Strategic Planning

1. Strategic Planning Joseph W. Lapilio III – Na Ki`i Ku LLC Tracy Janowicz – Ho`okupa`a

2. Strategic Planning … a process of defining strategy and making decisions on allocating its resources to pursue this strategy.. – Wikipedia A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. – BusinessDictionary.com … used to set priorities, focus energy and resources, strengthen operations, ensure employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment.. – Balanced Scorecard Institute

3. Strategic Positioning The overall intended objectives and approach to a situation. Most business managers will carefully develop a well thought out strategic position and take considerable steps to communicate it to staff clearly so that all parts of the business can be operating toward the firm's stated goals. – BusinessDictionary.com A critical step in defining the strategy of a business is to determine its strategic positioning – the essence of how it competes and serves customers in its markets. At the core is customer bonding: the attraction, satisfaction and retention of customers. – Dean and Company Strategy is a proprietary set of actions that serve targeted customers better than competition, while strategic positioning consists in defining the focus point of a company’s resources. – WAED.net

4. Strategic Planning Tools Brainstorming - Rapid generation of creative ideas. Problem Statement Guidelines - Apply problem statement guidelines to sharpen the definitions of any problem into its what, when, where, who, why, and how dimensions. Strengths and Weaknesses, Opportunities and Threats (SWOT). Problem Trees - Direct your attention to fundamental, deep-rooted explanations.

5. Strategic Planning Tools cont’d Logical Framework - The logical framework encourages planners to specify cause-and-effect relationships, and to explicitly state all assumptions. Force-Field Analysis - Most goals are characterized by restraining forces that hold you back, and driving forces that push you forward. In force-field analysis, you identify these forces, and you assess your degree of influence to control them. Comparison Matrix - Rank several options in a systematic way to arrive at a single choice. Role Playing - Interpret problems and feel emotions in the same way as your actual interest groups. Environmental Scan (e-Scan) - Monitoringof an organization's internal and external environments for detecting early signs of opportunities and threats that may influence its current and future plans.

6. Strategic Planning • Who needs to be involved? • Board of Directors • Staff • Key Stakeholders • Key Volunteers • Others

7. Strategic Planning Problems, Pitfalls and Resolutions

8. Strategic Planning Different Agenda Loss of vision and mission Conflicting or loss of values Perpetual planning Non-use Other issues

9. Strategic Planning So how do you use your Strategic Planning/Strategic Positioning Document?

10. Strategic Planning Let’s talk…