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Power of Planning Richard W. Oliver CEO, American Sentinel University

Power of Planning Richard W. Oliver CEO, American Sentinel University. American Sentinel University, formed 2.06, is a … DETC accredited, online, for-profit, quality-oriented university (founded by & Vanderbilt University), JB Wyatt (Chancellor Emeritus, VU) & Lamar Alexander

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Power of Planning Richard W. Oliver CEO, American Sentinel University

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  1. Power of Planning Richard W. OliverCEO, American Sentinel University

  2. American Sentinel University, formed 2.06, is a … DETC accredited, online, for-profit, quality-oriented university (founded by & Vanderbilt University), JB Wyatt (Chancellor Emeritus, VU) & Lamar Alexander (former U.S. Secretary of Education) Serve 1100 mid-career professionals & military personnel with 25innovative degree (MS BI, BS GIS) programs in healthcare & allied health, business and technology. Based in Denver w/offices in Nashville & Birmingham

  3. In Self Study Title IV Eligible In Self Study

  4. Introduction Recent research Philosophy Definition Roles of the planner Benefits Driving forces Managing the process

  5. One of the world’s toughest jobs …. Typical school faces, simultaneously: Technology revolution Regulatory change Economic downturn Globalization Increasingly “wired/wireless” student Looming faculty shortage Rash of new rivals ... Old tools don’t work anymore

  6. Cornell ’69 Never saw a computer Used Wang Mechanical Adding Machine

  7. Googled, Wiki-ed, WiFi-ed, iPod-ed YouTubed, Filckr-ed, Twittered FaceBook-ed, blogging, podcasting, text messaging… Cornell ’69 Never saw a computer Used Wang Mechanical Adding Machine

  8. “Managing in permanent white water” - Rick Oliver Philosophy

  9. “Managing in permanent white water” - Rick Oliver Philosophy Dr. WU: President, NDU: “Would you give a lecture to my faculty to explain the global economic crisis and what to do about it?”

  10. The Economic Puzzle???? Airport bookstore economics Wall Street economics Greek letter economics

  11. Greek Letter Economics Exp= 2{µΣπχψβ﴾⅝﴿[4xph]

  12. Traditional Economics • Industry boundaries are known • Law of diminishing returns • All players act rationally (Fishbowl economics)

  13. Network Economics • No industry boundaries • Law of increasing returns • Players do not always act rationally • Encyclopedia of Britannica vs. Encarta • Amazon vs Bookstores

  14. Network Economics • No industry boundaries • Law of increasing returns • Players do not always act rationally • Encyclopedia of Britannica vs. Encarta • Amazon vs Bookstores Educational institutions are “nodes in the global information network”

  15. IP = Internet Protocol

  16. Education IP = Internet Protocol

  17. “Managing in permanent white water” - Rick Oliver “Keep it simple; focus on the fundamentals” -Vince Lombardi Philosophy 2-3 page document but informed by deep and continual analysis

  18. “Managing in permanent white water” - Rick Oliver “Keep it simple; focus on the fundamentals” -Vince Lombardi “Plans are nothing, planning is everything” -Dwight D. Eisenhower Philosophy

  19. “Managing in permanent white water” - Rick Oliver “Keep it simple; focus on the fundamentals” -Vince Lombardi “Plans are nothing, planning is everything” -Dwight D. Eisenhower “I don’t skate to where the puck is, I skate to where it’s going to be.” -Wayne Gretzsky Philosophy

  20. “Managing in permanent white water” - Rick Oliver “Keep it simple; focus on the fundamentals” -Vince Lombardi “Plans are nothing, planning is everything” -Dwight D. Eisenhower “I don’t skate to where the puck is, I skate to where it’s going to be.” -Wayne Gretzsky “A battle plan seldom survives contact with an enemy” - Colin Powell Philosophy

  21. “Managing in permanent white water” - Rick Oliver “Keep it simple; focus on the fundamentals” -Vince Lombardi “Plans are nothing, planning is everything” -Dwight D. Eisenhower “I don’t skate to where the puck is, I skate to where it’s going to be.” -Wayne Gretzsky “A battle plan seldom survives contact with enemy” - Colin Powell “Anyone can do strategy, the trick is in the implementation!” -Roy Merrills Philosophy

  22. Definition of Planning: 1. Understanding the structure of your marketplace and your relative competitive position in that market; 2. determine & detail actions to either: a). change the structure of the market, or b). to improve the school’s position in its market.

  23. Definition of Planning: 1. Understanding the structure of your marketplace and your relative competitive position in that market; 2. determine & detail actions to either: a). change the structure of the market, or b). to improve the school’s position in its market. Southwest Airlines WalMart Charles Schwab Amazon Apple iPod ….

  24. Roles of Planner Diagnostician

  25. Roles of Planner Diagnostician Builder

  26. Roles of Planner Diagnostician Coach Builder

  27. Planning Isn’t ... Following a formulas Making forecasts Only financial decision making...

  28. Planning Is ... Analysis Challenging the status quo Creating choices Communication Commitments

  29. Planning Cycle “Corporate” Plan 5 Years Outlook School Unit Plan 3 year Outlook Annual Plan & Budget 1 Year Outcomes Plan & Degree Action Plan 2 Years

  30. Managing the Planning Process Participation and roles (add important constituents into the process) Time (frequency, pace, period) Resources Top-down; bottom-up Ownership

  31. 6 As of Planning Audit Analysis Assessment Alternatives Action Adjustments

  32. Strategic Audit Yesterday Strategic Assessment External Analysis Internal Analysis Today Strategic Alternatives Tomorrow Action Plans

  33. Adjustments Everyday! Strategic Audit Strategic Assessment External Analysis Internal Analysis Strategic Alternatives Action Plans

  34. Q. How did school get to its position & situation? What were the factors which lead to this? Planning Audit

  35. Planning Audit Tools Timeline Analysis Definition of the school Financial results & analysis Operating principles Governance SWOT analysis

  36. SWOT Analysis Strengths Weaknesses Specific, Detailed, Provable & Ranked Observations Opportunities Threats Facts vs. Opinions, Feelings …..

  37. Internal Analysis Q. What are the forces/issues internal to the organization that successfully drive our school; or negatively impact our success?

  38. Internal Analysis Internal Analysis Sustainable Competitive Advantages Value Enhancing Processes Core Capabilities

  39. Core Competencies Quality System Process Skill Technique Or, combination of technologies Service Outcomes Core Competency Prism

  40. Value Chain School Infrastructure “Margin” Human Resources Support Activities Technology Procurement Student Services Teaching Primary Activities Placement Faculty & Student Recruiting Marketing

  41. Value Chain School Infrastructure “Margin” Human Resources Support Activities Technology Procurement Student Services Teaching Primary Activities Placement Faculty & Student Recruiting Marketing

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