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Strategic Planning

Strategic Planning. Stan Capela & Linda Tempel Management Training Program October 13, 2017. “ Management’s job is not to see the company as it is . . . but as it can become .” John W. Teets. Today’s Objectives:.

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Strategic Planning

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  1. Strategic Planning Stan Capela & Linda Tempel Management Training Program October 13, 2017

  2. “Management’s job is not to see the company as it is . . . but as it canbecome.” John W.Teets

  3. Today’s Objectives: • Learn what a strategic plan is and what the benefits to an organization like HeartShare are • Be able to identify the steps in the strategic planning process • Learn how to do a SOAR analysis • Be able to write strategic planning goals, strategies and action steps

  4. Benefits of Strategic Planning • Proactive discussion of issues (as opposed to reactive) • Helps to create action plans to solve problems • Guides the allocation or reallocation of resources • Builds stakeholder relationships • Promotes frank discussion of problems as well as opportunities • Provides opportunity to focus on big-picture issues

  5. Strategic Planning at HeartShare • Agency has been doing Strategic Planning since 1988 • Updated plans are developed every 4 years; current plan is 2015-2019 • Has helped guide the growth and development of HeartShare • Traditionally undertaken by Senior Management (Cabinet)with Board input, but also can involve agency stakeholders at all levels

  6. Strategic Planning Road Map

  7. HeartShare’sMission, Vision & Values Mission Statement The mission of HeartShare Human Services is to nurture and support, with dignity and respect, children, adults and families in order to expand opportunities and enhance lives. Vision Statement HeartShare’s commitment to excellent services and supports will enable children, adults, and families to achieve self-determination, self-sufficiency and family stability through measurable outcomes.

  8. SOARS • A strategic planning framework with an approach that focuses on strengths and seeks to understand the whole system by including the voices of the relevant stakeholders. • Utilizes a “5-I approach” in developing a strategic plan • Initiate, Inquire, Imagine, Innovate & Inspire to Implement • Integrates Appreciative Inquiry (AI) in building strength based strategy

  9. SOAR

  10. The 5-I Approach

  11. Appreciative Inquiry An evaluation process “that inquires into, identifies, and further develops the best of what is in an organization in order to create a better future” (Coghlan, Preskill, Catsambas, 2003). • An approach to organizational analysis and learning. • Intended for discovering, understanding and fostering innovations in social organizational arrangements and processes. • Based on the belief that human systems are made and imagined by those who live and work within them. • Seeks out the “best of what is” to help ignite the collective imagination of “what might be”.

  12. Group Exercise: Conduct a SOAR Analysis for HeartShare External • Strengths • Opportunities • Aspirations • Results Internal • Strengths • Opportunities • Aspirations • Results

  13. Breakout Groups: Strengths: What can we build on? Each group will appoint a recorder and discuss the following questions: Describe examples or stories that show HS/HSVS at its best. Speak about times when you felt proud to be part of HS/HSVS and why. Develop a list of HS/HSVS strengths. Develop a list of HS/HSVS weaknesses or things that we could do better. Speak about what makes us unique. Time Available: 30 minutes Each group will then report back on the major themes that came up in their discussion.

  14. BREAK TIME (10 minutes)

  15. Breakout Groups: Opportunities: What are our stakeholders asking for? Each group will appoint a recorder and discuss the following questions: • What are our stakeholders asking for? • What are the internal and external trends that we see? • What can we build on and what skills do we need to move forward? • What are the top 3 opportunities where we should focus our efforts? Time Available: 40 minutes Each group will then report back to the full group on the major themes.

  16. Full Group: Aspirations: What do we care deeply about? Aspiration Questions: When we explore our values and aspirations, what are we deeply passionate about? Reflecting on Strengths and Opportunities who are we? Who should we become and where do we go in the future? What are our most compelling aspirations? What strategic initiatives (e.g., projects, programs, processes) would support our aspirations? (20 minutes)

  17. Full Group: Results: How do we know we are succeeding? Questions: Considering our Strengths, Opportunities & Aspirations, what meaningful measures would let us know we are on track to achieving our goals? What are 3-5 indicators that would create a scorecard to best address People and Profitability? What resources are needed to implement vital projects? What are the best rewards to support those who achieve our goals? (20 minutes)

  18. Setting Strategic Objectives • Purpose of setting objectives: • Converts vision into specific performance targets • Creates yardsticks to track performance • Well-stated objectives are: • Quantifiable • Measurable • Contain a Deadline for achievement • Spell out how muchof what kindof performance by when • Set objectives that STRETCH the organization

  19. Develop Implementation Plan & Execute the Strategy TheImplementation Plan includes: • Action steps • Roles and responsibilities • Resource requirements • Results and milestones • Communications processes • Accountability procedures

  20. Breakout Groups:Create Your Own Strategic Plan • Divide into groups of 5-6. • Please select a “recorder” and “reporter” for your group. • Choose a Strategic Objective. • Develop specific strategies and actions steps using the handout in your packet. You will have 20 minutes to work in your group before reporting back.

  21. Evaluate Performance andMake Corrective Actions Regularly • Tasksof crafting and implementing the strategy are not a one-time exercise • Customer needs and competitive conditions change. • New opportunities appear; technology advances; any number of other outside developments occur. • One or more aspects of executing the strategy may not be going well. • Organizational learning occurs. • All these trigger a need for corrective actions onan as-needed basis. Alternative or replacement strategieswill be needed. • Develop a Dashboard to track your most important performance objectives.

  22. Final Thought “The best planning design starts with where you are now and integrates the strengths of various planning models into a seamless process that gets you where you want to be.”

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