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Definition of Strategic Planning

Definition of Strategic Planning. Coordinated and systematic process for developing a plan for the overall course or direction of the endeavor in order to optimizing the future potential A commitment in writing. Collins, 2001. . What Strategic Planning is NOT :.

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Definition of Strategic Planning

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  1. Definition of Strategic Planning • Coordinated and systematic process for developing a plan for the overall course or direction of the endeavor in order to optimizing the future potential • A commitment in writing Collins, 2001.

  2. What Strategic Planning is NOT: • Doesn’t attempt to make future decisions • Not a substitute for leadership initiative, skills, judgment • Doesn’t always flow smoothly!

  3. Draw, See, Think, Plan • Draw: • See: • Internal • External • Think: • Plan:

  4. Mission and Vision • Vision Statement: describes a future identity • Purpose • More general • BHAG • Example: • Mission Statement: describes how we will achieve the Vision • Ongoing guide without a time frame • More specific • Example: Bradford, 2006; Collins, 2001;

  5. Goals and Objectives • Short-term, medium-term and long-term goals • SMART • Specific • Measurable • Achievable • Relevant • Timebound Center for Simplified Strategic Planning: www.cssp.com

  6. Practical Application • Form a team • Number • Key leadership • Representative • Make this a routine part of your leadership year • Schedule! • Begin with the end in mind! • Focus on limited number of strategic issues each year • Don’t have too many objectives • Monitor frequently • Utilize your resources Bradford, 2006; Collins, 2001;

  7. Practical Application: • Team meeting: • Take the Vision/Mission • Brainstorm on ideas • Move ideas into groups • Identify the major theme • Form the goal and/or objective

  8. Incorporating the Plan • Present to membership • 30 day “public viewing” - mark as “draft” • Solicit opinions • Expect criticism! • Ask for ideas that will strengthen the plan • Recognize and celebrate the successful implementation of the plan • Keep membership informed!

  9. Discouraged? • Do your members know what your SIG’s vision/mission is? • Do your members know what they can personally do to move the SIG forward? • Has the vision been communicated? • Does the leadership focus on the vision and the objectives? • Is the vision reinforced? • Is there 2 way communication? Harrison, 2003

  10. Getting everyone “Strategically Aligned” • Give them the strategic tools • Assist in understanding the strategy • Build the strategy around the structure of the organization • The strategy must be reflected in the “work” of the various members • Have a “buy-in” to the strategy

  11. Leadership Responsibility • To communicate the Vision/Mission • To assure that resources are adequately used to achieve the Vision/Mission • Be on top of things • Don’t micro-manage: delegate • Know enough to ask the right questions to the right people! • Personal discipline • Motivate and Inspire!

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