mission as never before ekuc youth leadership conference---24 th -29 th, nov.2014 strategic planning...

MISSION AS NEVER BEFORE

EKUC YOUTH LEADERSHIP CONFERENCE---24TH-29TH, NOV.2014

STRATEGIC PLANNING

Pr. Dan Abuya

---MISSION AS NEVER BEFORE! ---EKUC YOUTH LEADERSHIP CONFERENCE 2014---

Writing the Vision

Habakkuk 2:2-3 Then the LORD answered me and said: “Write the vision and make it plain on tablets, that he may run who reads it. For the vision is yet for an appointed time; but at the end it will speak, and it will not lie. Though it tarries, wait for it; because it will surely come, it will not tarry.

Other translations of the verse: Then the LORD told me: “I will give you my message in the form of a vision. Write it clearly enough to be read at a glance. At the time I have decided, my words will come true. You can trust what I say about the future. It may take a long time, but keep on waiting-- it will happen!” CEV

Then the LORD said to me, “Write my answer in large, clear letters on a tablet, so that a runner can read it and tell everyone else. But these things I plan won’t happen right away. Slowly, steadily, surely, the time approaches when the vision will be fulfilled. If it seems slow, wait patiently, for it will surely take place. It will not be delayed.” NLT

And then GOD answered: “Write this. Write what you see. Write it out in big block letters so that it can be read on the run. This vision-message is a witness pointing to what’s coming. It aches for the coming--it can hardly wait! And it doesn’t lie. If it seems slow in coming, wait. It’s on its way. It will come right on time.” Msg

A. What is the power of the written word?

A. God wrote things down that were

important to Him (Ex. 31:18; 32:15-16; 34:1; Deut. 9:10; 10:2).

B. God often encouraged or commanded His servants to write things down.

1. He commanded Moses to write

down His words to the people of God (Ex. 17:14; 24:12; Deut. 28:58).

2. He commanded the people of God to write His words on the door posts of their houses (Deut. 6:1-9; 11:18-21).

3. He commanded that the future kings should write down the book of the law so that they would remember God’s statutes (Deut. 17:18-20).

4. He gave David the pattern for the temple by assisting him in writing it down (I Chr. 28:19).

5. He commanded others to write down the words that were spoken to them.

a. Isaiah (Is. 30:8)b. Jeremiah (Jer. 30:1-2; 36:2, 28)c. Ezekiel (Ezek. 34:11)

God’s ultimate purpose for people writing down the words of His covenants was so that they would eventually get into their hearts (Ps. Jer. 31:33).

C. Biblical leaders understood the power of writing things down.

1. Moses commanded the people to

write the law on memorial stones taken from the Jordan River (Deut. 27:1-3, 8: Josh. 8:32).

2. Joshua knew that writing down the words of commitment would serve as a perpetual reminder and a constant witness (Josh. 24:24-27).

3. Nehemiah knew that writing down the words of the covenant would render the covenant more sure (Neh. 9:38).

D. Jesus received authority from the

written word (Mt. 4:4-10).

II. How does writing the vision assist in achieving the vision?

“Something potent occurs when a thought graduates from a couple of synapses firing off in your head to a statement on paper: the idea gets a life of its own, it becomes a possibility that can stare back at you, and ask what you're going to do about it. Writing down your goals means you'll have a reminder, a record, and most importantly…

the experience of promoting an idle thought that deserves to be more than that to a written statement. Lots of people may have goals in their heads, but a goal is only a whim until you articulate it.” –Gina Trapani

A. Writing things down helps you to

think through the vision.

B. Writing things down helps you work out the details of the vision.

C. Writing things down helps you to make the vision concrete.

D. Writing things down shows that you are taking your vision seriously.

E. Writing things down helps people to remember the vision.

F. Writing things down reduces stress.

G. Writing things down helps you to articulate your vision.

H. Writing things down helps you bring others into your vision quickly.

I. Writing things down facilitates commitment.

J. Writing things down helps you focus and refocus your activity.

K. Writing things down helps you to evaluate progress.

L. Writing things down helps you to stay accountable.

M.Writing things down helps you to accomplish the vision.

Key Elements of Vision Fulfillment

I. What are the five main elements contributing to vision success or fulfillment? There are five tools that will assist in bringing one’s vision to fulfillment or completion.

A. A Concise Mission StatementB. A Consistent Vision StatementC. Long Term and Short Term GoalsD. Clearly Articulated ValuesE. Appropriate Strategies or

Methodologies

C. What are the qualities of an effective mission statement?

1. An effective mission statement is

broad.

2. An effective mission statement is brief.

3. An effective mission statement is clear.

4. An effective mission statement inspires.

D. How is a mission statement formulated?

1. Set aside time with your

leadership group for this purpose and this purpose alone.

2. Set the stage and allow members of the group to brainstorm by responding openly to some key questions.

• Why do you believe that we exist?

• What are you here for?• What do you believe we are to accomplish together?

• What are your personal expectations regarding involvement in this organization?

• What are the most important things that we should never lose sight of?

3. Set the group at ease by explaining that there are no right or wrong answers in this process.

4. Record and write down all comments or suggestions without any particular filter on what is being said until no new thoughts are coming forth.

5. Identify the most commonly held and most repeated concepts.

6. Attempt to bring the group to a consensus regarding the core themes.

7. Utilize the results to compose a first attempt or rough draft of the proposed statement taking into account the group consensus.

8. Work over the wording until it passes “the mother test.”

Analysis

• Problem Analysis

• SWOT Analysis

Objective setting

• Where do we all want to go?

Strategy

• How will we get there?

Monitoring& Evaluation

• How will we measure

progress and results?

• What are our challenges?

• How do we resolve these?

Applying Lessons Learnt

• How do we move forward?

• What changes must we make?

PLANNING EVALUATION

Example 1

Inputs

Activities

Outputs

Outcomes

Impact

How?

Reduce the number of people living in poverty within the Lavington areaWhy?

50% of those receiving entrepreneurial skills through LSDAC have reliable sources of income.

What we want?

• Expert trainers• Training venue• ICTs platform

• Entrepreneurship training centre established.

• 100 people trained per year.

• Hold training workshops on entrepreneurial skills.

• Establish professional networking forum for young trainees.

Think about these things when leading on change:

• Lead your team, not manage• It is not a test but team work• Change is not an event but a process• Your attitude will determine your

altitude.• Serious assignment demands

simplicity

Annual Work Plan• Operationalises the Strategic Plan.

– Are the outputs/activities linked to the results of SP?

– Are the outputs/activities contributing to resolving issues already identified?

– Do we have clear targets?– Are we able to measure the results we

are targeting?– Are we realistic in our targeting

(budgets, time, other activities)

Draft plan includes:

1. Mission statement2. Vision3. Goals to be accomplished in 3-5 years4. Internal strengths and weaknesses5. External opportunities and threats6. Critical issues facing the organization7. Action plan for each critical issue8. Accountability : timetable for each action item

Steps to follow for successful strategic planning

1. Determine why you want to develop a plan2. Ensure that the organization’s leadership is committed to the process3. Form a strategic planning group4. Analyze your situation SWOT5. Develop a vision for the future6. Prepare or revise mission statement7. Identify most critical issues for the organization8. Prepare action plans, with 3-5 year goals9. Draft a plan to be reviewed by stakeholders10.Implement the plan with the intent of modifying as changes arise11. Update the plan annually

UONSDA CHURCH

STRATEGIC FOCUS

Outcome 1

75% of all registered Adventists

consistently uphold their

Adventist faith upon

University exit.

Objective 1

To increase the retention rate among all students who declare

their Adventist faith upon University

entry.

Outcome 2

10,000 non-Adventists in

Kenya reached with the Gospel annually through Student

Outreach Ministry.

Objective 2

To empower UONSDA Adventist

students for effective Gospel

evangelism across Kenya.

Outcome 3

80% of UONSDA Church

programmes effectively

implemented with increased efficiency and sustainability

Objective 3

To increase the organisational

capacity of UONSDA Church

to implement programmes effectively,

efficiently and sustainably.

10,000 non-Adventists in Kenya reached with the Gospel annually through Student Outreach Ministry

Music ministry strengthened

Chaplaincy ministry operationalised

City evangelism operationalised

2 evangelistic campaigns held

Literature evangelism established

Apologetics forum activated

Campus seminars operationalised

Strategic Implementation

The Poor Cousin.

Writing the Vision

Habakkuk 2:2-3 Then the LORD answered me and said: “Write the vision and make it plain on tablets, that he may run who reads it. For the vision is yet for an appointed time; but at the end it will speak, and it will not lie. Though it tarries, wait for it; because it will surely come, it will not tarry.

Other translations of the verse: Then the LORD told me: “I will give you my message in the form of a vision. Write it clearly enough to be read at a glance. At the time I have decided, my words will come true. You can trust what I say about the future. It may take a long time, but keep on waiting-- it will happen!” CEV

Then the LORD said to me, “Write my answer in large, clear letters on a tablet, so that a runner can read it and tell everyone else. But these things I plan won’t happen right away. Slowly, steadily, surely, the time approaches when the vision will be fulfilled. If it seems slow, wait patiently, for it will surely take place. It will not be delayed.” NLT

And then GOD answered: “Write this. Write what you see. Write it out in big block letters so that it can be read on the run. This vision-message is a witness pointing to what’s coming. It aches for the coming--it can hardly wait! And it doesn’t lie. If it seems slow in coming, wait. It’s on its way. It will come right on time.” Msg

Communicating and Implementing Vision

“A leader could develop the perfect values statement for an organization. It could meet or even excel all the requirements in the last chapter. That leader could read through the credo and be struck, even emotionally overwhelmed, by its excellence. He or she might even stand back, shake the head, and say, ‘Wow, this is outstanding!’

However, if the ministry’s constituency does not know what those values are, if

the leader has not taken the time to clearly communicate them, it would be

difficult, if not impossible, for the organization to implement them.” --

Aubrey Malphurs, Values-Driven Leadership, pg. 99


• Importance of implementation vs. strategy development?

• Issues?


“The best game plan in the world never blocked or tackled anybody.” V. Lombardi

“We would be in some form of denial if we didn’t see that execution is the true measure of success.” C. Michael Armstrong


“AT&T, Campbell Soup, Gillette, Eastman Kodak, Xerox. All these companies should be succeeding but aren’t. Why? Because they don’t know how to execute.”

Larry Bossidy, Chairman and former CEO of

Honeywell.


“People think of execution as the tactical side of business, something leaders delegate while they focus on the perceived ‘bigger issues’. This idea is completely wrong. Execution has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it.”

Larry Bossidy, The Discipline of Getting Things

Done.


“When you manage these processes in depth, you get robust results. You get answers to critical questions:

Are our products positioned optimally in the marketplace?

Can we identify how we are going to turn the plan into specific results for growth and productivity?

Are we staffed with the right kinds of people to execute the plan?

How do we make sure the operating plan has sufficient specific programs to deliver the outcome?”

Implementation is Different

• Operation-driven rather than market-driven.

• Action-oriented, make-things-happen tasks.

• Strategy requires few; execution requires everyone.

Implementation is Tougher

• Why is it tougher?• More time consuming challenge• Wide array of managerial challenges• Many options to proceed• Demanding people-management skills• Perseverance to get initiatives moving• Number of unexpected issues• Resistance to change, misunderstandings.• Difficulties of integrating efforts across

groups.


• Most know what it is: few know how to get things done.

• Three keys to keep in mind:• Execution is a discipline, and integral to

strategy.• Execution is the major job of the business

leader.• Execution must be a core element of an

organization’s culture.


Among other things, implementation has to do with;

Rigorously discussing ‘hows’ and ‘whats’, questioning, tenaciously following through.

Ensuring accountability Making assumptions about the business environment Assessing the organization’s capabilities Linking strategy to operations and the people who are

going to implement Linking rewards to outcomes Changing assumptions as the environment changes Upgrading the company’s capabilities to meet the

challenges of an ambitious strategy.


“The heart of execution lies in the three core processes: the people processes, the strategy processes and the operations processes.”

Larry Bossidy, Execution. The Discipline of Getting

Things Done.

A Framework forExecuting Strategy.

• Entails converting the organization’s strategic plan into action and results.

• Job for the whole management team.• Affects every part of the firm.• Each manager must answer, ‘what has to be

done in my area to implement our part of the strategic plan, and what must I do to get these things accomplished?’

• All managers become strategic implementers in their areas and all employees are participants.

A Framework forExecuting Strategy

• Least charted and most open-ended area.

• Based on individual company situations.

• Know basics that must be covered – some more than others, depending on changes

A Framework for Strategy Implementation.

• Implementation should be addressed initially when the pros and cons of strategic alternatives are analyzed.

• Some strategies cannot be executed by some companies!

• Form follows function – can vary even by department.

Implementation of Change

• Over half of 93 Fortune 500 companies surveyed had execution problems:

• Took more time than planned.• Unanticipated major problems.• Ineffective coordination.• Loss of focus on implementation.• Employees incapable, inadequately trained.• Environmental factors• Inadequate leadership• Tasks poorly defined• Information systems inadequate to monitor properly.

The ‘Big 8’ Components of Implementation.

The StrategyImplementer’sAction Agenda• what to do now vs. later?• What requires muchtime and personal attention?• What can be delegated to others.

Build an organizationwith the competencies,capabilities, and resourcestrengths needed forsuccessful strategyexecution.

Allocating ampleresources to strategy-criticalactivities.

Establishstrategy-supportivepolicies.

Instituting best practicesand pushing forcontinuous improvement.

Installing information, operatingand operating systems that enablecompany personnel to better carryout their strategic roles proficiently.

Tying rewards andincentives to theachievement of keystrategic targets.

Shaping the workenvironment andcorporate cultureto fit the strategy

Exercise the strategicleadership needed todrive implementationforward.

Leading Strategic Implementation

• Depends on nature and degree of strategic change.

• Probing assessment of what the organization must do now – and what it must do differently and better to carry out the new strategy.


• One make-or-break determinant is how well top management leads the process.

• Middle and lower management need to push actions to the front lines and see the strategy is well executed.

• The real implementation skill is being good at determining what it will take to execute the strategy proficiently.


• Senior management communicate, communicate and then communicate some more:

• Communicate the case for change• Build consensus for how to proceed• Install strong allies in key positions• Urging and empowering to get process moving• Establish measures and deadlines• Reward those who achieve milestones• Reallocate resources• Personally preside over the strategic change process


Most important leadership trait is a strong, confident sense of ‘what to do’ to achieve the desired results.

Knowing what to do comes from understanding the circumstances of both the organization and the industry as a whole.

This is not about ‘micromanaging’ but about assigning tasks, making sure that people understand priorities, asking incisive questions, staffing and then following up with measurement.

mission as never before ekuc youth leadership conference---24 th -29 th, nov.2014 strategic planning...

Documents

simplicity slide

planning evaluation

action item slide

draft plan

annual work plan

strategic planning group

successful strategic

critical issues