Lead the strategic planning process for an organisation

i. Why Change? What is the Value? What will happen if nothing changes?

ii. Who should be consulted as appropriate decision makers to determine the planning parameters, including timeframes and budget. Explain why?

iii. Analyse current strategic planning documents and determine a methodology that fits the organisation’s needs and past practice.

iv. Identify stakeholders who will contribute to planning. Explain why?

v. Develop and document your planning methodology, within a project plan approach, including resource allocation(s).

vi. What makes our organisation?

vii. Core Competencies/ competitive advantages

i. Research local and international trends and best practice in the organisation’s field of operation.

ii. Identify, collect and analyse demographic and trend data to profile the organisation’s market.

iii. Collect and analyse industry intelligence on competitors.

iv. Identify key strengths, weaknesses, opportunities and threats (SWOT) to the organisation.

v. Where are we at right now as an organisation internally?

vi. What do we do well, where can we improve, what would we like to see in the future? (If you had 3 wishes, what would they be?)

vii. Identify major risk factors that could constrain the achievement of organisational goals in the short, medium and long term.

viii. Explain who would be appropriate stakeholders to consult to identify issues and expectations affecting the organisation’s operations.

ix. What is going to try and get in our way?

x. How to stop it?

xi. What needs to be addressed and by whom?

i. Explain the business’ Vision, Culture and immediate Goals

ii. Explain how you would engage staff and relevant stakeholders in establishing the major goals of the organisation.

iii. What leadership would you establish to articulate the vision, mission and key goals of the organisation.

iv. What leadership approaches/activities would you establish to set and monitor the organisation’s key result areas.

v. Why should we go there?

vi. What is winning?

i. How would you approach the initiation and management of processes and delegations to develop detailed activities to achieve the organisation’s goals?

ii. How would you develop specific performance indicators for measuring success?

iii. How and with whom would you establish cost and budget for resourcing levels, so the plan can be enacted.

iv. Explain how you would attempt to gain commitment to the process and the plan.

v. How would you engage stakeholders and participants to sign off and commit to the finalised strategic plan?

i. List and explain what Commonwealth and State/Territory legislation, Australian/New Zealand standards, and industry codes of practice you have to follow.

i. Develop a tactical or operational annual plan (for the 2019 calendar year) to implement the longer-term strategic plan (2019 to 2024).

ii. How would you prioritise and resource (human, financial and capital) programs and operational tactics?

iii. How would you analyse processes or practices and plan changes?

iv. What would you need to do to plan human resource development and succession strategies to ensure the business has long-term viability?

v. How would you skill the workforce in order to implement the plan?

vi. What communication processes would you establish to inform and support staff and stakeholders during the implementation of the plan?

i. How would you establish and implement a system to monitor performance against agreed benchmarks?

ii. How would you monitor outcomes of the strategic and operational plans?

iii. How would you go about any review or to refine activities in light of changing conditions to ensure that you attain the goals of the strategic plan?