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Strategic Framework

Strategic Framework. Philosophy.

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Strategic Framework

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  1. Strategic Framework

  2. Philosophy Strategy is the direction and scope of an organisation over the long-term, which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations. In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status. 2

  3. Sigmoid Curve 3

  4. Types of Organisational Change Incremental Strategic Reorientation Tuning Anticipatory Reactive Re-creation Adaptation 4

  5. Business Strategy Design vs. Execution Design: Organisational Leadership Execution: Operational Leadership 5

  6. Where? What? How? Why? Organisational Meaning Influence Inspire People/relationships Systems/processes Results/growth Partnerships 6

  7. Legal Framework ACT No. 19 of 2002: Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Act, 2002. 7

  8. The Six Driving Forces Underpinning the CRL Act 8

  9. The Values Underpinning the CRL Act Build on a foundation of : Equality, non-discrimination & free association 9

  10. Nation Building (‘Unity in Diversity’) A Journey not a Destination • Value driven: • Peace and • Harmony • Friendship • Humanity • Tolerance • National Unity • Mutual Respect Managerial Leadership and meaningful engagement with community councils and appropriate Institutions Equality, non-discrimination & free association 10

  11. Institutional Mechanisms Created by the CRL Act 11

  12. Design methodology ‘To build people’s trust and commitment deep in the ranks and inspire their voluntary cooperation, companies need to build execution into strategy from the start. A culture of trust and commitment motivates people to execute the agreed structure – not to the letter, but to the spirit.’ W. Chan Kim & Reneé Mauborgne (Blue Ocean Strategy). 12

  13. Strategic Planning Process (SPP) 13

  14. Strategic Planning Process (SPP) • Past performance – operational and strategic (successes and failures). • PEST(H) – political, economical, sociocultural, technological, historical. • SWWOT – strengths, weaknesses, ‘why?', opportunities, threats. 14

  15. Strategic Planning Process (SPP) • Mission, vision, values, strategic objectives. • Action items, measures and targets. • Finalise strategic plan including roll-out (strategy deployment). 15

  16. Strategic Planning Process (SPP) 16

  17. Mission, Vision and Values VALUES: We will be the change we want to see by integrating the values underpinning the CRL Act into our organisational fiber through: • Peace and Harmony • Friendship • Humanity • Tolerance • National Unity • Mutual Respect MISSION: To be an agent of social transformation, we acknowledge; represent; and celebrate unity in diversity. • VISION:Through networking, community- and youth development we enable the co-existence of cultures, religions, and languages in a model which serves as an example to South Africa and the rest of the world. CODE OF CONDUCT 17

  18. Strategic plan 18

  19. Strategic plan…continue 19

  20. The ultimate purpose All citizens and communities, despite their cultural, religious and language differences work together in peace and harmony towards prosperity and a brighter future for all. 20

  21. Development of strategic scorecard The proposed template : Legend: Strategic objectives: What are those aspects critical to do right in order to achieve the objectives Output : What need to be achieved/delivered Measure : How will we know if a good job was done Owner : Who in your team will be responsible for this output Frequency : How often will it be measured Weight: What is the relevant importance of the value driver Target : Specifically what need to be achieved as part of the standard job responsibilities 21

  22. Requisite organisational structure Structure must always follow strategy. Therefore, after a common understanding and acceptance of the strategic framework of the CRL Commission, we will decide upon the most appropriate structure to execute the mandate of the Commission. Of particular interest will be to pursue the thinking behind a matrix organisational structure to support the management structure. 22

  23. Statutory Structure • Strategy • Functional Mapping • Org Analysis • Role clarification • Job profiles • Job Grading • Org structure 23

  24. Budget 24

  25. Closure ‘It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.’ Niccolò Machiavelli (May 3, 1469 – June 21, 1527) 25

  26. Thank you for your support

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