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Strategic Planning

Initiating the Entire Process
by

Krisztina E. Lengyel Almos

on 9 February 2015

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Transcript of Strategic Planning

Initiating the Entire Process
Strategic Planning
4 types:
The
Strategic Workshop
1)

Anticipating and Mastering
change
anticipating change
(exploratory phase - listing what they want)
-> creating
importance x control
table)
mastering change
(normative phase - strategic objectives & actions, -> "actor"-analysis, "drivers", "levers")
2) Hunting Down Clichés
(conventional thinking)
3) Negotiating the short- and long-term
4) The Competence Tree (future thinking)
Major Caracteristics:
Suitable for groups from 10 to 100 people
Diversity of participants
critical selection:
People who can think collectively
People who can master change
-recommendation: 1st workshop a 2-day-session
Basic Housekeeping Tips for the Workshop
Pre-Seminar Tools
a basic questionnaire to participants about:
changes of the past
ways they reacted to those changes
changes expected in the future
ways in which they may react
(what can happen and what can I do?)
technological, economic, social, environmental changes
"useless strengths"
"guiltless weakness"
important challenges already mastered
needs to be mastered!
Important Questions when Hunting Down Clichés:
1) Does this idea have any foundation at all?

2) Why does this idea prevail?
3) Consequences of the above...
4) Lessons to be learnt
e.g. "change has to come from the top"
1) draw the past 20 years
2) pinpoint strengths & weaknesses
3) list major changes in the environment
4) match up the parts of the tree that corresponds to these changes
5) build competence tree for the future
what proves this idea?
what disproves it?
From critical changes to action
Critical Changes
Stakes
for Company
1:
2:

3:
(cc) image by anemoneprojectors on Flickr
Copr.
Objectives
Given These Stakes
Ideas
to Apply
(Actions)
etc.:
list key elements....
Key Actors
1) what position does the client hold in the organizations?
2) who are the other actors involved?
3) how can they be involved in the process?
4) How does this exercise fit into the corporate culture of the client?
A
Practical Guide
not only thinking, willingness to true action is required
I. Identify the source & nature
of the future thinking process (WHY ???)
II. Agree on a timeline (deadline???)

III. Form groups & select leaders
3-4 initial meetings
min. 3 annual meetings
3-4 final, concluding meetings
1) always have an agenda & take minutes
2) during meetings each member should give a status report on his/her area
3) at the end, always agree on individual responsibilities and tasks & next meeting´s date and agenda
IV. Choosing the right method
always the most fitting to the organization
(whatever works best)
easy enough for others to understand
but always keep rigorous methodology
commitment & capacity (social & intellectual)

it´s process rather than a final report
keep in mind:
Regional Foresight for the Basque Country
Example:
Recommendations:
1) always involve local people
2) clarify the participating actors roles (mandates, functions, financial resources)
3) keep it simple - which is easiest to communicate
Green
past
future
present
Yellow
Blue
3 "books of color"
for regional foresight:
key figures
probable trends
future crises
each center prepares
local action (pre-activity)
formulate strategic objectives and
local projects (pro-activity)
done by: locally
done by: can be oursourced

propose overall strategic plan, for the region, city
(objectives + actions)
SYNTHESIS:
done by: leaders & elected officials
The goal is to initiate a forward looking study
Thank you!
Source: Godet, Michel, Creating Futures, 2006, Ch. 5.
Ready to take off?
What do people want for the country?
Does the territory change with us or without us or against us?
Full transcript