Strategic Planning

What we will do?

Develop a strategic plan that is directly informed
by our own wisdom and experiences
 What is a Planning?

Planning (also called forethought) is

the process of thinking about and
organizing the activities required to
achieve a desired goal.

Dr. Subhodip Mitra

 What is strategy?
• How an
organization meets
its needs and
objectives
• Strategy helps to:
– Establish priorities
– Choose actions
– Create a plan
– Allocate resources
– Be proactive
What is a strategic plan?
• A document that
says why an
organization exists,
what it aims to do,
and how it will do it
• It helps to focus the
organization’s vision
and priorities
Strategic planning does not…

• Predict the future

• Replace good leadership and judgment
• Follow a smooth, straightforward process

A strategic plan is a living document — you

can adapt it as needed!
Steps: Assess
organization

Monitor Develop
and vision and
evaluate mission

Assess
Implement
environment

Write it all Agree on

down! priorities
Keys to effective strategic
planning
• Focus only on the
most important issues

• Be willing to question

• Produce a document
 VISION

What does success look like?

Questions
What do
we want
Where to
do we achieve?
want to
go?
The
Vision
What do
we want
to be?
What
community
do we
dream of?
 MISSION

Why do we exist?
 Our reason for being
• Communicate to the
world what we do and
why

• Different from goals or

objectives

• Balance the head and

the heart—inspire!
ASSESSING OUR ENVIRONMENT

Where do we find ourselves?

 SWOT
Strengths Weaknesses
Internal

• What do we do well? • What could we do better?

• What internal resources do • What do we lack?
we have (knowledge, • Do we have limited resources?
reputation, skills, things)?

Opportunities Threats
External

• What opportunities can we • Do we have any competitors?

take advantage of? • Do we face any challenges
• Is there a great need for that make it hard for us to do
services we can provide? our work?
Questions
How do we
overcome our
weaknesses to
How do we take
use our advantage of
strengths to opportunities?
take
advantage of
opportunities?
SWOT
How do we
overcome
the
weaknesses
that make us
How do we vulnerable to
use our threats?
strengths to
make us less
vulnerable to
threats?
 SETTING PRIORITIES

How can we be most effective?

 Impact-Effort Grid
Difficult to do

How?
Easy to do

Now Wow!
Low impact High impact
GOALS & OBJECTIVES

How does it all fit together?

 Goals vs. Objectives
Goal
• A greater purpose
• A long-term outcome
• May not be easy to
measure
[Example: Support NWT
residents to make healthy
lifestyle choices that reduce
their risk of cancer.]
Objective
• A specific, short-term
action that will contribute
to achieving a goal
• Must be measurable
[Example: Create a website
with accurate and current
information about cancer
risk factors.]
 SMART objectives
Specific – Who? What? Where? How?
Measurable – How many? How can this be measured?
Achievable – Is it possible?
Realistic – Is it possible given our time and resources available?
Timebound – When?

Each objective should be written in precise terms that leave no

room for misinterpretation.

[Example: Within 12 months, we will team with the local health

centre to recruit at least 20 men and women for colorectal
cancer screening.]
NEXT STEPS

What now?
 Moving forward
• Produce a document
• Develop an action plan and implement
• Monitor and evaluate
• Share progress
• Review and revise
• Share

Your new strategic plan will help to guide you in the

difficult decisions you have to make as a committee—it
will help you to identify the activities that best fit with
your vision, mission, goals, and objectives.
 Tools for Strategic Planning
I. TOWS Matrix

II. B.C.G. Matrix

III. Porter’s analysis

IV. SERVO analysis

Dr. Subhodip Mitra
 I. TOWS Matrix
• The TOWS matrix is a conceptual framework
for a systemic analysis that facilitates
matching of the external threats and
opportunities with the internal weakness and
strengths of the organization.
• Introduced for analyzing the competitive
situation of the company or even of a nation
that leads to the development of four distinct
sets of strategic alternatives.

Dr. Subhodip Mitra

 What does TOWS stand for?

• T : Threats
• O : Opportunity
• W: Weakness
• S : Strength

Dr. Subhodip Mitra

Dr. Subhodip Mitra
 WT Strategy (Min-Min)
• Aims to minimize both weaknesses and threats and
called min-min (minimize-minimize)
• Ex: May require the company to liquidate or it
retrenches

Dr. Subhodip Mitra

 WO Strategy (Min-Max)
• Minimises the weakness and maximises the
opportunities
• A company with a weakness in a certain area may
develop those areas or acquire needed competencies
to strengthen it

Dr. Subhodip Mitra

 ST Strategy (Max-Min)
• Organization uses it’s strengths to deal with threats
in the environment
• Use of technological, financial, managerial or
marketing strengths to cope with threat

Dr. Subhodip Mitra

 SO Strategy (Max-Max)
• Most desirable, capitalizes on company’s strengths to
take advantage of opportunities
• Aim of all enterprises would be to move from other
positions in the matrix to this one

Dr. Subhodip Mitra

 Disadvantages of TOWS matrix
• Certain combinations like SW or OT are not
considered
• It only gives the possible strategies that can be
implemented, not the best strategy to use
• Does not show interrelationship between the
external and the internal factors

Dr. Subhodip Mitra

 II. B.C.G. Matrix
• Also called as Boston consultancy group
matrix, growth share matrix or product
portfolio
• Developed in the early 70’s by the Boston
Consultancy Group
• It is the most well known portfolio
management tool
• Based on product life cycle theory

Dr. Subhodip Mitra

 II. B.C.G. Matrix
• Also called as Boston consultancy group
matrix, growth share matrix or product
portfolio
• Developed in the early 70’s by the Boston
Consultancy Group
• It is the most well known portfolio
management tool
• Based on product life cycle theory

Dr. Subhodip Mitra

 Relevance of the BCG Matrix

The BCG matrix has two

dimensions:
i. Relative position (market
share)
ii. Business (or market) growth
rate
Dr. Subhodip Mitra
What is the basic idea of the BCG
Matrix?

If a product has a bigger

market share or if the
product’s market grows
faster, it is better for the
company
Dr. Subhodip Mitra
 BCG Matrix contents?
1) Question Mark
2)Star
3)Cash Cow
4)Dog

Dr. Subhodip Mitra

Dr. Subhodip Mitra
 Disadvantages of BCG matrix
i. Critics contend that it is too simplistic
ii. Growth rate criterion has been considered
insufficient for the evaluation of an
industry’s attractiveness
iii. The market share as a yardstick for
estimating the competitive position may be
inadequate

Dr. Subhodip Mitra