Strategic Planning 101

1. Strategic Planning 101

2. Strategic Planning The process of self-examination, the confrontation of difficult choices, and the establishment of priorities.

3. Strategic Planning The process of self-examination, the confrontation of difficult choices, and the establishment of priorities. It’s all about making decisions!

4. Strategic Planning The process of self-examination, the confrontation of difficult choices, and the establishment of priorities. It’s all about making decisions! Staying relevant!

5. Strategic Planning The process of self-examination, the confrontation of difficult choices, and the establishment of priorities. It’s all about making decisions! Staying relevant! And planting the seeds for future success.

6. Strategic Planning “The lottery is great, because it's easy. Not certain, but easy. If you win, the belief goes, you're done. Medical school is great because it's certain. Not easy, but certain. If you graduate, the belief goes, you're done. Most people are searching for a path to success that is both easy and certain. Most paths are neither.” - Seth Godin

7. Fundamentals of the Process • Structured • Inclusive • Transparent • Measurable • Flexible • Data-driven • Integrated – throughout the org. • Tied to Assessment and Budget

8. A continuous cycle BELIEF SYSTEM

9. THEORY: It starts with strategic thinking • The best executives have the clearest vision of where they are headed, and the greatest capability of communicating that vision, even if they don’t have all the answers on how to get there! • Skills in reading the forces and how they are aligned, and controlling the forces to select an approach and guide the organization toward the goal.

10. Planning Requires Futuring Skills • Consequential thinking • Critical thinking • Creative thinking

11. Consequential thinking • Long-term results rather than immediate benefit • What will happen if…

12. Critical thinking • Examine costs and benefits associated with particular activities • Don’t do it just because “everyone else is doing it…” • Rational

13. What Would YOU Do?

14. Runaway Train #1 A runaway trolley is racing down the track, with 5 people working on the tracks straight ahead. You are in the switching booth and see that if you switch the trolley to the other track that there is only 1 person working there. Thus 1 person would be killed instead of the 5 who will be killed if you take no further action.

15. Runaway Train #2 A runaway trolley is racing down the track, with 5 people working on the tracks straight ahead. You are on the overhead walkway next to a fat man with a backpack. You see that if you push the fat man to the tracks it will derail the trolley and only 1 person would be killed instead of the 5 who would be killed if you take no further action.

16. Runaway Train A rational response: cost-benefit An emotional response: reactive and visual This is fought out in your Ventromedial Prefrontal Cortex

17. Creative thinking • Leads to creative problem solving • Everyone is involved • Most important in dealing with change

18. Practice: Building the Plan

19. Build the Plan: Who Does It? In the not-for-profit world, Boards are intimately involved in long-range planning while the staff are more strategic/tactical. Generally they work together.

20. Create ContextUnderstand the Environment Situation Analysis • Strengths • Weaknesses • Opportunities • Threats

21. Understand the Environment Situation Analysis - Internal • Strengths • Weaknesses • Opportunities • Threats

22. Understand the Environment Situation Analysis - External • Strengths • Weaknesses • Opportunities • Threats

23. Belief System Long-Range Planning (The Belief System) • Where are we headed? • What should we be addressing? • What are the rules? • Requires organizational stability

24. Conceptual Flow: Long-Range Plan Belief System Externally Focused Vision Mission Internally Focused Vision Goals Core Values

25. Belief System Vision • The expression of the ideal future that gives us purpose. • A future that we have to create to be successful and relevant in a changing environment. • A shared sense of direction.

26. Belief System Vision – 2 types Externally focused The gift of seeing clearly what may be. The more we see, the more we can achieve. The more we can achieve, the grander our vision. Idealistic, emotional – unusual. Steve Jobs: “A computer in every home.” Internally focused The tangible expression of the future organization from the perspective of the present. Often included in the mission statement.

27. Externally focused vision • What is it that drives the organization? • What are we trying to accomplish? • What bigger thing are we a part of? Idealistic!

28. Through transformational service and civic responsibility, the Service Collaborative of WNY is designing a sustainable future for our nation’s communities.

29. Internally Focused Vision Personal vision exercise

30. Belief System • The organization’s role in achieving the Vision. • Describes what business we are in. • Boundaries of operation – a guide to all policy development. • The touchstone for every decision.

31. The Service Collaborative of WNY, an independent non-profit organization, creates opportunities for all individuals to serve, challenging citizens to turn their ideals into action and their passion into positive change.

32. Belief System Core Values • Core values are the beliefs we hold most closely. • Knowledge of beliefs and values must come before policies, processes, goals and strategies. • These statements serve as the "rules" of doing business and guides to strategy development; the fundamental ethical standards and the basis of the culture of the organization, or what should they be.

33. Core Values “The customer is always right”

34. Core Values: Strong Implications “The customer is always right” POSITIVE: Convince customers that they will get good service in this organization 2. Convince employees to give customers good service

35. Core Values: Strong Implications “The customer is always right” • NEGATIVE: • Makes employees unhappy, and unhappy • employees give bad customer service! • 2. Gives unfair advantage to abrasive customers; • some customers are just bad for business. • 3. Sometimes customers are just plain wrong.

36. Discuss - Core Value “All people have a right to full access to all levels of health care.” What are the implications of this statement from a strategic point of view?

37. Belief System Goals • Broad statements of proposed achievement that, when accomplished, significantly contribute toward the achievement of an organization’s mission. • Broad enough aims to be something toward which the organization is always moving.

38. Goals 1. The quality of health care provided at all levels of service will meet or exceed community expectations. 2. Our organization will attract and retain the most capable and supportive professionals to ensure its continued excellence in serving the region above expectations. 3. Residents of the region will value our agency as an important partner in maintaining the quality of life in the region. 4. Human service professionals will perceive our agency and the community as an environment supportive of personal and professional growth. 5. Consumers will have a high level of satisfaction with their experiences at our agency. 6. We will generate sufficient working capital and contributed income to ensure the continuing ability to re-invest in our facilities and new services that benefit the region. LS

39. Goals 1. The quality of health care provided at all levels of service willmeet or exceed community expectations. 2. Our organization will attract and retain the most capable and supportive professionals to ensure its continued excellence in serving the region above expectations. 3. Residents of the region will value our agency as an important partner in maintaining the quality of life in the region. 4. Human service professionals will perceive our agency and the community as an environment supportive of personal and professional growth. 5. Consumers will have a high level of satisfaction with their experiences at our agency. 6. We will generate sufficient working capital and contributed income to ensure the continuing ability to re-invest in our facilities and new services that benefit the region. LS

40. Strategic Planning Vision  Mission  Core Values  Goals Long-Range Plan where we are heading Strategic Plan How we will get there

41. Strategic Intent Vision  Mission  Core Values  Goals Long-Range Plan (where are we heading) Strategic Intent Strategic Plan How will we get there?

42. Strategic Intent

43. Strategic Intent • What our strategies are going to accomplish in real and measurable terms • An inspiration along the way to overall success • Unambiguous, clear and simple

44. Strategic Intent • Roswell Park Cancer Institute: • Be a top 10 cancer center • University at Buffalo • Be a great public research university with 10,000 more students and 250 more faculty • Kaleida Health • Become the area’s university teaching system

45. Strategic Plan Vision  Mission  Core Values  Goals Long-Range Plan Where we are heading Strategic Intent Driving Strategies  Imperatives  Objectives  Strategies  Tactics Strategic Plan How we will get there?

46. Strategy • A plan to get from some point in the present to some point in the future. • More art than science • An intuitive process • Alternatives • Based on knowledge of the customer, the competition, and the environment • Resources

47. Good strategy • Only as good as its assumptions • Flexible enough to be modified if the market or competitors demand that it be changed • Connects with the market

48. Driving Strategies • Broad approaches to achieve the intent • Lowest cost provider, highest quality provider, most flexible in meeting consumer needs, shape the market, react to competitors, etc. • Should clearly differentiate from competitors and potential alternatives

49. Imperatives • Issues, concerns or problems that confront the organization now, or will soon; • Will affect several major components of the organization; • Will require strategic rather than administrative or short-term action to resolve; • Will have serious consequences if not resolved; • Has not yet been resolved.

50. Develop the strategic plan around the imperatives Implicit that we make resource decisions within this construct. Implicit that we hold people accountable for success within each imperative.