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Strategic Planning Baldrige Style
Transcript of Strategic Planning Baldrige Style
How do you establish and deploy modified action plans as circumstances change?
What are your key human resource plans to accomplish your strategic objectives?
What measures do you use to track the achievement and effectiveness of your action plans?
More Questions !
Take time to paint a vision of the future. Senior leaders need to write, in narrative form, their vision for the future, starting with the big trends in their industry.
Put past successes in perspective. It’s easy to keep doing what you’ve always done well, but what you do well may no longer serve a new environment. “Not shifting to a product line better suited to the new landscape…will put you at a disadvantage against competitors who do adapt, not to mention new entrants who have designed themselves with the new needs front of mind,”
From This. Develop a thorough SWOT Analysis
Early indications of major shifts in technology, products, customer
preferences, competition, or the regulatory environment
Long-term organizational sustainability, including core competencies you need
Your ability (and desire) to execute the strategic plan
Your organizations strengths, weaknesses, opportunities, and threats
Potential blind spots
Your core competencies, strategic challenges, and strategic advantages
Stakeholder needs and relationships
Organization structures and systems to address those needs
Performance measures to track performance and progress
Strategic goals and objectives
Baldrige 11 Core Values/Concepts
Organizational and personal learning
Valuing workforce members and partners
Focus on the future
Managing for innovation
Management by fact
Focus on results and creating value
What and How?
What is your planning horizon (timeframe)?
What is your Personal Vision (Owner(s))?
What are your current strategic objectives, the goals for each, and the timetable for achieving them?
How do these objectives address your strategic challenges and advantages, opportunities for innovation, core competencies, and the needs of all stakeholders?
How do you develop and deploy action plans to achieve your strategic objectives?
How do you ensure that financial, human, and other resources are available to support the accomplishment of your action plans?
With Apple Examples!
Challenge products. Offer an alternative that gets people to rethink what such a product can be used for, as Apple has done with the iPad.
Challenge strategy: Find an area that your competitors are ignoring and become the best at it, as Apple has done with the design of electronic gadgets.
Challenge distribution. Look for innovative new ways to distribute your products or services, as Apple did with iTunes.
Challenge business models. Companies protected how their products are used until Apple introduced a new business model: The App Store gives software developers a huge market for their new products, making Apple’s products more valuable as…
Successful Planning Includes
Involvement by more participants. More voices in the discussion would help clarify the issues and the opportunities and engage more people in owning the plans they help design.
Inputs to the process. A more formal approach to gathering and analyzing critical information upon which any plans are based would minimize the risk of missing something important.
Alignment. A company aligns its people with what it is trying to accomplish through a strategic plan and performance measurement system. If you have neither, the risk is that resources are being wasted on irrelevant activities.
Communication. A strategic plan and the deployment of that plan through action plans communicates what is important
Always Consider What
Recognize what’s inevitable in your industry. Consider how the print media (Newspaper industry) fought the Web and digital news when it could have focused that energy on embracing it.
“Inevitable” is not the same as “imminent.” If you can recognize what trends are inevitable in your industry, you can use your strategic planning process to prepare for and take advantage of them.
Real transformation has to come from within.
“The one irrefutable truth is that in any large organization, any transformation
that is to ‘stick’ must emerge from within.”
5. Intelligent Risk Taking: This concept is relatively new to the Baldrige
Criteria and deals with taking a risk when the potential gain outweighs the harm or loss
that could adversely impact the organization’s sustainability if the opportunity is not
explored. Intelligent risk is all about delivering on mission today and tomorrow for a
sustainable organization in a competitive world.
4. Openness, Transparency, and Communication: Themes in the senior
executives’ talks are frank, two-way communication and leaders’
commitment to saying “yes” to employees’ suggestions and ideas.
The information and concepts for this presentation and this planning process come directly from the Baldrige Criteria for Performance Excellence and Baldrige.com.
Strategic Planning Baldrige Style
How do you conduct strategic planning including the key strategic planning process steps and participants in the process?
How do you identify potential blind spots during this process?
How do you ensure that strategic planning addresses:
(a) your organization’s strengths, weaknesses, opportunities, and threats (SWOT);
(b) potential major shifts in technology, markets, products, customer preferences,
competition, or the regulatory environment;
(c) long-term organizational sustainability; and (d) your ability to execute the
7 Key Themes of Excellent Companies
2. Mission and Values: These organizations have clearly (and
concisely) stated Missions, which everyone in the organization can
understand and commit to. And these organizations also have
clearly stated Vision & Values, they use as the foundation for
decision making. When challenged by a situation, they vet their
answer against their values.
1. Value People and Relationships: Excellent organizations achieve
success because of the people they engage on their staffs, their
commitment to their customers, and the relationships they build with
4, 5, 6, and 7
3. Entrepreneurism and Innovation: No matter the age or success of the
company, constant reinvention and searches for new opportunities
seem to abound in the Baldrige Award winners. This characteristic
sparks an ongoing sense of excitement.
6. Technology: These organizations capitalize on technology. They see technology as a
means to more effectively and efficiently serve their customers.
7. “Do other things well, and financials will follow”: Specifically, focus on people and
process, and the positive financials follow.
Develop the Vision From Narratives by Owners / Key Managers
SWOT Analysis by Owners/Managers/Employees/Customers/
Address/Develop Company Mission/Values
Develop Strategic Goals/Objectives to Reach Vision
Develop Action Plans to Accomplish Goals & Assign Ownership
Develop Balanced Scorecard (Measures)
Develop Key Success Factors/Organizational Requirements