CITP
Publication title Journal of Accountancy; New York

Volume 213
Issue 3
Pages 38-42,44,10
Number of pages 7
Publication year 2012
Publication date Mar 2012
Section MANAGEMENT ACCOUNTING
Publisher American Institute of Certified Public Accountants
Place of publication New York
Country of publication United States, New York
Publication subject Business And Economics--Accounting
ISSN 00218448
CODEN JACYAD
Source type Trade Journals
library.ashford.edu/indexinglinkhandler/sng/subject/CPAs/$N?a
ccountid=32521
library.ashford.edu/indexinglinkhandler/sng/loc/United+States--
US/$N?accountid=32521

library.ashford.edu/indexinglinkhandler/sng/cc/5220:+Informati
on+technology+management/Keyword?accountid=32521
library.ashford.edu/indexinglinkhandler/sng/cc/9190:+United+S
tates/Keyword?accountid=32521
library.ashford.edu/indexinglinkhandler/sng/cc/4110:+Accounta
nts/Keyword?accountid=32521
library.ashford.edu/indexinglinkhandler/sng/au/Shimamoto,+Do
nny,+CPA$2fCITP/$N?accountid=32521
library.ashford.edu/pubidlinkhandler/sng/pub/Journal+of+Accou
ntancy/ExactMatch/41065/DocView/$B/$B/$B/$B?accountid=32
521
library.ashford.edu/publisherlinkhandler/sng/pubsu/Business+A
nd+Economics--Accounting/$N?accountid=32521
Language of publication English
Document type Feature
ProQuest document ID 927587906
Document URL https://search-proquest-com.proxy-
library.ashford.edu/docview/927587906?accountid=32521
Copyright Copyright American Institute of Certified Public

Accountants
Mar 2012
Last updated 2017-11-19
Database ProQuest Central
Database copyright © 2020 ProQuest LLC. All rights reserved.
Terms and Conditions
ISM645 IT Strategic Planning -- Acme Full Strategic Plan
Acme Corporation
Strategic Plan 2014-2016 As of June 5, 2015

Full Strategic Plan
MISSION STATEMENT
The mission of Acme Corporation Technology is to create
technology solutions for forward-thinking organizations
VISION STATEMENT
To be known as the technology experts and resource center for
small to medium-sized organizations.
This is where you type your description.
CORE VALUES
1. Purpose & Growth - our foundation is built on our purpose
and provides a place for our team's passion
2. Client Focus - a razor-sharp focus on our customer's growth

is essential and the only way to succeed.
3. Integrity - to have honesty and respect for all individuals.
4. Leadership - to empower and inspire entrepreneurial leaders.
5. Professionalism - to be professional in our actions to our
clients, partners and each other.
6. Excellence - to continually pursue knowledge and learn.
7. Community Service - to effectively help organizations to
make an impact.
8. Fun - to have enjoyment and fulfillment in our work
COMPETITIVE ADVANTAGES
1. Reoccurring revenue that is scalable
2. Assets and software products in place outside our services
3. Innovative in marrying business process with technology
4. Business Network - domestic and international
5. Patented Intellectual Property - interactive, integrated web-
based
STRATEGIC ISSUES
What is the best method to meld the different cultures and build
a strong team to most effectively deliver on mission?
How do we build and incorporate consistency in our growth
strategies, standardized operating procedures and
communications in
light of frequent changes in leadership?
How do we best meet the growth operations and service
demands in light of consistent budget cuts?

ORGANIZATION-WIDE STRATEGIES
Organization-Wide Focus:
2013 - Lay the foundation for the organization.
2014 - Execute a market penetration strategy to increase top
line.
2015 - Standardization of all processes.
2016 - Develop the infrastructure to prepare for high growth.
CUSTOMER SEGMENTS
CurrentCustomers
Has an existing system in place. Needs minimal to maximum
coaching
through the package selection process and installation. Willing
to hire
someone. Willing to commit time, money and staff. Willing to
be facilitated
throughout the process.
Program or Product Describe how program or product are
service people.
Needs a quick solution to focus and guide their business. Needs
a tool to get
started. Want a self-support product. Desire to move their
business to the
next level. Ready to commit time and money to their
information systems. Do

New Customers it-yourselves. Not necessarily sole-proprietors.
Needs to be easy, practicaland simple. Linear use. Do it and it is
done. More than 5 employees.
Established business. Size of market: of Small Businesses: 5.5
million
STRATEGIC PLAN 2014-2016 - AT-A-GLANCE
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION
GOALS
1 RevenueGrowth:Growourrevenueby30%eachyear
1.1 KPI - Generate sales of $1.5 million by the end of the year.
2 Productivity
Improvement:Maintaina20%NetProfitMargineachyear
2.1 Maintain profitability with a budget allocation of 50% for
business re-investment for product development.
2.2 Increase average billable hour factor. (Source: Time-
tracking Program)
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION
GOALS
3 ProfessionalServices:Tobetheprofessionalpartnerofchoice.

3.1 Professional Service: Acquire 2 new consulting clients
$10,000+ per month.
4
MaintenanceContracts:Tobeviewedasthetoptechnologyresourcei
n thewesternregion.
4.1 Maintenance Contracts: Acquire an average of 5 new
maintenance contracts per month
4.2 Licensing: Acquire 1,500 total licenses by the end of the
year.
4.3 Maintain 85% of our current customers.
INTERNAL/OPERATIONAL
STRATEGICOBJECTIVES&ORGANIZATION GOALS
5
Innovation/ProductDevelopment:Continuetodeveloptechnologyi
nnovation.
5.1 Launch integration with 2 other applications.
6
OverallOperations:Developandmaintainaninfrastructurethatallo
wsforavirtualofficeandefficient
overhead.
6.1 Set up com puters to be accessed from any destination.

6.2 Define all procedures and process in writing in order to
support projected growth.
6.3 Blogs & Newsletters: Consistently timely relevant thought
leadership that is developed, published and preserved.
PEOPLE
ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION
GOALS
7 Training:Activelyhelpour
teamtodevelopandgrowprofessionalandpersonallybysupportingaf
lexiblework
life,providingintellectuallyengagingwork,andfaircompensation.
7.1 Train sales people in best practices
7.2 Develop better comm unication and presentation skills to
increase ability to work with and assist clients.
8 Community Involvement:Developand
implementacorporategivingstrategythat is in
linewithourcompetitive
advantages.
8.1 Manage the selection, contribution and customer
communication of nonprofit donations. Target is 15% of
revenue.

9 LongTermStrategicObjective(Noassignment, far
reachingandbroadbased,3-5yearsout) [**SampleGoal
Cascading**]
9.1 Organizational Goal (Corporate-wide, generally not
assigned, 18-24 months) [**Sample Goal Cascading**]
STRATEGIC PLAN 2014-2016 - DETAIL
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION
GOALS
1 RevenueGrowth:Growourrevenueby30%eachyear
1.1 KPI -Generatesales of $1.5 million by theendof theyear.
(Administration)
(12/31/17)
Measure:
$ in sales
EOY Target:
$1,500,000
DepartmentGoalsandTeamMember Goals

Measure
EOYTarget StartDate,EndDate
1.1.1 Maintenance Contracts: Generate $500,000 in maintenance
contracts. (Marketing)
$
$500,000 01/01/1312/31/15
1.1.2 Software Licenses: Generate $300,000 in added software
features by the end of each FY.
(Adm inistration)
$generated
$300,000 01/01/1412/31/16
1.1.2.1 Secure 25 new l i cense contracts weekl y (Musi c, Chi l
dren. (Top#5) (N ate Pl att) # of new l i censecontracts
25 01/01/1412/31/15
1.1.2.1.1 Create new contract for weekl y l i censes. (Crystal O'
Langdon)

% compl ete
100% 01/01/1506/30/15
1.1.2.2 Devel op 20 software programs to moni tor l i censes.
(Grant H owel l )
# of software programs
20 01/01/1412/31/15
1.1.3 Professional Consulting: Generate $200,000 in web design
consulting. #sample (Customer
Service)
$ - net income
$200,000 01/01/1312/31/14
1.1.4 Increase sales conversion by 5% (Administration)
Percent
25% 01/01/1412/31/15

2 Productivity
Improvement:Maintaina20%NetProfitMargineachyear
2.1 Maintain profitability with abudgetallocation of50%for
business re-investment for
productdevelopment. (Administration) (12/31/15)
2.2 Increaseaveragebillablehour factor. (Source:Time-
trackingProgram)
(Administration) (12/31/15)
Measure:
% for product development
Measure:
$ per billable hour.
EOY Target:
50%
EOY Target:
$220
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION
GOALS

3 ProfessionalServices:Tobetheprofessionalpartnerofchoice.
3.1 Professional Service:Acquire2newconsultingclients
$10,000+per month.
Measure:
# of new consulting clients
EOY Target:
24
Measure
3.1.1 Develop 2 new webinars a quarter to assist Sales Team.
(Marketing)
# of new webinars
4 07/01/1512/31/15

3.1.1.1 Devel op 15 mi nute "Basi c Package" presentati on.
(Crystal O' Langdon)
% Com pl ete 01/12/1411/01/15
3.1.1.2 R evi ew exi sti ng presentati ons format for consi
stency. (Cr ystal O' Langdon)
% Com pl ete
100% 01/12/1303/22/14
3.1.1.3 Create a consi stent sl i de templ ate for Webi nars.
(Thomas Wri ght) % Compl ete ofstandard tem pl ates
100% 07/13/1512/31/15
3.1.2 Develop a new software program to track clients (IT
Group) % of programcom pleted
100% 06/19/1512/31/15
4
MaintenanceContracts:Tobeviewedasthetoptechnologyresourcei

n thewesternregion.
4.1 MaintenanceContracts:Acquirean averageof5
newmaintenancecontracts per
month (Marketing) (12/31/15)
Measure:
avg monthly # of new maintenance
contracts
EOY Target:
0
Measure
4.1.1 Identify and m aintain list of 50 target customers that
could benefit from a maintenance
contract. (Marketing)
# of target
custom ers
50 01/01/1312/31/14

4.2 Licensing:Acquire1,500total licenses by theendof theyear.
(Operations)
(12/31/14)
Measure:
# of new licenses
EOY Target:
1,500
Measure
4.2.1 Grow average monthly licenses by 40% to 560 (IT Group)
# Licenses
560 01/01/1312/31/14
4.2.2 Grow new custom er conversions by 100% to an average
of 75/m onth. (IT Group)

# of new licenses
75 01/01/1312/31/14
4.2.3 Grow new custom er trials by 25% to m ark of 85 New
Trials per m onth. (IT Group)
# of New Trials
85 01/01/1312/31/14
4.2.4 Maintain or decrease the Churn Rate of Licenses which is
currently at 8.01%. (Customer
Service)
% Churn
8.01% 01/01/1312/31/14
4.2.4.1 Secure coachi ng on Customer Success Manager for
team. (Crystal O' Langdon)
% Com pl ete
100%

12/09/13
4.3 Maintain 85%of our current customers. (Administration)
(12/31/15) Measure:
% increase in customer base
annually
EOY Target:
85%
Measure
4.3.1 Implem ent marketing cam paign to draw in new markets.
(Marketing)
% completed
100% 01/01/1312/31/13
4.3.1.1 R esearch and i denti fy 6 opportuni ti es i n new m
arkets that company coul d expand i nto. (Joanne & Tracy)
(JoAnne R ogers)

% compl ete
100% 01/20/1306/30/15
4.3.1.1.1 Compl ete a competi ti ve anal ysi s study of our
current and prospecti ve m arkets. (Tom Jones)
% compl ete
100% 01/01/1104/30/12
4.3.1.2 Devel op cam pai gn materi al for new markets. (Sal es
Di rector)
% compl ete
100% 03/01/1212/31/13
4.3.1.3 Create new web pages (rough draft) for the cam pai gn
promoti on. (R andal l Sci on)
% Com pl ete
100% 06/01/1205/31/13

4.3.2 Develop a competitive analysis survey for our market.
(Administration)
% Complete
100% 06/01/1312/31/15
4.3.3 Increase sales close rate by 25% (Marketing) % increase
in closerate
70% 01/01/1312/31/15
INTERNAL/OPERATIONAL
STRATEGICOBJECTIVES&ORGANIZATION GOALS
5
Innovation/ProductDevelopment:Continuetodeveloptechnologyi
nnovation.
5.1 Launch integration with 2 other applications. (ITGroup)
(12/31/15) Measure:
Applications Integrated

EOY Target:
100%
Measure
5.1.1 Map out entire integration process (Web Specialists)
Map completed
100% 01/01/1406/30/15
6
OverallOperations:Developandmaintainaninfrastructurethatallo
wsforavirtualofficeandefficientoverhead.
6.1 Set upcomputers tobeaccessedfromany destination.
(Administration) (12/31/15) Measure:
% complete of computer accessible

from any destination
EOY Target:
100%
Measure
6.1.1 Purchase necessary software/hardware or make
arrangements with an internet service
provider for virtual access. (IT Group)
% complete
100%
01/01/15
6.2 Defineall procedures andprocess in writingin order
tosupportprojectedgrowth.
6.3 Blogs& Newsletters:Consistently timelyrelevant thought

leadershipthat is
developed, publishedandpreserved. (Marketing) (12/31/13)
Measure:
% of process in writing.
Measure:
% complete
EOY Target:
EOY Target:
100
Measure
6.3.1 Write 1 blog post per week (Web Specialists)
# of blog posts
52 01/01/1312/31/13

6.3.2 Write 2 newsletters per month. (Administration)
# of newsletters
2 01/01/1312/31/13
PEOPLE
ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION
GOALS
7 Training:Activelyhelpour
teamtodevelopandgrowprofessionalandpersonallybysupportingaf
lexiblework
life,providingintellectuallyengagingwork,andfaircompensation.
7.1 Train sales people in best practices (Marketing) (11/30/15)
Measure:
actual attendance per year by all 12
m anagers
EOY Target:
12
7.2 Developbetter communication andpresentation skills

toincreaseability towork
with andassistclients. (Customer Service) (12/31/13)
Measure:
% complete in
communication/presentation skills
EOY Target:
100%
8 Community Involvement:Developand
implementacorporategivingstrategythat is in
linewithourcompetitive
advantages.
8.1 Managetheselection, contribution andcustomer
communication ofnonprofit
donations. Target is 15%ofrevenue. (Administration) (12/31/15)
Measure:
% of license revenue
EOY Target:
15%
Measure

8.1.1 Determine budget for Community Involvement party.
(Customer Service)
% Complete
100% 01/01/1305/31/15
8.1.1.1 Sol i ci t i deas for them e, entertai nment, cateri ng for
Communi ty Invol vem ent party. (Thomas Wri ght)
% Com pl ete
100% 01/01/1507/31/15
9 LongTermStrategicObjective(Noassignment, far
reachingandbroadbased,3-5yearsout) [**SampleGoal
Cascading**]
9.1 Organizational Goal (Corporate-wide, generallynotassigned,
18-24months)
[**SampleGoal Cascading**] (Operations) (12/31/14)
Measure:
% complete

EOY Target:
100%
Measure
9.1.1 Department Goal [Corporate Action Item] (Assigned to the
Department responsible for
seeing that the goal and its actions are com pleted, 12-18 m
onths)
$
$5,000 01/01/1309/01/14
9.1.1.1 Team Member Goal (or Dept Acti ons) (Assi gned to
Team Member responsi bl e for seei ng thi s goal
compl eted, 6-12 months)
% Com pl ete
100% 01/01/1306/30/14

9.1.1.1.1 Team Mem ber Acti on (Assi gned to the Team Mem
ber responsi bl e for seei ng thi s acti on compl eted,
short term i tems onl y (30, 60, 90 days))
% Com pl ete
100% 03/01/1305/31/13
PLAN IMPLEMENTATION
Appoint a strategic plan manager
Hold people accountable (now that they are
able) Put in place an incentive
compensation plan Coach for achievement
Empower managers
Hold effective strategy meetings - first
Mondays Hold annual retreat - second
week in December
APPENDIX A: STRATEGIC PLANNING TERMS
StrategicPlanningTerm Definition

CoreValues/GuidingPrinciples
How people want to behave with each other in the organization.
Value statem ents describe actions that are the
living enactment of the fundamental values held by most
individuals within the organization. What are our guiding
principles, as a group, to adhere to no m atter what?
CorePurpose/MissionStatement The organization's core purpose.
Why do we exist?
Vision Statement(5+years) Where you are headed — your future
state — your Big, Hairy, Audacious Goal. Where are we going?
Competitive Advantages A characteristic(s) of an organization
that allows it to meet their custom er's need(s) better than their
com petitioncan. What are we best at in our market?
Organization-Wide Strategies
Your strategies are the general methods you intend to use to
reach your vision. A strategy is like an um brella. It is a
general statem ent(s) that guides and covers a set of activities.
You can develop strategies for your whole
organization, a department, a specific set of activities, or a
guiding statem ent for a year. No matter what the level, a
strategy answers the question "how."
Long-TermStrategicObjectives(3+
years)
Long-term, broad, continuous statements that address all areas
of your organization. If you have a five-year vision,

these would be three- to four- year interm ediate guideposts on
the way there. What m ust we focus on to achieve
our vision?
Short-TermItems(1year)
Short-term items that convert the Strategic Objectives into
specific performance targets. Effective goals clearly state
what, when, who and are specifically measurable — they are
Specific, Measurable, Attainable, Responsible
person, tim e bound (SMART). What must we do to achieve our
long-term Strategic Objectives?
KeyPerformanceIndicators(KPIs)
Metric and non-metric measurements essential to the completion
of an organization's goals. Each organization
narrows the possible list down to a m anageable group of KPIs
that m ake the most difference to perform ance. KPIs
are linked to goals. How will we know we have achieved our
goals?
Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.

Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx

Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx

Recommended

Recommended

More Related Content

Similar to Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx

Similar to Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx (13)

More from tienboileau

More from tienboileau (20)

Recently uploaded

Recently uploaded (20)

Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docx