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Strategic Planning

Strategic Planning. Larry Potterfield Founder and CEO. Strategic Planning Process. Company Goals. Customer Satisfaction Employee Satisfaction Vendor Satisfaction Shareholder Satisfaction. Strategic Planning. Strategic Planning Is Just a Process. Strategic Planning Process.

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Strategic Planning

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  1. Strategic Planning Larry Potterfield Founder and CEO

  2. Strategic Planning Process

  3. Company Goals • Customer Satisfaction • Employee Satisfaction • Vendor Satisfaction • Shareholder Satisfaction

  4. Strategic Planning Strategic Planning Is Just a Process

  5. Strategic Planning Process

  6. Strategic Planning Time Periods One Year – (Next Year) Two - Five Years

  7. Strategic Planning Horizons Short-Term Long-Term

  8. Strategic Planning Terms Strategic Objectives and Action Plans

  9. Strategic Objectives Broad statements that communicate what an organization must achieve to remain or become competitive and ensure long-term sustainability.

  10. Action Plans The individual ideas for improvement that have been extensively detailed with who, what, where, when and how.

  11. Strategic Planning Team-Based Strategic Planning

  12. Strategic Plan

  13. Percent Complete: 49% Goal: 58% Strategic Objectives and Goals 2010

  14. Active Action Plans

  15. The Strategic Planning Process

  16. 1 Set the Direction January A Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction. BOD, CEO and President

  17. 1 Set the Direction January B Validate Key Stakeholders • To ensure groups with a vested interest in the organization’s success are represented. BOD, CEO and President

  18. 1 Set the Direction January C Validate Organizational Goals • To ensure goals are aligned with current business needs and direction. • Goals owned by BOD. • Future performance levels for goals set by CEO and President. • Our goals are to satisfy our key stakeholders BOD, CEO and President

  19. 1 Set the Direction January D Validate Shareholder Key Requirements • To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal. CEO and BOD

  20. 1 Set the Direction January E Validate Company Strategies • To provide guidance in decision- making BOD, CEO and President

  21. 1 Set the Direction January F Validate other Stakeholder Key Requirements • To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal. President and SLT

  22. 1 Set the Direction January G Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. CEO and President

  23. 1 Set the Direction January H Conduct Company SWOT Analysis • Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. • Strategic advantages, challenges and core competencies are validated. • Reviewed with the BOD to identify blind spots. Chairman, CEO and SLT

  24. 1 Set the Direction January I Create Strategic Objectives • To define the initiatives to undertake to remain competitive and achieve current and future goals. • Major Action Plans may be identified. • Reviewed with the BOD to identify blind spots. CEO and President

  25. 2 Deploy the Strategic Objectives February, May and August J Strategic Objectives Deployed • To all employees with a formal call for innovation. • Employees submit ideas for Action Plans. • Employees help identify blind spots. CEO and SLT

  26. 2 Deploy the Strategic Objectives February, May and August Innovation Sources include: EmployeesCustomers Vendors Shareholders Strategic Thinking Teams Strategic Planning Meetings *ideas also used in process management process to improve processes

  27. 2 Deploy the Strategic Objectives February, May and August K Ideas Categorized • To identify strategic ideas for consideration as Action Plans on the strategic plan. SLT

  28. 2 Deploy the Strategic Objectives February, May and August L Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. SLT

  29. 2 Deploy the Strategic Objectives February, May and August M Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT S W O T

  30. 2 Deploy the Strategic Objectives February, May and August N Review • To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed. SLT

  31. 2 Deploy the Strategic Objectives February, May and August Innovation Strategic ideas for Action Plans to achieve strategic objectives are captured. SLT

  32. 3 Create Strategic Plan October – October O Analyze and Select Ideas for Action Plans for Next Year’s Strategic Plan • To determine the most important Action Plans to implement next year to achieve strategic objectives and goals. SLT

  33. 3 Create Strategic Plan October – October P Analyze and Select Action Plans for Long-Term Strategic Plans • To determine the most important Action Plans to implement as a part of the long-term strategic plan (2-5 years out), to achieve future strategic objectives and goals. SLT

  34. 3 Create Strategic Plan October – October Q Prioritize Action Plans • To determine the appropriate importance level of each Action Plan. SLT

  35. 3 Create Strategic Plan October – October R Integrate Strategic Plan with Workforce Planning • To ensure the resources needed to execute the strategic plan are integrated into workforce plans. SLT

  36. 3 Create Strategic Plan October – October S Integrate Strategic Plan with Financial Plan • To ensure the impacts to financial plans are identified and incorporated into the budget. SLT

  37. 3 Create Strategic Plan October – October T Finalize and Approve the Strategic Plan • To commit to a strategic plan to implement in the next year. • SLT finalizes the plan, the CEO and President approve the plan and the BOD reviews the plan. CEO and SLT

  38. 3 Create Strategic Plan October – October

  39. 4 Deploy the Strategic Plan November U Deploy the Strategic Plan • To the entire organization to facilitate engagement and acceptance of the plan. • Paul Revere’s ride SLT

  40. 5 Execute the Strategic Plan January - December V Execute the Strategic Plan • Implement the Action Plans on the current year’s strategic plan. • This is the hardest part. • Greatest opportunity SLT

  41. 6 Control the Results of APs January – December W Control the Results of Action Plans • To ensure desired results are achieved and sustained. SLT

  42. America Needs Baldrige!

  43. Strategic Planning Larry Potterfield Founder and CEO

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