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Gary Sellergren

Gary Sellergren. Over 25 Years of Planning and Marketing experience Director of Strategic Planning at organization with $200M in annual revenue Designed new Strategic Planning process from scratch Only profitable organization of 6 total in corporation system; met $4M annual net income target

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Gary Sellergren

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  1. Gary Sellergren • Over 25 Years of Planning and Marketing experience • Director of Strategic Planning at organization with $200M in annual revenue • Designed new Strategic Planning process from scratch • Only profitable organization of 6 total in corporation system; met $4M annual net income target • Personal webpage at Mykaps.com

  2. WHAT ISSTRATEGIC PLANNING?

  3. STRATEGIC PLANNING A formalized concerted team effort (i.e., build bridge) to get from point A to point B Process: • Where are you • Where to go • How to get there • Maximize teamwork/results along the way

  4. WHY DEVELOP A STRATEGIC PLAN, AND THE LIMITATIONS OF PLANNING… WHAT ARE THE BENEFITS OF PLANNING? • TO IMPROVE PERFORMANCE • TO STIMULATE FORWARD THINKING AND TO CLARIFY FUTURE DIRECTION • TO ADDRESS MAJOR ORGANIZATIONAL PROBLEMS • TO BUILD TEAMWORK AND EXPERTISE • BE PROACTIVE VS. REACTIVE

  5. LIMITATIONS ….. • COSTS • INTUTION AND MUDDLING MAY BE PREFERABLE TO PLANNING • “LIFE THREATENING” PROBLEMS SHOULD BE ADDRESSED FIRST • IMPLEMENTATION UNCERTAINTY • POOR PLANS

  6. FIVE TIPS • STRATEGIC PLANNING IS A WAY OF THINKING. IT IS AN ONGOING PROCESS. YOUR PLAN IS NEVER COMPLETE. • KEEP THE PLANNING SIMPLE AND MANAGEABLE. • INVOLVE THE ORGANIZATIONAL LEADERS DEEPLY. • EMPHASIZE CREATIVITY, INNOVATION AND IMAGINATION RATHER THAN BLINDLY FOLLOWING A SET OF PLANNING STEPS. • DO NOT ADOPT STRATEGIES WITHOUT CAREFUL CONSIDERATION OF HOW THEY WILL BE IMPLEMENTED.

  7. GET ORGANIZED • DECIDE WHETHER TO DEVELOP A STRATEGIC PLAN • GET COMMITMENT • DETERMINE IF OUTSIDE HELP IS NEEDED • OUTLINE A PLANNING PROCESS THAT FITS • FORM A PLANNING TEAM

  8. Step 1Where Are You • SWOT (Strengths, Weaknesses, Opportunities, Threats) • Critical Success Factors • Barriers (limitations) • Prioritize Within Each Category

  9. Step 2 Where to Go • Mission • Balanced Scorecard • Customers (Marketing Plan) • Employees • Operations • Financial • Goals In Each Category • Prioritize to concentrate on most important

  10. Step 3How To Get There • Objectives • Tasks • Action Steps • Measuring/Tracking • Adjusting

  11. STRATEGIC PLAN STRUCTURE MISSION Mission: The fundamental purpose or philosophy of the organization – its reason for Existence. GOALS GOALS GOALS Goals: Positions, desired states or levels of performance to be achieved in fulfilling the mission OBJECTIVES OBJECTIVES OBJECTIVES Objectives: Specific, quantified and time specific measures of progress towards achieving specific goals TASKS TASKS TASKS Tasks: Specification of a how objectives will be achieved ACTION STEPS ACTION STEPS ACTION STEPS Action Steps: The description of specific steps including time schedules and responsibilities to execute strategies

  12. Step 4Maximize Teamwork/Results Along the Way • Nominal Group Ranking (tool for group consensus) • Accountability • Regular Review by Top Leadership

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