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Matt Fleming President, MidwayUSA

Strategic Planning. Matt Fleming President, MidwayUSA. Strategic Planning Process. 1 Set the Direction January. A. Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction . BOD, CEO and President. 1 Set the Direction

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Matt Fleming President, MidwayUSA

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  1. Strategic Planning Matt Fleming President, MidwayUSA

  2. Strategic Planning Process

  3. 1 Set the Direction January A Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction. BOD, CEO and President

  4. 1 Set the Direction January B Validate Key Stakeholders • To ensure groups with a vested interest in the organization’s success are represented. BOD, CEO and President

  5. 1 Set the Direction January C Validate Organizational Goals • To ensure goals are aligned with current business needs and direction. • Goals owned by BOD. • Future performance levels for goals set by CEO and President. BOD and President

  6. 1 Set the Direction January D Validate Shareholder Key Requirements • To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal. CEO and BOD

  7. 1 Set the Direction January E Validate other Stakeholder Key Requirements • To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal. President and SLT

  8. 1 Set the Direction January F Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. CEO and President

  9. 1 Set the Direction January G Create Company Strategies • To provide guidance in decision making. CEO and President

  10. 1 Set the Direction January H Conduct Company SWOT Analysis • Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. • Strategic advantages, challenges and core competencies are validated. • Reviewed with the BOD to identify blind spots. Chairman, CEO and SLT

  11. 1 Set the Direction January I Create Strategic Objectives • To define the initiatives to undertake to remain competitive and achieve current and future goals. • Major APs may be identified. • Reviewed with the BOD to identify blind spots. CEO and President

  12. 2 Deploy the Strategic Objectives February, May and August J Strategic Objectives Deployed • To all employees with a formal call for innovation. • Employees submit ideas for APs. • Employees help identify blind spots. CEO and SLT

  13. 2 Deploy the Strategic Objectives February, May and August Innovation Employees submit ideas for APs.

  14. 2 Deploy the Strategic Objectives February, May and August K Ideas Categorized • To identify strategic ideas for consideration as APs on the strategic plan. SLT

  15. 2 Deploy the Strategic Objectives February, May and August L Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. SLT

  16. 2 Deploy the Strategic Objectives February, May and August M Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT S W O T

  17. 2 Deploy the Strategic Objectives February, May and August N Review • To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed. SLT

  18. 2 Deploy the Strategic Objectives February, May and August Innovation Strategic ideas for APs to achieve strategic objectives are captured.

  19. 3 Create Strategic Plan October – October O Analyze and Select Ideas for APs for Next Year’s Strategic Plan • To determine the most important APs to implement next year to achieve strategic objectives and goals. SLT

  20. 3 Create Strategic Plan October – October P Analyze and Select APs for Long-Term Strategic Plans • To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals. SLT

  21. 3 Create Strategic Plan October – October Q Prioritize APs • To determine the appropriate importance level of each AP. SLT

  22. 3 Create Strategic Plan October – October R Integrate Strategic Plan with Workforce Planning • To ensure the resources needed to execute the strategic plan are integrated into workforce plans. SLT

  23. 3 Create Strategic Plan October – October S Integrate Strategic Plan with Financial Plan • To ensure the impacts to financial plans are identified and incorporated into the budget. SLT

  24. 3 Create Strategic Plan October – October T Finalize and Approve the Strategic Plan • To commit to a strategic plan to implement in the next year. • SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan. CEO and SLT

  25. 3 Create Strategic Plan October – October

  26. 4 Deploy the Strategic Plan November U Deploy the Strategic Plan • To the entire organization to facilitate engagement and acceptance of the plan. SLT

  27. 5 Execute the Strategic Plan January - December V Execute the Strategic Plan • Implement the APs on the intermediate-term strategic plan. SLT

  28. 6 Control the Results of APs January – December W Control the Results of APs • To ensure desired results are achieved and sustained. CEO and SLT

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