strategic planning process
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TRANSCRIPT
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Strategic Planning Process
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Strategic Planning Module Research Questions
1. Why me?2. What are the Design Specs?3. How do I “Think inside the box?” 4. What does planning look like? 5. What are the Gems of Wisdom? 6. How does this really work?
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Why me?
or “How do the guides to action and
lists assist in individual projects?”
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Sound Familiar
• Lack of Communication with internal and external customers. 6,6,1,5=72
• Denial there is need of change and when recognized no follow through. 7,5=24
• Lack of priorities. 6,7=20)
• Lack of infrastructure and planning and communication between N. Y. and Chattanooga and L. A. and Paris. 4,6=20
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Guided Problem Solving
Traditional PlanningResults: Limited Progress
Participative Planning Process: Focused Progress
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Typical vs Performance Planning Improvement
Planning• Formal
• Focus on Plan
• Budget Driven
Top management & their consultants
• Structured but less formal
• Focus on plan & process
• Plan drives budget
• Involvement at all levels of management
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Project Integration Management
Company Planning
VisionMissionGuiding PrinciplesStrategic ObjectivesTactical ObjectivesAction Plans
Personal Planning
VisionGuiding Principles5 year plan objectives
PROJECTS
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Research QuestionWhat are the Design Specs?
Or There are tons of models;
which one do I use?
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Strategic Planning Desired Outcomes
• Generation of ownership for the plan
• Integration & coordination of ongoing improvement activities
• Timely completion & distribution of the plan
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Strategic Planning Desired Outcomes
• Effective improvement of the organization
• Improved collective understanding of the organization
• Develop managers to take strategic business view
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Strategic Planning Guiding Principles
• The process by which you plan is as important as the plan itself
• Those who must implement must be involved
• Top management involvement = precondition for success
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Strategic Planning Design Specifications
• Taps entire wisdom of team
• Efficiently uses team’s time
• Structured but not overly formal
• Begin with “Vision” but contains “Monday Morning” action items
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Strategic PlanningHow do I “Think inside the box?”
OrHow do I integrate and avoid
flavor of the month?
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Think Inside the Box
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Strategic Planning Model
PLAN DO
CHECKACT
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OrganizationalSystems Analysis1
PlanningAssumptions2
Performance Improvement Obj3
Tactical Objectives4
Project Planning5
Project Management6 Measurement &
Evaluation7
Tracking & Control8Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
Recycle
Sink 1989
Strategic Planning Process
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Operating Plan
Need Assessment
Community Board
Dean’s Council
President’s Cabinet
Business Plan
Marketing Action
Recruitment Action
Curriculum Production Action
Design Team(s)
Registration &Enrollment Action
Advisement &Retention Action
Institutional Effectiveness
ResourceDevelopment
VALUES OF THE PROCESS
DesignTeam
Charter
Career Planning & Counseling Action
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Strategic Planning Model
PLAN DO
STUDY orCHECKACT
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Plan, Do, Study, Act Cycle
PSD
AIMPROVEMENT
PSD
A
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Concept
Current Situation
Vision
Contextual Critical Thinking Skills
Technology Skills
Job SkillsPSD
A
PSD
A
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SP MPBP OP
Another look at PDSA
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Bumps in the Road
Your
Organization
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Thinking Inside the Box
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Strategic PlanningWhat does planning look like?
Or Let’s go through a “model”
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OrganizationalSystems Analysis1
PlanningAssumptions2
Performance Improvement Obj3
Tactical Objectives4
Project Planning5
Project Management6 Measurement &
Evaluation7
Tracking & Control8Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
Recycle
Sink 1989
Strategic Planning Process
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Strategic Management Process
1. Organizational Systems Analysis
2. Planning Assumptions- Probability of Assumptions and Constraints
3. Strategic Objectives- 5 years to realize Vision
4. Tactical Objectives- 12 months to realize Strategic and Vision
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Strategic Management Process
5. Project Planning
6. Project Management
7. Measurement & Evaluation
8. Tracking & Control
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1. Organizational Systems Analysis
Purpose• Prepare team for planning• Improve collective
understanding• Open team minds
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1. Organizational Systems Analysis
• Vision-Articulated picture of the future
• Guiding Principles- Underlying values and beliefs
• Mission- Statement of organizational purpose
• Input/Output Analysis- Systems Boundary View
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1. Organizational Systems Analysis
• Internal Strategic Analysis-Identification of strengths and weaknesses
• Current Performance Levels- Formal examination of performance
• Roadblocks - Impediments to excellence
• External Strategic Analysis-Identification of opportunities, threats, trends, and problems
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CROPIS Analysis Identifies
• Customers• Requirements/Desired Outcomes• Outputs• Processes• Inputs• Suppliers
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Strategic PlanningDoes planning work?
Or Let’s go through an
“example”
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Five Year Cycle1995-2000
FiveYear Cycle2005- 2010
FiveYear Cycle2000-2004
Strategic Planning
1998
1996
1997
1999
2003
2001
2002
2004
1995
Strategic GoalsMarketing PlanOperating PlanAction Plan
Strategic GoalsMarketing PlanOperating PlanAction Plan
2005
2006
2007
Strategic Plan – 5 Year CycleStrategic Goals – Annual RecycleMarketing Plan – Annual Recycle Operating Plan - ContinuousAction Plan - Continuous
2000
Strategic GoalsMarketing InitiativeOperating PlanAction Plan
1994
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CampusSystems Analysis1
Divisional PlanningAssumptions2
Strategic Goals3
Tactical Objectives4
Action Plans5
Project Management6 Measurement7
Institutional EffectivenessFunctional
Assessment & Control8
Action PlanCriteria
ObjectiveCriteria
GoalCriteria
Adopted from Sink 1989
Annual Strategic Planning Process July 1999
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Higher Education Planning ProcessHow it Operates
CampusSystems Analysis1
Divisional PlanningAssumptions2
Strategic Goals3
Annual Review of Strategic &
Marketing Plan
Operating Plan
Marketing Plan
Inputs
State Planning Initiatives 5 year
cycle•Division Planning Assumptions
•Division Mission 5 year cycles
•Interactive Convocation
•Faculty, Staff, Student Focus Groups and Threaded Discussions
•Governance Committees
•Faculty/Staff Goals
•Advisory Boards
•Internal Audits
•Student Outcomes
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Operating Plan : Two Portrayals
Tactical Objectives4
Action Plans5
Project Management6
As an integrated part of strategic planning…
Institutional EffectivenessFunctional
Assessment & Control8
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… and as a process
Need Assessment
Community, Faculty, Staff
Appropriate VP
President’s Cabinet
ImplementationPlan
Recruitment Action
Curriculum Production Action
Registration &Enrollment Action
Advisement &Retention Action
Institutional EffectivenessFunctional Assessment,
Control &Institutional Research
ResourceDevelopment
Campus VALUES
Action Plan
Career Planning & Counseling Action
Marketing Action
Project Management
Design Team
Tactical Objective
Feb 1999
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How it is evaluated and use of feedback
Measurement7
Action PlanCriteria
ObjectiveCriteria
GoalCriteria
Recycle
Institutional EffectivenessFunctional
Assessment& Control8
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Long Range Evaluation
Strategic Goals3 Goal Criteria
Measurement Criteria are designed for each Strategic Goal.
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Annual Evaluation
Tactical Objectives4 ObjectiveCriteria
Shorter term (12 months or less) Measurement Criteria are designed and
collected at this step.
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Continuous Evaluation
Action Plan5 Action PlanCriteria
Each project Action Plan requires a set of Measurement Criteria that will be utilized for measuring project success and continuously improving the process for the next project.
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Annual Recycle
Project Management6
Recycle
Measurement7
Action Plan Criteria
Objective Criteria
GoalCriteria
All measures are fed back into the planning process for use at the recycle
Institutional EffectivenessFunctional
Assessment & Control8
CampusSystems Analysis1
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Project Integration Management
Company PlanningVisionMissionGuiding PrinciplesStrategic ObjectivesTactical ObjectivesAction Plans
Personal Planning
VisionGuiding Principles5 year plan objectives
PROJECTS
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Feedback Systems
• How do I fit in?
• What do I do Monday Morning?
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Individual Strategic Plan• SEE Time Management
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Design Team Charter• Team Composition
• Tasking Statement
• Deadline
• Resources for Design
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Strategic Planning: What are the Gems of Wisdom?
OrLessons Learned
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Gems of Wisdom• One cannot manage what cannot be
measured
• Measure to Improve
• Focus on support for performance improvement
• Identify strong forces pushing organizational change
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Additional Gems of Wisdom
• Push decision making to lowest appropriate level
• Identify your New Competition
• Avoid Quick Fixes
• Design Processes
• Don’t slap latest tool on poor process
• Compare against New Competition
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Yet more gems• Create sense of shared purpose
• Measurement & evaluation is constantly evolving
• Link measurement to strategy
• Minimize measurement for control purposes
• You get what you measure
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The Response• Separate measurement from
evaluation
• Develop a blue print for strategic planning
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Strategic Planning Module Research Questions
1. Why me?
2. What are the Design Specs?
3. How do I “Think inside the box?”
4. What does planning look like?
5. How does this really work?
6. What are the Gems of Wisdom?
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Additional ReadingsPlanning and Measuring Your Organization of the Future,
Sink and Tuttle, 1989, IE Management Press, Norcross GA.
Essentials of Strategic Management, Hunger and Wheelen, Prentice Hall, 2007, ISBN-10:0131485237, ISBN-13:9780131485235