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STRATEGIC PLANNING

STRATEGIC PLANNING. Transforming Vision Into Action. Strategic Planning. If you do what you have always done you will get what you have always got -- or less. +. MANAGEMENT COMMITMENT. ACTION - SPECIFIC STEPS. +. SUCCESSFUL CHANGE. =. Requirements for Successful Change. COMMON

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STRATEGIC PLANNING

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  1. STRATEGIC PLANNING Transforming Vision Into Action

  2. Strategic Planning If you do what you have always done you will get what you have always got-- or less.

  3. + MANAGEMENT COMMITMENT ACTION - SPECIFIC STEPS + SUCCESSFUL CHANGE = Requirements forSuccessful Change COMMON VISION

  4. Strategic Planning ProcessThree Basic Questions PHASE I: Where Do We Want To Go Long- Term View Situation Analysis PHASE II: Where We Are Now PHASE III: What We Must Do To Close The Gap Strategy

  5. Overview of TheStrategic Planning Process PHASE I: Where We Want To Go Objectives (Short & Long Term) Long- Term View ConstituentGroups Goals Mission Vision Values PHASE II: Where We Are Now Situation Analysis Strengths Opportunities Threats Assumptions Weaknesses PHASE III: What We Must Do To Close The Gap Key Decisions and Strategies Strategic Plan Critical Issues

  6. The Planning Pyramid VISION PURPOSE VALUES CONSTITUENT GROUPS GOALS ENVIRONMENTAL SCAN ASSUMPTIONS SITUATION ANALYSIS STRENGTHS, WEAKNESSES, THREATS, & OPPORTUNITIES OBJECTIVES (SHORT & LONG TERM)/STRATEGIES CRITICAL ISSUES/KEY DECISIONS

  7. #1 #2 #3 VISION MISSION VALUES GOALS LONG-TERM OBJECTIVES SHORT-TERM OBJECTIVES Strategic Planning Process KICK-OFF MEETING STRATEGIC PLANNING SESSIONS WHAT WE MUST DO TO CLOSE THE GAP WHERE WE ARE NOW WHERE WE WANT TO GO RESEARCH STRENGTHS STATEMENT OF STRATEGY WEAKNESSES DOCUMENT ANALYSIS PLAN OPPORTUNITIES CRITICAL ISSUES THREATS ASSUMPTIONS COMMUNICATE PLAN ACTION PLANS DISTINCTIVE COMPETENCE MONITOR PLAN FEEDBACK LOOP

  8. Typical Planning Cycle Top-Down Direction Bottom-Up Action Plans

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