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Strategic_Planningaudio1.pptxStrategic Planning
BINF 4305
Definition
Strategic management is a process leaders use for
assessing change
Creating a vision
Determining how the organization fits into the environment
Setting in motion a plan of action
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Pitfalls
What not to do:
Separating planning from experience and planners from doers
Legitimizing of what is being done
Controlling future
Assuming the future is predictable
Reacting rather than interacting with environment
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Assumptions
Creating leadership’s commitment at the top
Entering the process without predetermined solutions
Responding to the received input (avoid “managed consensus”)
Working as a team
Defining the planning process
Following a clear path
Deciding and agreeing on a timeline and how decisions will be made
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Skills of Strategic Managers
Monitoring trends
Reflecting on how trends affect existing and new products/services
Considering impact of changes in one area on others in the organization
Setting a strategic course for change
Helping others visualize the need for change and recruiting their partnership in making the change
Implementing and measuring strategic plans
Questioning the status quo on a continuous basis
Being self-reflective and lifelong learner
Skills of Strategic Thinkers
Ability to plan and formulate strategy
Flexibility and creativity
Comfort with uncertainty and risk
A sense of urgency and vision for how to move forward positively
Understanding how to gain a powerful core of organizational supporters and customers
An ability to communicate the vision and plans
Strategic Planning: The Path
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Gathering Data
Creating a Vision & Mission
Setting Goals
Planning action for change
Evaluating
Understanding the here and now
Understanding the BIG picture
TOOLS:
SWOT
Puzzling toward the future
Sharing perspectives
TOOLS:
Stakeholder analysis (parents, students, faculty, alumni, staff, community partners)
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Understanding the environment in which an organization operates is the first and perhaps the most crucial part of the strategic planning process. The purpose of this phase is to share information and learn about the environmental impacts on the organization. All members of the planning group should be informed about the major trends and gain understanding of complex issues affecting the organization.
Diagnostic Phase: Puzzling toward the future
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Diagnostic Phase: SWOT
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SWOT
Strengths
Weaknesses
Opportunties
Threats
Diagnostic Phase: Stakeholder Analysis
Online media
bulletin boards
Blogs
Surveys
Online focus groups
In-person focus groups
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Visioning
Values
Mission
Vision
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Visioning: Values
Values are the set of beliefs people share about how to operate in conducting business
Values are behaviors that are truly lived
Values are special, unique, lasting, enduring
Values guide, align, and galvanize an organization
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Visioning: Mission
Overall purpose or contribution to the society.
A clear statement of the reasons for being, and of the functions and desires the organization is to meet and fulfill.
Never completely achieved because it is the reason for existence and not a measurable goal.
It shouldn’t be too narrow and focused on services.
More attention should be paid to meeting the needs of the stakeholders.
Mission is not necessary what differentiates one organization from another but what matters most to stakeholders.
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Visioning: Vision
Provides a clear, easily understood image of a better future.
Embodies values and directs the organization to what will be different and distinctive.
Guides and inspires stakeholders but it’s not everlasting.
May change every 5-10 years, just as the environment changes.
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Creating a Commitment to Change with Vision
Develop a current profile of the organization
Assess the current mission, vision, and values
Understand environmental assessment trends
Internal assessment trends
External assessment trends
Manage risk and uncertainty
Relationship between trends
Sequence of events
Causes and effects
Priority among items
Tools for strategic thinking
Storytelling
Scenarios
Goals Setting
Broad statement of a desirable and measurable result in achieving the organizational vision
Keep in mind
Values
Mission
Vision
Go back to the diagnostic phase
Recommendations generated in SWOT analysis
Recommendations from the “Puzzling toward the future” exercise
Stakeholder analysis outcomes
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Action Planning
Developing an action plan
Assignment of responsibilities
Timelines
Allocation of resources
Evaluation measures
alternative financing scenarios
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Monitoring, Evaluation, Accountability
Monitoring = maximizing opportunities, cutting losses
Evaluation = reporting on progress
Accountability = built-in consequences and points of accountability, recognition and rewards
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The Change Program – A systems approach
Giving simultaneous attention to these three organizational systems impacted by any change:
Technical – Business processes of the organization
Political – Distribution of power or influence within the organization
Cultural – Style and values that defines how the organization typically operates
The Change Program – Keys to managing change
Create a sense of urgency
Communicate, communicate, communicate
Create and communicate short term wins
Pace and refine change plans
Maintain momentum and stay the course
Measure the results
THINGS TO KNOW
Definition
Strategic management skills
Steps in the process
Tools in the planning and thinking
Managing uncertainty
Elements of action planning
System approach to change
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Economic Trends
Political Trends
Globalization
Demographics
(Student Profiling)
Technology
Economic Trends
Political Trends
Globalization
Demographics
(Student Profiling)
Technology
Subject Area Experts
Reconfigure Groups
LEARNINGTEACHING
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