strategic planning. strategic planning definitions (1) planning process (2) strategic
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STRATEGIC PLANNINGSTRATEGIC PLANNING
STRATEGIC PLANNINGSTRATEGIC PLANNING
DEFINITIONSDEFINITIONS(1)(1)
PLANNING PROCESSPLANNING PROCESS(2)(2)
STRATEGICSTRATEGIC
sstrategic planningtrategic planning::
PLANNING PROCESSPLANNING PROCESS (2)(2)
NORMATIVE to DESCRIPTIVENORMATIVE to DESCRIPTIVE SUBJECTIVE to OBJECTIVESUBJECTIVE to OBJECTIVE
WHY? to HOW? (who? , where?, what?, WHY? to HOW? (who? , where?, what?, when?)when?)
LONG-TERM VISION to IMMEDIATE LONG-TERM VISION to IMMEDIATE ACTIONACTION
Basic VALUES to small STEPSBasic VALUES to small STEPS
strategic planningstrategic planningdefinitionsdefinitions
PLANNING PROCESSPLANNING PROCESS
EXISTENCEEXISTENCE(3)(3)
DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT
Strategic planningStrategic planningdefinitionsdefinitions
planning processplanning process
EXISTENCEEXISTENCE
VVALUESALUES(4)(4)
VVISIONISION
MMISSIONISSION
strategic planning: definitionsstrategic planning: definitionsplanning process: existenceplanning process: existence
VVALUESALUES
Questions: Who are we? What do you believe? Questions: Who are we? What do you believe? Why?Why?
BELIEFS held by a high percentage of the BELIEFS held by a high percentage of the community’s members and stakeholders.community’s members and stakeholders.
CULTURAL NORMS that both encourage certain CULTURAL NORMS that both encourage certain behavior but put limits on peoples’ behavior.behavior but put limits on peoples’ behavior.
strategic planning: definitionsstrategic planning: definitionsplanning processplanning process
EXISTENCE EXISTENCE
VVALUESALUES
VVISIONISION(4)(4)
MMISSIONISSION
strategic planning: definitionsstrategic planning: definitionsplanning process: existence planning process: existence
VVISIONISION Questions: What do we want our world to Questions: What do we want our world to
look like in the future? look like in the future? What are our aspirations for our community, What are our aspirations for our community,
or organization?or organization?
At this stage, go beyond what seems At this stage, go beyond what seems possible. Focus on what seems ideal.possible. Focus on what seems ideal.
Forget the petty differences.Forget the petty differences.
strategic planning: definitionsstrategic planning: definitions planning process planning process
EXISTENCEEXISTENCE
VVALUESALUES
VVISIONISION
MMISSIONISSION (4)(4)
MMISSIONISSION(4)(4)
Questions: Why does oQuestions: Why does ouur organization exist?r organization exist? What are our strengths, capabilities?What are our strengths, capabilities? How do we (can we) promote our How do we (can we) promote our visionvision of the of the
future?future? (in gereral terms) (in gereral terms) What do we do?What do we do? How do we do it?How do we do it? For whom do we do it?For whom do we do it? How do we excel?How do we excel?
strategic planning: definitionsstrategic planning: definitions
PLANNING PROCESSPLANNING PROCESS(2)(2)
EXISTENCEEXISTENCE
DIRECTIONDIRECTION(3)(3)
KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT
strategic planning: definitionsstrategic planning: definitions planning process planning process
DIRECTIONDIRECTION
GGOALSOALS
OOBJECTIVESBJECTIVES
TTARGETSARGETS
strategic planning: definitionsstrategic planning: definitions planning process planning process
DIRECTIONDIRECTION
GGOALSOALS (4)(4)
OOBJECTIVESBJECTIVES
TTARGETSARGETS
strategic planning: definitions: planning processstrategic planning: definitions: planning process: direction: direction
GGOALSOALS
Question: What should we Question: What should we try to achieve?try to achieve?
strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction
Goals Goals (continued)(continued)
State a small State a small numbernumber of generalized of generalized goals to be achieved in a defined, goals to be achieved in a defined, but relatively long period of time. but relatively long period of time.
Emphasis at this stage is not on Emphasis at this stage is not on realism or measurability but on realism or measurability but on directiondirection..
strategic planning: definitions: planning process:strategic planning: definitions: planning process:
DIRECTIONDIRECTION
GOALSGOALS
OOBJECTIVESBJECTIVES (4)(4)
TARGETSTARGETS
strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction
MEASURABLE OBJECTIVESMEASURABLE OBJECTIVES (4)(4)
Question: How do we Question: How do we restate our goals so restate our goals so they are realistic, they are realistic, achievable and achievable and measurable? measurable?
strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction
MEASURABLE OBJECTIVES MEASURABLE OBJECTIVES (Continued)(Continued)(4)(4)
State from one to State from one to threethree objectives for each goal. objectives for each goal. Objectives should be stated in a way that Objectives should be stated in a way that
achievement is achievement is measurablemeasurable. . Measurable means (1) that achievement can be Measurable means (1) that achievement can be
judged, and (2) that degree of judged, and (2) that degree of partial partial achievement achievement can be determined.can be determined.
strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction
MEASURABLE OBJECTIVES MEASURABLE OBJECTIVES (Continued, p.3)(Continued, p.3)(4)(4)
It is possible that progress toward one objective It is possible that progress toward one objective can contribute to more than one goal.can contribute to more than one goal.
Establishment of measurable objectives requires Establishment of measurable objectives requires some knowledge about the situation, &some knowledge about the situation, &
The information required to measure progress The information required to measure progress informs the need to collect certain datainforms the need to collect certain data..
Thus, some ‘knowledge’ comes before ‘objective’ Thus, some ‘knowledge’ comes before ‘objective’ in the chart.in the chart.
strategic planning: definitions: planning process:strategic planning: definitions: planning process:
DIRECTIONDIRECTION
GOALSGOALS
OBJECTIVESOBJECTIVES
TTARGETSARGETS(4)(4)
TTARGETSARGETS (4)(4)
Question: What is Question: What is success in the short success in the short term?term?
How do we know if we How do we know if we are on track? are on track?
TTARGETS ARGETS (continued)(continued)
State short-term (one year) State short-term (one year) measurable objectives that measurable objectives that promote the achievement of promote the achievement of longer-term objectives.longer-term objectives.
Metrics used to quantify targets.Metrics used to quantify targets. Targets used to select metricsTargets used to select metrics
PLANNING PROCESSPLANNING PROCESS
EXISTENCEEXISTENCE DIRECTIONDIRECTION
KNOWLEDGEKNOWLEDGE (3)(3)
ACTIONACTION ASSESSMENTASSESSMENT
strategic planning: definitions: planning process strategic planning: definitions: planning process
KNOWLEDGEKNOWLEDGE
TTHEORYHEORY
IINFORMATIONNFORMATION
MMETRICSETRICS
KNOWLEDGEKNOWLEDGE
Ignore this one. Ignore this one.
strategic planning: definitions: planning process strategic planning: definitions: planning process
KNOWLEDGEKNOWLEDGE
Environmental Scanning MethodologiesEnvironmental Scanning Methodologies SWOTSWOT (Strengths, Weaknesses, Opportunitites, (Strengths, Weaknesses, Opportunitites,
Threats)Threats) PEST analysis (Political, Economic, Social, and
Technological) STEER analysis (Socio-cultural, Technological,
Economic, Ecological, and Regulatory factors) EPISTEL (Environment, Political, Informatic, Social,
Technological, Economic and Legal)
strategic planning: definitions: planning process strategic planning: definitions: planning process
KNOWLEDGEKNOWLEDGE
TheoryTheory (4)(4)
InformationInformation MetricsMetrics
Theory Theory (4)(4)
Questions, How do Questions, How do things work? things work?
Systems Analysis: Systems Analysis: How do different How do different parameters parameters interrelate?*interrelate?*
Educated Guesses.Educated Guesses.
..
Systems AnalysisSystems Analysis(5)(5)
Unexpected feedbackUnexpected feedback Why common sense doesn’t work.Why common sense doesn’t work. Why attacking problems never solves Why attacking problems never solves
problems.problems. Science v. Expert System (Educated Science v. Expert System (Educated
Intuition)Intuition) ModelingModeling Critical pathCritical path
strategic planning: definitions: planning process strategic planning: definitions: planning process
KNOWLEDGEKNOWLEDGE
THEORYTHEORY
IINFORMATION NFORMATION METRICSMETRICS
Information Information (4)(4)
QUESTIONSQUESTIONS: What do we know about the : What do we know about the past and the present?past and the present?
Do these provide hints about the future?Do these provide hints about the future? Straight-line trends.Straight-line trends. Exponential trendsExponential trends Tipping points*Tipping points*
TIPPING POINT TIPPING POINT (5)(5)
*Epidemiology*Epidemiology
*System feedback*System feedback
and reinforcementand reinforcement
* Positive synergy.* Positive synergy.
InformationInformation
Quantitative and Non-quantitative DataQuantitative and Non-quantitative Data
KNOWLEDGEKNOWLEDGE
TheoryTheory InformationInformation
MMetricsetrics
METRICS p.1METRICS p.1
DefinitionDefinition
Standards of measurement by which Standards of measurement by which efficiency, performance, progress, or quality of efficiency, performance, progress, or quality of a plan, process, or product can be assessed.a plan, process, or product can be assessed.
METRICS p.2METRICS p.2
ISSUESISSUESData AvailabilityData Availability
ExpenseExpense PrivacePrivace ConsistencyConsistency
Selection: Parsamonious Data Selection: Parsamonious Data CollectionCollection
METRICS p.3 METRICS p.3
Look to Look to Measurable Objectives Measurable Objectives & & Targets.Targets.
Data Elements to Scan for ThreatsData Elements to Scan for Threats Consistency of Both Data Element & Consistency of Both Data Element &
Methodology.Methodology. Data Element Dictionary.Data Element Dictionary. Community Indicators.Community Indicators.
METRICS p. 4METRICS p. 4
MANAGEMENT INFO SYSTEM (MIS)MANAGEMENT INFO SYSTEM (MIS) Interrelate data elementsInterrelate data elements
Balanced ScorecardBalanced Scorecard DashboardDashboard Share Metrics as Quickly as Possible with Share Metrics as Quickly as Possible with
all Stakeholdersall Stakeholders
PLANNING PROCESSPLANNING PROCESS
EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE
ACTIONACTION ASSESSMENTASSESSMENT
ACTIONSACTIONS
Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary Secondary
ConsequescesConsequesces
ACTIONACTION
Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces
DescriptionDescription
Brief.Brief. Understandable to All Involved.Understandable to All Involved.
ACTIONACTION
Description*Description*
Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces
LocationLocation
Where?Where? Centralized or Decentralized?Centralized or Decentralized? Accessible?Accessible?
ACTIONACTION
Description*Description* Location*Location*
Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces
ActorsActors
Actors You ControlActors You Control Actors You Influence: How?Actors You Influence: How? Other Stakeholders Who Many Be Self Other Stakeholders Who Many Be Self
MotivatedMotivated Self-ActualizationSelf-Actualization
ACTIONACTION
Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors*
ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces
PLANNING PROCESSPLANNING PROCESS
EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION
ASSESSMENTASSESSMENT
PLANNING PROCESSPLANNING PROCESS
EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT
PLANNING PROCESSPLANNING PROCESS
NORMATIVE TO DESCRIPTIVENORMATIVE TO DESCRIPTIVE SUBJECTIVE TO OBJECTIVESUBJECTIVE TO OBJECTIVE WHY to HOW (who, what, where, when)WHY to HOW (who, what, where, when) Long-term VISION to immediate ACTIONLong-term VISION to immediate ACTION basic human VALUES to baby STEPSbasic human VALUES to baby STEPS