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Transcript of strategic planning
Who said that ?
I have a dream that one day this nation will rise up and live out the true meaning of this creed—We hold these truths to be self-evident: that all men are created equal.
Marin Luther King
I look forward to a future in which our country will match its military strength with our moral restraint,
its wealth with our wisdom, its power with our purpose.
John F. Kennedy
It is a mistake to look too far ahead. Only one link in the chain of destiny can be handled at a time.
Keep your face to the sunshine and you cannot see the shadows.
Nothing is particularly hard if you divide it into small jobs.
When I examine myself and my methods of thought, I come to the conclusion that the gift of fantasy has meant more to me than my talent for observing positive knowledge.
A life is not important except in the impact it has on other lives.
What do you see yourself accomplishing in the next five years?
What plan do you have in place to achieve your goals?
What resources do you have to help you?
What challenges might hinder you?
How will you know if you are making progress?
What have you done thus far to make progress toward your vision?
Set the parameters
establish a committee
gather operational data
Mission and Vision Statements
Create statements of purpose and direction for your organization.
Assess the current state of your organization and its market.
Develop goals and strategies to accomplish objectives.
Document the strategic plan.
Execute the plan and monitor.
1. How to Set the Parameters for the Strategic Planning Process ?
Identify the stakeholders and prioritize their involvement.
Establish the timeline for the process.
Determine if you will use a consultant or outside adviser.
Identify the business issue in your organization that prompted the decision to develop a strategic plan.
2. Strategic Planning Committee
is a group of individuals who are charged with the development and execution of the strategic plan.
How to Establish a Committee
Owners and key executives
It is important that the process have
visible and vocal executive support
Members of management
are a necessary component for developing departmental objectives and identifying specific functional requirements.
should be selected by function, level, geography, and tenure and will be involved in departmental committees.
are vital to an organization's success so their input should be solicited.
have an understanding of your marketplace and competition.
3. Gather Operational Data
Collect financial data.
Assemble market research.
Perform an analysis of your competitors based on geographic proximity, market presence, pricing, and product offering, to name a few.
Review the most current, detailed catalog of your company's offerings.
Explore your functional assets such as technology, manufacturing, or office space, and anything having to do with physical operations and/or delivery system.
A mission expresses the reason the organization exists; it is a statement of purpose.
A mission should be clear and concise about what the organization does, whom it serves, and its uniqueness.
organizational vision is a statement of what the organization aspires to become.
A vision provides a future direction for the organization. It describes where the organization desires to be in the future
What is your organization's business?
What is your organization's purpose?
What are your organization's values?
What your customers need, want, and value.
The stakeholders, primarily the owner and executive team, develop the mission statement.
An effective mission should be brief enough to be memorized, yet long enough to deliver your message.
Many companies have their mission statements posted on their websites. You may want to gather examples from the Internet for discussion with your committee.
How to Develop a Mission Statement
How to Develop a Vision Statement
The vision and mission statements should have continuity. The vision should be consistent with the purpose, business, and values identified in the mission statement. An organization can change how it does things without changing what it is.
Define the desired state for the organization.
Define direction or “where are we going.”
Your vision statement should be a three- to five-year projection into the future.
It should excite and motivate employees.
The stakeholders, primarily the owner and executive team, develop the vision statement.
How to Assess Internal/External Environments
Assess the current status of your organization.
Identify trends in your industry.
Identify changes or trends on a global level that may affect your organization.
Identify the needs of key customers.
Do not get so caught up in the analysis of the past and present that you lose sight of the current and future market.
Identify strengths and how to leverage them.
Identify weaknesses and how to remedy them.
Identify opportunities and how to capitalize on them.
Identify threats and how to respond to them.
The final list for each category should contain no more than five items. Limiting the number keeps the focus on important issues.
How to Perform SWOT Analysis
Pursuant to SWOT analysis, the committee must rank issues from most important to least important and then choose those issues that are most important to the future of the organization.
Consider the financial, organizational, and market impact.
Limit the number of issues and gain consensus.
Prioritize What the Strategic Plan Will Address
An organization’s value statements are the principles, standards, beliefs, and actions that members of an organization consider important and feel represent their activities. Values should serve as guideposts for decision making.
Organizational goals are end results toward which resources and activities are directed. As
such, they are the means to resolve critical issues in the organization and achieve the desired future. Goals should be clearly articulated, achievable, and aligned with the organization’s mission and vision.
A goal is what you hope to achieve in the future. An objective is a measured course of action that, when successfully completed, shows progress toward the goal.
the goal should be clearly defined
there should be indicators or criteria that signify progress and completion.
the goals should be attainable and successful completion a plausible outcome
the resources are available to achieve the objective
there will be a schedule for completion that includes a deadline
Draft the Strategic Plan
Create the executive summary.
Include the mission and vision statements.
Include your goals and objectives, both short and long term.
Include issues and strategies.
When drafting the plan, you may state the goal and objectives then add multiple strategies underneath, followed by performance indicators.
The plan may average from 10 to 30 pages in length.
Once drafted, the plan should be distributed to the committee for their final review before it is presented to the organization.
Ask questions about how your business is performing. How did we get here? Are our customers' needs changing? What do we need to do to stay ahead or move ahead of our competition?
Use SWOT findings to prepare strategies.
Define both process and action to be taken so success can be measured.
Prepare contingencies. no matter how careful you are in your business, something can always go wrong.
Develop Strategy for Achieving Goals
To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference
Coca cola Mission
Be a great place to work where people are inspired to be the best they can be.
Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.
Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Be a highly effective, lean and fast-moving organization.
Coca Cola's Vision
: The courage to shape a better future
: Leverage collective genius
: Be real
: If it is to be, it's up to me
: Committed in heart and mind
: As inclusive as our brands
: What we do, we do well
Coca Cola's values
Create strategic alignment.
Ensure that all roles and responsibilities are clearly defined.
Compare and prioritize existing projects with those projects initiated by the strategic plan.
Assign and clearly communicate responsibilities.
Grant the necessary authority to those held accountable, and communicate this authority to all involved.
Remove any obstacles that prevent departments, management, and individuals from performing their tasks.
Ensure that management and leaders use, and genuinely respect, the goals and objectives presented in the strategic plan.
How to Assign Responsibility and Authority
Provide any necessary training that will allow those held accountable to do their jobs.
Identify and provide a process for reporting problems that arise as a result of implementing the plan.
Keep staff informed of any changes, and support them
Continue to manage the strategic plan assumptions and objectives just like you would manage any other vital aspect of the business.
How to Assign Responsibility and Authority (Cont.)
Thank You !