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Strategic Planning

Strategic Planning. Larry Potterfield Founder and CEO. America Needs Baldrige!. 1 Set the Direction January. C. B. A. Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction. BOD and President. Validate

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Strategic Planning

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  1. Strategic Planning Larry Potterfield Founder and CEO

  2. America Needs Baldrige!

  3. 1 Set the Direction January C B A Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction. BOD and President Validate Key Stakeholders • To ensure groups with a vested interest in the organization’s success are represented. CEO and President 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

  4. 1 Set the Direction January A Validate Mission Statement • To ensure guidance to the organization is aligned with current business needs and direction. BOD and President

  5. 1 Set the Direction January B Validate Key Stakeholders • To ensure groups with a vested interest in the organization’s success are represented. CEO and President

  6. 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

  7. 1 Set the Direction January D E 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 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 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

  9. 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

  10. 1 Set the Direction January F Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. CEO and President

  11. 1 Set the Direction January G Create Company Strategies • To provide guidance in decision making. CEO and President

  12. 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

  13. 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

  14. 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

  15. 2 Deploy the Strategic Objectives February, May and August Innovation Employees submit ideas for APs.

  16. 2 Deploy the Strategic Objectives February, May and August K Ideas Categorized • To identify strategic ideas as APs on the strategic plan. SLT

  17. 2 Deploy the Strategic Objectives February, May and August Operational Analysis Results Review • To identify opportunities to address, actual and projected performance are reviewed against goals. SLT Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT 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 L M N S W O T

  18. 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

  19. 2 Deploy the Strategic Objectives February, May and August M Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT S W O T

  20. 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

  21. 2 Deploy the Strategic Objectives February, May and August Innovation Strategic ideas for APs to achieve strategic objectives are captured.

  22. 3 Create Strategic Plan October - October O-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 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 Integrate Strategic Plan with Workforce Planning • To ensure the resources needed to execute the strategic plan are integrated into workforce plans. SLT 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 Integrate Strategic Plan with Financial Plan • To ensure the impacts to financial plans are identified and incorporated into the budget. SLT Prioritize APs • To determine the appropriate importance level of each AP. SLT

  23. 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

  24. 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

  25. 3 Create Strategic Plan October – October Q Prioritize APs • To determine the appropriate importance level of each AP. SLT

  26. 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

  27. 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

  28. 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

  29. 3 Create Strategic Plan October – October

  30. 4 Deploy the Strategic Plan November U Deploy the Strategic Plan • To the entire organization to facilitate engagement and acceptance of the plan. SLT

  31. 5 Execute the Strategic Plan January - December V Execute the Strategic Plan • Implement the APs on the intermediate-term strategic plan. SLT

  32. 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

  33. America Needs Baldrige!

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