Creating a Living Strategy

1. Creating a Living Strategy Rotary 5040 Leadership Seminar February 17, 2007

2. Strategy – A Fundamental Planning Process • Where are we today? • Where are we going? • How do we get there? • Review / Renew

3. Where are we today? • ·Strengths / Weaknesses / Opportunities / Threats • ·        A solid assessment of the starting point for the plan – from both internal and external perspectives. • ·Distinctive Excellence • ·        Assure that you don’t leave behind your best strength(s).

4. Where do we want to be? • ·Vision • ·        Choose your destination – essential to the development of a plan • ·  Mission • ·        The purpose of the organization. • ·  Values • ·        What’s important in how we do things?

5. How do we get there? • Core strategy selections and Statements of strategy • Setting of specific objectives • Assignment of action • Measurement of results to plan • Regular review and renewal

6. VISION A clear & compelling image of the future that inspires confidence and motivates change.

7. “This nation should commit itself to achieving the goal, before the decade is out, of landing a man on the moon and returning him safely to earth.” -John F. Kennedy, 1961

8. WHAT MAKES GREAT VISION? • Leader initiated • Shared and supported • Positive – inspiring • Not a sure bet • Relevant

9. Visionary Organisations • “Built to Last” Collins & Porras, 1997 and “Good to Great” Collins 2002 • Tokyo Tsushin Kogyo (1945) • “Become the company that most changes the worldwide image of Japanese products as being of poor quality” • Products - Rice Steamers, food paste • Renamed – Sony Corporation • Ford (1907) • “to build a motorcar for the multitude… low in price that every man on a good salary could afford one… The horse will have disappeared from the highway and the motorcar taken for granted”

10. Strategy - and leadership skills • Focuses and sharpens the use of critique • Strengthens initiative by creating clear direction • Increases inquiry as ways to proceed are sought • Advocacy become more easily focused on what’s right • Decision making becomes more defined and resolute • Conflict resolution becomes more objective and vision based • Resilience is strengthened as direction is clear

11. PATHWAY START Strategy and Vision help keep you on your pathway • VISION • Organization • Team • Personal

12. Putting it all together District Strategy Clubs Objectives Actions Committees Results Values VISION Vision Rotarians Four Way Test

13. A Note About Change….. “Insanity is. . . …continuing to do the things we’ve always done and expecting to get different results.”Albert Einstein

14. Review of District 5040 Strategy

15. “Vision without action is merely a dream, Action without vision just passes the time, Vision with action can change the world” Joel Barker

16. Breakout Session #1 • AG’s Room 1711 with Don • District Committees Room 1715 with Chris • Club Leaders & Others Room 1717, Leigh Question – What can we do with your clubs in Rotary Year 2007 / 2008 to help move us forward towards our strategic goals? Return to this room at 11:30 for team presentations (max ten minutes each team)