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Strategic Planning

Strategic Planning. Chapter 3. Strategic Planning. Strategic Planning is the process of involving everyone in matching the vision, mission, and core values of an organization with the current situation to focus tactical activities now and in the future.

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Strategic Planning

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  1. Strategic Planning Chapter 3

  2. Strategic Planning • Strategic Planning is the process of involving everyone in matching the vision, mission, and core values of an organization with the current situation to focus tactical activities now and in the future. • Strategic plans set the direction and pace for the entire organization • Strategic plans describe how an organization plans to grow.

  3. Strategic Planning • A strategic plan essentially describes • how a business is going to compete, • what its goals will be, • what policies will be needed to carry out those goals

  4. Strategic Planning • Strategic Plans allow leadership to put down in writing the direction the organization is heading and how it plans to get there.

  5. Strategic Planning 1. Vision: the organization’s strategic direction for the foreseeable future 2. Mission: the translation of the organization’s vision into strategic actions 3. Critical success factors: the three to ten things, as identified by customers, that absolutely must be done well if the company is going to thrive. Critical success factors answer the question: Where should the organization focus its resources in order to provide value to their customers?

  6. Strategic Planning 4. Goals: what must be achieved in order to support the critical success factors 5. Objectives: the specific and quantitative actions that must be taken in order to support the accomplishment of the goals and ultimately the mission and vision 6. Indicators: the performance measures that indicate whether or not the organization is moving toward meeting their objectives, goals, mission, and vision 7. Contingency plans: the plans in place that enable an organization to remain flexible in a complex, competitive environment

  7. Strategic Planning • Successful long-term strategic planning answers some basic questions: • What business are we really in? • From the customer’s perspective, think broadly • What are our principal strengths and weaknesses for competing in this business, compared to what it takes to compete successfully? • What does it really take to compete in our business? • What are our critical success factors? • What do we wish to become in the future? • What is our vision?

  8. Strategic Planning • How are strategic plans created? • Preparation • Define the organization’s core business (What business are we really in?) • Gather internal and external information: • Strengths and weaknesses • Customer information • Economic environment information • Competition information • Government requirements • Technological environment

  9. Strategic Planning • How are strategic plans created? • Vision • Mission • Critical Success Factors • Goals • Objectives • Indicators • Contingency plans

  10. Strategic Planning • Strategic Plan Implementation: • As the plan is implemented, performance must be measured. • Need to analyze the gap between what is and what was planned (+ or -) • Must determine root cause of gap • Must take corrective action to eliminate the root cause, narrow the gap (-), enhance the gap (+)

  11. Strategic Planning • Strategic Goal Deployment is: • A system for translating the organization’s vision and objectives into actionable and measurable strategies throughout the company • What gets measured, gets done • Translating WHAT needs to be accomplished into HOW is will be accomplished. • Developing and implementing action plans supporting strategic goals.

  12. Strategic Planning • Pitfalls of Strategy Planning and Implementation • proposing unbelievable vision • not prioritizing projects • proceeding without resolving conflicting WHATs and HOWs • delegating both the WHATs and HOWs • not assigning responsibility for results • failing to measure the process and the results • implementing many disconnected measures or measures which are not visible

  13. Strategic Planning • If good strategic planning is not practiced: • goals are not know throughout the company • goals change too often • goals are not achieved • goals are achieved without real improvement • progress is not sustained • there is organizational frustration • there is short-term achievement at the expense of long-term health

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