Category: Entertainment

Presentation Description

No description available.


Presentation Transcript

PowerPoint Presentation:



TALK FLOW Today, I would like to: describe what strategic planning is; Elements of strategies; Strategic management basic model; discuss some of the advantages and benefits of strategic planning; When should strategic planning be done; Who should be involved in the planning exercises; How to avoid the pitfalls in the planning; Conclusion.


1.0 WHAT IS STRATEGIC PLANNING? Strategic planning determines where an organization is going over a pre-determined amount of time and how it’s going to get there.

PowerPoint Presentation:

Strategic Planning may involve: Future Thinking Thinking about what the business might need to do 10–20 years ahead Strategic Intents Thinking about key strategic themes that will inform decision making. “The thicker the planning document, the more useless it will be” (Brent Davies: 1999)

2.0 Elements of Strategies:

2.0 Elements of Strategies Objectives (outcomes desired) Activities (process to accomplish objectives) Resources (what’s needed to accomp. obj.) Each element influenced and constrained by political, social, economic and environmental variables, and formal authority.

3.0 Strategic Management Basic model:

6 3.0 Strategic Management Basic model Four Basic Elements Options on Competitive Positioning Learning points from deviations

PowerPoint Presentation:

The advantages and benefits of undertaking strategic planning in a systematic way include helping an organization to: clearly define its purpose (mission); establish realistic goals and objectives consistent with its mission; communicate the goals and objectives to personnel; ensure the effective use of resources by focussing on key priorities; provide a base from which progress can be measured; establish a mechanism for informed change when needed; 4.0 STRATEGIC PLANNING - ADVANTAGES/BENEFITS


5.0 STRATEGIC PLANNING MODELS - OVERVIEW There is no perfect strategic planning model; Organization’s often end up developing their own model by selecting a model and modifying it as they go along in developing their own planning process. We will now look at the following models: “Basic” Strategic Planning Model; “Goal-based” Model; “Alignment” Model; “Organic” or “Self-organizing” Model.

5.1 “Basic” Strategic Planning Model:

5.1 “Basic” Strategic Planning Model This approach is often followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process involves: identifying your purpose (mission statement); selecting the goals your organizations must reach if it is to accomplish its mission; identifying specific approaches or strategies that must be implemented to reach each goal; identifying specific action plans to implement each strategy; monitoring and updating the plan.

5.2 Goal-based Model:

5.2 Goal-based Model Goals-based strategic planning is a commonly used model. Organizations that use the “basic” model described often evolve to using this model, which is a more effective and comprehensive type of planning. This model involves: conducting an external/internal assessment. This involves what is termed as “SWOT” analysis, which examines an organization’s S trengths, W eakness, O pportunities, and T hreats; conducting a strategic analysis to identify and prioritize major issues and goals; designing major strategies (or programs) to address issues/goals;

5.2 Goal-based Model (Cont.):

establishing action plans (objectives, resource needs, roles, and responsibilities for implementation); developing a yearly operating plan, which incorporates one year out of the multi-year strategic plan; developing and authorizing a budget for year one; incorporating all of the foregoing points in a strategic plan document; conducting the organization’s year-one operations; monitoring, reviewing, evaluating, and updating the strategic plan document. 5.2 Goal-based Model (Cont.)

5.3 Alignment Model:

5.3 Alignment Model The overall purpose of this model is to ensure strong alignment between the organization’s mission and its resources. This model is useful for organizations that need to find-tune strategies or find out why strategies are not working. Overall steps include: outlining the organization’s mission, programs, resources, and needed support; identifying what is working well and what needs to be adjusted; identifying how these adjustments should be made; including and/or incorporating the adjustments as strategies in the strategic plan.

5.4 Scenario Planning Model:

5.4 Scenario Planning Model This approach can be used in conjunction with other models to ensure that people participating in the planning process truly undertake strategic thinking. The model can be useful, particularly in identifying strategic issues and goals. Overall steps include: selecting several external forces and imagining related changes that might have an impact on the organization; for each possible change identified above, discussing three different future organizational scenarios (including best case, worse-case, and “reasonable” case) which might arise with the organization as a result of each change;

5.4 Scenario Planning Model (Cont.) :

suggesting what the organization might do, or potential strategies, in each of the three scenarios discussed above to respond to each change; upon completing the three previous bullets, discussing common considerations or strategies that must be addressed to respond to possible external changes; selecting the most likely external changes that will effect the organization, and identifying the most reasonable strategies the organization can undertake to respond to those changes. 5.4 Scenario Planning Model (Cont.)

5.5 “Organic” or “Self-organizing” Model:

5.5 “Organic” or “Self-organizing” Model Traditional strategic planning processes are sometimes considered as “mechanistic” or “linear”, given that they are rather general-to-specific or cause-and-effect in nature. Another view of planning is similar to the development of an organism (i.e. it looks at the whole system). Self-organizing requires continual reference to common values, dialoguing around these values, and continued shared reflection around the systems current processes. General steps include: clarifying and articulating the organization’s cultural values, using dialogue and story-building techniques; articulating the group’s vision for the organization, again using dialogue and story-building techniques;

5.5 “Organic” or “Self-organizing” Model (Cont.):

on an ongoing basis (possibly once every quarter), dialoguing about what processes are needed to arrive at the vision and what the group is going to do now about those processes; continually reminding yourself and others that this type of planning process is never really “over with” and that, rather, the group needs to learn to conduct its own values clarification, dialogue/reflection, and process updates; focusing on learning and less on method; asking the group to reflect on how the organization will present its strategic plans to stakeholders, who often expect the “mechanistic, linear” plan formats. 5.5 “Organic” or “Self-organizing” Model (Cont.)


6.0 WHEN SHOULD STRATEGIC PLANNING BE DONE? The scheduling of strategic planning processes depends largely on the nature and needs of the organization and its immediate external environment. The following guidelines can help individuals decide when their organization might consider undertaking a strategic planning exercise: when an organization is just getting started (the strategic plan in this case is usually a part of an overall business plan, along with a marketing plan, financial plan and operational/management plan); when an organization is preparing for a new major venture, or if there is a major change in the external or internal environment.


7.0 WHO SHOULD BE INVOLVED IN THE PLANNING EXERCISES? In the models discussed up to now, the planning exercises are normally coordinated by “planning teams”. The following guidelines are useful to consider when developing such teams: the leaders of an organization should be fully involved and drive the development and implementation of the plan; as many stakeholders as possible; someone to administer the process. “ In general, where there is any doubt whether a certain individual should be involved in planning, its best to involve them.”


8.0 STRATEGIC PLANNING – AVOIDING PIT FALLS SMARTER an acronym that can help organizations avoid a major pitfall in the development and implementation of strategic plans: S pecific; M easurable; A cceptable; R ealistic; T imeframe; E xtending; R ewarding.


9.0 CONCLUSION planning document important – planning process critical ; open lines of communication; question and improve; transparency; constructive feedback; “you can choose to make a difference…”

authorStream Live Help