strategic planning gpsc appiah

7/25/2019 Strategic Planning GPSC APPIAH

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Resources Available

Presentation available @:

https://efiaseproject.wordpress.com/ Look for Publications

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376797699177449/timeline

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SOLOMON APPIAH6th Ghana Prisons Service Council -

Capacity Building Seminar2
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S.M.A.R.T & the 10-Year Plan?

A S.M.A.R.T.goalis defined as one thatis:

1. specific,

2. measurable,

3. achievable,

4. results-focused, and

5. time- bound

SOLOMON APPIAH 6th Ghana Prisons Service Council -Capacity Building Seminar

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Evaluation

20152025

How much time has already passed?

ANSWER: 7 months? What progress can we report to the

Executive after 1 year? How much of

the plan has the GPS accomplished in1 year?


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Why does the GPS need a 10-Year Strategic Plan?

It is an organizational management activity usedto

1. set priorities

2. focus energy and resources3. strengthen operations

4. ensure that employees and other stakeholdersare working toward common goals

5. establish agreement around intendedoutcomes/results

6. assess and adjust the organization's direction inresponse to a changing environment



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It is a disciplined effort by GPSleadership that produces fundamentaldecisions and actions that shape

behaviour of GPS that leads to SUCCESS Effective strategic planning articulates

not only wherean organization is goingand the actions needed to makeprogress, but also howit will know if it issuccessful.


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Strategic Implementation

People think of execution as the tacticalside of business, something leadersdelegate while they focus on the

perceived bigger issues. This idea iscompletely wrong. Execution has to bebuilt into a companys strategy, its goals,and its culture. And the leader of the

organization must be deeply engaged init.Larry Bossidy, The Discipline of Getting Things Done.



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The 10-Year

StrategicPlan must

become GPS

CULTUREor, success

will eludeGPS


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Among other things, implementationhas to do with Rigorously discussing hows and whats,

questioning

Ensuring accountability Assessing the organizations capabilities

Linking strategy to operations and the peoplewho are going to implement

Linking rewards to outcomes Changing assumptions as the environment

changes

Upgrading the GPScapabilitiesto meet thechallenges of an ambitious strategy.



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A Framework for

Executing Strategy

Entails converting the GPS strategicplan into action and results.

Job for the whole management team.

Each manager [ Director/RegionalCommander/ OIC ] must answer, what has tobe done in my area to implement our part ofthe strategic plan, and what must I do to getthese things accomplished?

All managers become strategic implementersin their areas and all employees areparticipants.



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The Big 8 Components of

Implementation.

The StrategyImplementersAction Agenda

what to do nowvs. 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 tostrategy-criticalactivities.

Establishstrategy-supportivepolicies.

Instituting best practices

and 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.



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One make-or-break determinant is how welltop management [Directorate] leads theprocess.

Middle and lower management [RegionalCommanders/OICs] need to push actions tothe front lines and see the strategy is wellexecuted.

The real implementation skill is being goodat determining what it will take to executethe strategy proficiently.



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Senior management communicate,communicate and then communicatesome 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

Rewardthose who achieve milestones Reallocate resources Personally preside over the strategic change

process



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SOLOMON APPIAH

Pre-Requisites to Planning

Senior leadership commitmentWho will do what?What will each group do?

How will we do it?When is the best time?

146th Ghana Prisons Service Council -Capacity Building Seminar


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Case Studies

Can the GPS accomplish the 10-YearPlan?


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strategic planning gpsc appiah

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