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Preparing Your Organization To Meet The Demands Of A Changing Environment : 

Preparing Your Organization To Meet The Demands Of A Changing Environment David Condon: Chairman & CEO If You Fail To Plan, You Plan To Fail

The Only Notes You Need To Take Today : 

The Only Notes You Need To Take Today To Download This Power Point www.dnsassociates.com/downloads_conference_presentations.html

Traits Of Visionary Organizations : 

Traits Of Visionary Organizations Audacious, long-range (10-30 years) goals Ford / Democratize the automobile (1900s) GE / Be #1 or #2 in every market it serves (1980s) Google – Organize the world’s information (2000s) Cult-like culture GE / Jack Welch Apple / Steve Jobs Try a lot of stuff and keep what works Wal-Mart founder, Sam Walton "was unafraid to fail. Sam would make the biggest screw-up in the world and then he'd walk into the office the next day laughing like a hyena and say, 'We've got that one out of the way. What do we do next?” – David Glass, former CEO Homegrown leadership “Good enough” never is! Apple / MP3 player – iPod; cell phone - iPhone

Wisdom Applied By Visionary Organizations : 

Wisdom Applied By Visionary Organizations Accept that mistakes will be made Give it a try and do it quickly Take lots of small steps, it is easier to accept failures Give people the room they need Create mechanisms to avoid complacency Translate strategy into action

Slide 5: 

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline.” Jim Collins: Good to Great

Definitions : 

Definitions Strategy The allocation of resources to create value for the agency and gain competitive advantage Strategy Development A systematic process to develop a core ideology and vision using the intrinsic knowledge of an entity… to set priorities drive progress build commitment among key stakeholders Introduction To Strategy Development

Why Use Strategy Development? : 

Why Use Strategy Development? Strategy Development helps the agency… Respond to critical issues (challenges & opportunities) Address relevancy of programs & services Address potential program changes Plan for growth & expansion Develop new funding sources Satisfy requirements from funders Control the agency’s future! Introduction To Strategy Development

Strategy Development Process : 

Strategy Development Process Uses identified core ideologies which exist within an agency Moves the agency to an envisioned future Drives the standard operating procedure at all levels Addresses new issues, threats and opportunities as they emerge Allows and supports decisions to be made as issues and opportunities arise Moves away from static planning Introduction To Strategy Development

Benefits Of Strategy Development : 

Benefits Of Strategy Development Develops an understanding of the agency’s purpose, values and reason for existence Among staff, board, and the community Increases the level of commitment and support Provides milestones to track achievements Defines shared values Develops increased communication and teamwork Creates a foundation for meaningful change Unites the agency to pursue opportunities to better meet client’s needs Introduction To Strategy Development

Strategy Development Outcomes : 

Strategy Development Outcomes Effective Strategy Development produces… Committed stakeholders with an understanding of purpose, values and reason for existence Satisfied clients & donors as the agency develops opportunities to better meet their needs Creation of a foundation for decision making, change and increased ROI A motivated and prepared workforce who can rely on milestones to measure achievements and results Introduction To Strategy Development

Limitations Of Traditional Strategic Planning : 

Limitations Of Traditional Strategic Planning 90% of strategic action items in a traditional strategic plan are never realized Need to separate strategic from planning Distinct actions Distinct skill sets Different outcomes Introduction To Strategy Development

Limitations Of Traditional Strategic Planning : 

Limitations Of Traditional Strategic Planning Failure to capture the dynamics of a competitive marketplace Complexity Lack of focus on alignment within the organization Introduction To Strategy Development

Change : 

Change Desired State of High Value & Level of Impact Desire to change current state Clear Vision for Change Effective Process Introduction To Strategy Development

Strategy Development Process : 

Strategy Development Process Determining the Core What drives us SWOT Analysis Capacity to get there Strategy Our game plan Alignment How to make it work The Strategy Development Process Vision What we want to be Introduction To Strategy Development

Strategy Development Phases : 

Strategy Development Phases Phase I - Preparation Phase II - The Creation of Value Phase III - Strategy Execution

Phase I - Preparation : 

Phase I - Preparation Set the Process Parameters How does the strategy development process work? Who is involved in the process? What do we hope to accomplish? What have we learned from the past? What do we know about our organization? Phase I

Know Your Organization : 

Know Your Organization Mission Programs and services SOE - Standards of Organizational Effectiveness Self-evaluation Commitment to Quality Membership/participation records Community profile “Competing service providers” Partnerships and collaborations Financial status Results and projections Resource development results Process strengths and weaknesses Organizational information History Staffing Board membership Phase I

Phase II – Creation Of Value : 

Phase II – Creation Of Value Core Ideology Core Value Core Purpose Envisioned Future Vivid Goal Vivid Description Phase II

The Foundation Of Strategy : 

The Foundation Of Strategy Core Ideology Mission Core Values Envisioned Future Vivid Goal Vivid Description Phase II

Core Values : 

Core Values Nordstrom Service to customer Hard work, individual productivity Never being satisfied Excellence in reputation Walt Disney No cynicism Nurturing wholesome American values Creativity, dreams & imagination Fanatical attention to detail Preservation of the Disney magic Non-negotiable intrinsic beliefs Guiding principles Phase II

Determining The Core : 

Determining The Core Phase II

Core Purpose : 

Core Purpose Disney To make people happy. 3M To solve unsolved problems innovatively. Nike To experience the emotion of competition, winning and crushing the competition. Why does the organization exist? What is the ultimate result of your work? Phase II

Core Competencies : 

Core Competencies Honda – Makes motors Sony – Miniaturization Canon – Optics & Imaging Casio – Display systems What activities or programs are we going to implement to accomplish our purpose? Phase II

Envisioned Future : 

Envisioned Future Envisioned Future Vivid Goal Vivid Description Phase II

Vivid Goal : 

Vivid Goal Wal-Mart (1990) Become a $125 billion company by the year 2000 Ford Motor (1900’s) Democratize the automobile Sony (1950) Become the company most known for changing the worldwide poor-quality image of Japanese products A point to be reached in the distant future (5 years +) Phase II

Vivid Description : 

Vivid Description If we succeed…. How will we look to our stakeholders? Which processes must we excel at? How must our agency look on the inside? (resources, competencies, culture, hierarchy) Phase II

Phase III – Strategy & Implementation : 

Phase III – Strategy & Implementation Implement SWOT Analysis Strengths, Weaknesses, Opportunities, Threats Develop strategies Set the Annual Agenda (action items) Create alignment (allocate resources and responsibilities) Phase III

SWOT Analysis : 

SWOT Analysis Assess the organization Internally by charting the… Strengths – capabilities that enable the agency to perform well. Weaknesses – characteristics that prohibit the agency from performing well. Externally by charting the… Opportunities - trends, forces, events and ideas on which your organization can capitalize. Threats – trends, forces or events outside of your control that would impact your organization Phase III

Slide 29: 

Phase III

Slide 30: 

Phase III

Slide 31: 

Phase III

Slide 32: 

Phase III

Key SWOT Findings : 

Key SWOT Findings Phase III

Slide 34: 

Phase III

Develop Key Strategies : 

Develop Key Strategies Key Strategies are issues or areas the organization needs to address within the next several years An agency typically has 4 to 6 Key Strategies Key Strategies will bring the agency closer to reaching its Envisioned Future Key Strategies may be aimed at roadblocks which must be addressed in order to reach the organization’s Envisioned Future The areas should be apparent in the 4 Way SWOT Analysis Phase III

Perspectives For Deciding Key Strategies : 

Perspectives For Deciding Key Strategies Phase III

Agenda Development : 

Agenda Development A planning process for each year to address… What are the issues the organization will encounter in the next 12 - 18 months? What must be addressed in order to deliver superior performance? What issues will affect value? What issues will affect finance and impact? How does the organization maintain the highest ROI? Phase III

Alignment : 

Alignment Step 1: Each Agenda Item is assigned to a responsible person, department or committee Step 2: The responsible party develops a set of action steps for the Agenda Item Step 3: Progress on the Agenda Item is charted at regularly held department level or committee meetings Step 4: The complete list of Agenda Items and the progress gained on each Item become part of the agenda at regularly held board and staff meetings Step 5: Once an Agenda Item is addressed it is removed from the meeting agenda Phase III

Future Implications : 

Future Implications Performance Reviews Assigned accountability Annual impact measurement Personnel Management & Training Financial Management & Budget Development Allocation of Tangible/Intangible Resources Phase III

Benefits Of Alignment : 

Benefits Of Alignment Cross-team efforts Improved communication Evaluation and benchmarks Increased productivity Effective, functioning board committees Phase III

Strategy Execution Diagram : 

Strategy Execution Diagram Envisioned Future Key Strategies Agenda Items Phase III

Slide 42: 

Thank You!

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