1.LDR 660Strategic Planning Siena Heights - WallaceBryson, 2011

2. ON TARGETStrategic Planning A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it. Bryson, 2011, p. 7. Bryson, 2011 3. ON TARGETBenefits of Strategic Planning Promotion of strategic thought and action Improved decision making Enhanced organizational responsiveness Improved organizational performance Higher organizational citizenship behavior Enhanced organizational learningBryson, 2011 4. ON TARGETCharacteristics: Strategic Planning Is concerned with identifying and responding to the most fundamental issues facing an organization Addresses the subjective question of purpose and the often competing values that influence mission and strategies Emphasizes the importance of external trends and forces as they are likely to affect the organization and its mission Attempts to be politically realistic by taking into account the concerns and preferences of internal, and especially external, stakeholders Poister, T. H., and Streib, G. (1994).Bryson, 2011 5. ON TARGETStrategic Planning Is NOT: A substitute for strategic thinking, acting, and learning A substitute for leadership Synonymous with creating an organizational strategyThere is a difference between what is deliberate and what is emergentThere is a difference between what is intended and what is realizedBryson, 2011 6. ON TARGETCharacteristics: Strategic Planning Relies heavily on the active involvement ofsenior level managers, and sometimes electedofficials, assisted by staff support where needed Requires the candid confrontation of criticalissues by key participants in order to buildcommitment to plans Is action-oriented and stresses the importance ofdeveloping plans for implementing strategies, and Focuses on implementing decisions now inorder to position the organization favorably forthe future Poister, T. H., and Streib, G. (1994). Bryson, 2011 7. ON TARGETStrategic Management Links strategic planningwith implementation Is concerned withmanaging an organizationin a strategic way on anongoing basis Bryson, 2011 8. ON TARGETStrategic Management Systems Are one means of inducing and linking strategic thinking, acting, and learning throughout an organization or other entity Are intended to promote strategic thought, action, and learning and to control and guide the way strategies are implemented; and to develop capacities for future action consisting of:Mission and visionStrategic planningResults-oriented budgetingStrategic measurementPerformance management Bryson, 2011 9. ON TARGETStrategic Management Systems Source: Poister and Streib (1994) Bryson, 2011 10. ON TARGETStrategic Management Systems Layered or stacked units ofmanagement models Strategic issues managementmodels Contract models Portfolio models Goal or benchmark modelsBryson, 2011 11. ON TARGETStrategic Management Systems Tools and techniques can emphasize process or content Process tools and techniques can foster or reinforce centralized or decentralized interactions Content approaches favor experts and expert knowledge, and therefore limited interactions Bryson, 2011 12. ON TARGETImplementation The hardest part of implementation is the detailsPerformance measurement and managementProgram and project managementBudgetsPersonnelOngoing learning and readjustmentBryson, 2011 13. ON TARGETImplementation Leadership is the inspiration and mobilization of others to undertake collective action in pursuit of the common good.Crosby & Bryson, 2005 Leaders influence will turn on their own qualities of character, expertise, prestige, intelligence, ch arm and credibility, but these will have little impact unless they engage the relevant needs and motivations of the persons being influenced. James McGregor Burns, 1978 Bryson, 2011 14. ON TARGETEffective Strategic ManagementRequires: Understanding the context Understanding the people involved, including oneself Sponsoring the process Championing the process Facilitating the process Fostering collective leadership Bryson, 2011 15. ON TARGETEffective Strategic ManagementRequires: Using dialogue and discussion to create a meaningful process, clarify mandates, articulate mission, identify strategic issues, develop effective strategies, and possibly develop a vision of success Making and implementing decisions in arenas Enforcing rules, setting disputes, and managing residual conflicts Putting it all together Bryson, 2011 16. ON TARGETContext Appreciate history butdont get bogged down Tailor the process to fit Know when to go bigor choose smallerobjectives.Bryson, 2011 17. ON TARGETUnderstand the Participants Understand and appreciate diversity and commonality. Develop strength of character and insight. Understand the competencies.Bryson, 2011 18. ON TARGETSponsor the ProcessArticulate the purpose and importance of thestrategic planning effort.Commit the necessary resources to the effort.Emphasize at the beginning and at critical pointsthat action and change will result.Encourage and reward creative thinking,constructive debate, and multiple sources of inputand insight.Be aware of the possible need for outsideconsultants.Be willing to exercise power and authority to keepthe process on track. Bryson, 2011 19. ON TARGETChampion the ProcessKeep strategic planning high on peoplesagendasAttend to the process without promotingspecific solutions.Think about what has to come together(people, tasks, information, reports) at orbefore key decision points.Organize the time, space, materials, andparticipation needed for the process tosucceed.Pay attention to the languages used todescribe strategic planning andimplementation.Keep pushing the process along.Bryson, 2011 20. ON TARGETFacilitate the Process Know the strategic planning process, and explain how it works at the beginning and at many points along the way. Tailor the process to the organization and to the group involved. Convey a sense of humor and enthusiasm for the process and help groups get unstuck. Press groups toward taking action and assigning responsibility for specific actions. Congratulate people whenever possible.Bryson, 2011 21. ON TARGETFoster Collective Leadership Rely on teams. Focus on network and coalition development. Establish specific mechanisms for sharing power, responsibility, and accountability.Bryson, 2011 22. ON TARGETMeaningful Dialogues Understand the design and use of forums. Seize opportunities to provide interpretation and give direction in difficult and uncertain situations. Reveal and name real needs and real conditions. Help followers frame and reframe issues and strategies. Offer compelling visions of the future. Champion new and improved ideas for addressing strategic issues. Detail actions and expected consequences. Bryson, 2011 23. ON TARGETDecision Arenas Understand the design and use of arenas. Mediate and shape conflict within and among stakeholders. Understand the dynamics of political influence and how to target resources appropriately. Build winning, sustainable coalitions. Avoid bureaucratic imprisonment.Bryson, 2011 24. ON TARGETNorms, Disputes & ConflictUnderstand the design and useof formal and informal courts.Foster organizational integrityand educate others about ethics,constitutions, laws, and norms.Apply constitutions, laws, andnorms to specific cases.Adapt constitutions, laws, andnorms to changing times.Resolve conflicts amongconstitutions, laws, and norms.Bryson, 2011 25. ON TARGETVirtual Teams Establish regular group interaction Firm rules for communication Use visual forms of communication where possible Imitate the attributes of co-located teams Give and receive regular feedback & assistance Agree on technology standards Source: Krietner/Kinicki, 2009 Bryson, 2011 26. ON TARGETVirtual Teams Use 360-degree feedback to betterunderstand and evaluate team members Provide a virtual meeting room viaintranet, web site, or bulletin board Note which employees effectively usee-mail to build team rapport Smooth the way for an employees nextassignment if membership on theteam, or the team itself is not permanent Be available to employees, but dontwait for them to seek you out Encourage informal, off-lineconversations between team members Source: Krietner/Kinicki, 2009Bryson, 2011 27. ON TARGETBring It All Together Planning is the organization of hope.--Stephen Blum Usually, the main problem with life conundrums is that we dont bring to them enough imagination.--Thomas Moore Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has.--Margaret Mead Bryson, 2011 28. ON TARGETBring It All Together "The companies that survive longest are the ones that work out what they uniquely can give to the worldnot just growth or money but their excellence, their respect for others, or their ability to make people happy. Charles Handy "Youve got to think about big things while youre doing small things, so that all the small things go in the right direction. Alvin TofflerBryson, 2011