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Strategic Planning and the Planning Process

Strategic Planning and the Planning Process. Planning in the Academy. Strategy and Planning – History and Definitions. Of military origin, applied to a business setting. In Chinese – “Heiho” “Method of the soldier” Resources, goals, capabilities, dominance

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Strategic Planning and the Planning Process

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  1. Strategic Planning and the Planning Process Planning in the Academy

  2. Strategy and Planning – History and Definitions • Of military origin, applied to a business setting. • In Chinese – “Heiho” • “Method of the soldier” • Resources, goals, capabilities, dominance • Strategy in the business setting has matured and grown from these beginnings

  3. James Bryan Quinn • A strategy is a pattern or plan that integrates an organization’s major goals, polices, and action sequences into a cohesive whole. A well-formulated strategy helps to marshal and allocate an organization’s resources into a unique and viable posture based on its relative internal competences and shortcomings, anticipated changes in the environment and contingent moves by intelligent opponents.

  4. Henry Mintzberg • “A pattern in a stream of decisions” • “Position, perspective, pattern, plan” • Intended (The play book) • Deliberate (Following the play book) • Emergent (Fumble!) • Unrealized (Punt on 4th down) • Realized (The outcome of the game)

  5. Two more definitions • Porter: • Decisions that lead to a unique position • What you do and don’t do • A fit between firm actions and the environment. • Robert • A “picture” of the products, customers, industry segments and geography you will compete in. A future vision of the firm.

  6. Strategy and Planning - the educational context • Blau, Boyer, Astin, Bloom, Birnbaum • Clark Kerr – Berkeley and the California System • “The status quo is the only solution that cannot be vetoed.” • "When `the borders of the campus are the boundaries of our state,' the lines dividing what is internal from what is external become quite blurred; taking the campus to the state brings the state to the campus." (1960) • Richard Cyert – Carnegie Mellon • Cohen and March’s “Garbage Can Model” • William Massey – Stanford • Convenience institutions, mass providers and “Brand Name” Universities

  7. Strategy in Academia • Association and Affiliations • ACE • AAU • CIC • NASULGIC • ASHE • AAHE • Society of College and University Planners • Foundation Initiatives • Ford Foundation • Pew Charitable Trusts • Carnegie Foundation for the Advancement of Teaching • Journals • New Directions in Higher Education • Higher Education

  8. Michael RobertStrategy: Pure and Simple 1993 • Distinctive Characteristics • A very “corporate” view • A focus on driving forces and communication issues • Robert says while many driving forces are active in every organization, only one can be the most important – and in turn the organizational “driving force”.

  9. Roberts’ strategic areas: • Product/service concept • Market type, user/customer class • Production capacity/capability • Technology/know-how • Sales/marketing method • Distribution method • Natural resources • Size/growth or Return/profit

  10. Robert’s 7 Rules of Competition The following are a set of rules that will produce better results against your competition. Rule 1: Control the “Sandbox” Rule 2: Identify Which Competitors Your Strategy Will Attract Rule 3: Anticipate Each Potential Competitor’s Future Strategy Rule 4: Draw Competitive Profiles Rule 5: Manage the Competitor’s Strategy Rule 6: Neutralize the Competitor’s Areas of Excellence Rule 7: Choose Your Competitors; Do Not Let Your Competitors Choose You.

  11. George KellerAcademic Strategy - 1983 Traditions, Values, and Aspirations Strengths and Weaknesses: Academic and Financial Leadership: Abilities and Priorities ACADEMIC STRATEGY Environmental Trends: Threats and Opportunities Market Preferences, Perceptions, and Directions The Competitive Situation: Threats and Opportunities

  12. John BrysonStrategic Planning for Public and Nonprofit Organizations - 1988 • Distinctive Characteristic • Recognizes the unique stakeholder issues of the not for profit enterprise • Citizens • Volunteers • The difficulty to reach goal congruence

  13. Stakeholder Map for a Government Political Parties Citizens Governing Body Financial Community Other Governments Future Generations Interest Groups Suppliers GOVERNMENT Competitors Taxpayers Service Recipients Media Unions Employees

  14. Forces-Trends Customers Competitors - Collaborators 4 External Environment 2 Mandates Action 8 Vision of Success Results 1 Initial Agreement 6 Strategic Issues 7 Strategies 3 Mission/ Values 5 Internal Environment Resources Present Strategy Performance Strategic Planning Process Opportunities Threats Strengths Weaknesses Strategy Formulation Implementation

  15. Bryson’s templates • Stakeholder Analysis • Mission Statement • SWOT Analysis • (Strength Weakness Opportunity Threat) • Strategic issue identification worksheets • Solution generation worksheets • Dreams and Visions • Barriers • Actions • Proposals, actions and action steps

  16. Stakeholders Analysis Worksheet

  17. George Morrisey Morrisey on Planning - 1996 • Distinctive characteristics • Demonstrates the stages of planning • Strategic thinking • Long Range Planning • Tactical Planning • A focus on linking tactics to strategy • Driving implementation issues • An Excellent source of templates

  18. The Planning Process Values Key Results Areas Key Strategic Areas Mission Critical Issue Analysis Critical Issue Analysis Key Perf. Indicators Long-Term Objectives Vision Objectives Strategic Action Plan Action Plans Strategy Plan Review Plan Implementation and Results Strategic Thinking Long-Range Planning Tactical Planning

  19. Critical Issue Analysis and Plan Potential/Perceived Issue: Date/Information: Possible Reasons: Conclusion(s): Alternative Ways to Address the Issue: Champion: Long-Term Objective(s): Assumptions: Major Actions:

  20. Action Plan Format

  21. Other Morrisey Templates • Performance Measures • Planning Assessment Checklist • “Planning to Plan” • Training, buy in, etc.

  22. Various models but a common process • Appraise the competitive environment • Political, Economic, Technical, Social • Forecast environmental trends • Ascertain critical success factors • Evaluate the organization’s strengths and weaknesses • Identify strategic issues • Establish and implement an action plan • Measure results • Develop feedback loops

  23. Templates and Examples Bryson

  24. Mission Statement Worksheet • Who are we? • In general, what are the basic social needs we exist to fill? • In general, what do we want to do to recognize or anticipate and respond to these needs? • What should our responses be to our key stakeholders? • What is our philosophy and what are our core values? • What makes us distinctive or unique?

  25. SWOT Analysis Worksheet • Internal Strengths • Internal Weaknesses • External Opportunities • External Threats

  26. Strategic Issue Identification Worksheet • What is the issue? Be sure to phrase the issue as a question about which your organization can take some sort of action • Why is this an issue? What is it about the conjunction of mission and mandates, external opportunities and threats, or internal strengths and weaknesses that makes this an issue? • What are the consequences of not addressing this issue?

  27. Practical Alternatives, Dreams, or Visions Worksheet • What are the practical alternatives, dreams or visions we might pursue to address this strategic issue?

  28. Barriers Identification Worksheet • What are the barriers to the realization of these alternatives, dreams, or visions?

  29. Major Proposal Worksheet • What are the major proposals we might pursue either to achieve the practical alternatives, dreams, or visions directly or to overcome the barriers to their realizations?

  30. Major Actions Worksheet • What major actions with existing staff and within existing job descriptions must be taken within the next year to implement the strategies or proposals?

  31. Action Steps Worksheet • What action steps must be taken in the next six months to implement the proposals and who is responsible for the action step? • ___ Person Responsible ____________________ • ___ Person Responsible ____________________ • ___ Person Responsible ____________________

  32. Templates and Examples Morrisey

  33. Examples of Key Performance Indicators Examples of Key Performance Indicators Key Results Areas Key Performance Indicators Return/profit Return on investment Percentage of return on sales Net profit before taxes (dollars) Percentage of gross margin (by product line) Productivity Dollars of sales per employee Units per month (by product line) Output per work-hour Output per employee Overtime as percentage of payrool Downtime Turnaround time

  34. Examples of Key Performance Indicators (2) Examples of Key Performance Indicators (continued) Key Results Areas Key Performance Indicators Employee development Training investment as percentage of sales Number of employees on degree plan Cross-training plan Number of backups per position Number of employees with implemented development plan

  35. Examples of Key Performance Indicators (3) Examples of Key Performance Indicators (continued) Key Results Areas Key Performance Indicators Quality assurance Percentage of first-time acceptance Yield Cost of rework, scrap Percentage of error-free completions (per shift, per employee) Percentage of recidivism (in law enforcement) Cross-functional Percentage of on-time completions Integration Number of unresolved conflicts Average lead time on support requests Specific joint project agreements

  36. Examples of Key Performance Indicators (4) Examples of Key Performance Indicators (continued) Key Results Areas Key Performance Indicators Research and Number of new product ideas approved for development development Projected dollar value of approved product ideas Number of new applications for current products/services Cost of R&D investment: ratio to total budget

  37. Examples of Key Performance Indicators (5) Examples of Key Performance Indicators (continued) Key Results Areas Key Performance Indicators Organizational Favorable mentions in media Image Public information programs Involvement in community Interorganizational cooperative efforts Legislative relations Response time to legislators Inquiries handled favorably Funding approved Major programs approved

  38. Planning Assessment Checklist

  39. Strategy: Pure and Simple, Michel Robert, ISBN 0-07-053131-5 Strategic Planning for Public and NonProfit Organizations, John Bryson, ISBN 1-55542-087-7 Morrisey on Planning George L. Morrisey ISBN 0-7879-0170-9 ISBN 0-7879-0169-5 ISBN 0-7879-0168-7 http://www.morrisey.com Referenced texts

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