Strategic Planning

Who Wants to Be?

All Hands on Deck

Building Teams, Defining Strategy and
Executing Flawlessly
September 2001
Sacramento Chapter
 For Deliverers of This Presentation
This package was created by the Sacramento Chapter of APICS for APICS
training. We encourage other APICS chapters to use this but please show
your chapter name on any handouts or visuals.
Mixed between the questions, there are a few areas for further exploration
by facilitator and audience. For more information on any topic area, refer
to your resources on strategic planning or visit the website mentioned at
the end of this package.
Please feel free to modify the qualifying questions with topics that may be
more applicable to your audience. The game is played in the style of Who
Wants To Be A Millionaire.

www.apicsacramento.com
INSERT QUALIFYING
QUESTION HERE

See back of presentation for

ideas. Have 3-4 for this
presentation.
Question
 What would a ship captain most likely
say?
 All hands below deck
 All hands on your hips
 All hands for hard deck
 All hands on deck
Question
 What would a ship captain most likely
say?
 All hands below deck
 All hands on your hips
 All hands for hard deck
 All hands on deck
Question
 The timeline for strategic planning is
usually
 6-12 months
 2-5 years
 Weekly
 5-10 years
Question
 The timeline for strategic planning is
usually
 6-12 months
 2-5 years
 Weekly
 5-10 years
Question
 The real benefits of strategic planning
are, except
 Establish realistic goals and objectives
within the organization’s capacity
 Ensure effective use of resources through
focusing on priorities
 Get points in the Passport Program
 Provide a base from which progress can be
measured
Question
 The real benefits of strategic planning
are, except
 Establish realistic goals and objectives
within the organization’s capacity
 Ensure effective use of resources through
focusing on priorities
 Get points in the APICS Passport Program
 Provide a base from which progress can be
measured
Benefits of Strategic Planning
 Clearly identify the purpose of the
organization
 Establish realistic goals and objectives
consistent with the mission in a defined time
frame within the organization’s capacity for
implementation
 Communicate those goals and objectives to
the organization’s constituents
 Develop a sense of ownership of the plan
More Benefits of Strategic Planning
 Ensure the most effective use is made of the
organization’s resources by focusing the
resources on the key priorities
 Provide a base from which progress can be
measured and establish a mechanism for
informed change when needed
 Bringing together everyone’s best and most
reasoned efforts has important value in
building a consensus about where an
organization is growing
More Benefits of Strategic Planning
 Provides clearer focus of organization,
producing more efficiency and effectiveness
 Builds strong executive boards and helps
keep them together
 Provides satisfaction among planners around
a common vision
 Increases productivity from increased
efficiency and effectiveness
 Solves major problems
Question
 Which of the following is not a useful
skill to have when performing strategic
planning?
 Innovation
 Command and control
 Time management
 Facilitation
Question
 Which of the following is not a useful
skill to have when performing strategic
planning?
 Innovation
 Command and control
 Time management
 Facilitation
Useful Skills for Strategic Planning
 Conflict management
 Creative thinking
 Innovation
 Decision making
 Facilitation
 Problem solving
 Meeting management
 Time management
 Open minded
Question
 Which of the following will not help
ensure that the plan is implemented?
 The people responsible for implementation
are involved in the planning process
 The plan is unrealistic
 Follow ups to the plan are defined and
communicated
 One person has ultimate responsibility that
the plan is enacted
Question
 Which of the following will not help
ensure that the plan is implemented?
 The people responsible for implementation
are involved in the planning process
 The plan is unrealistic
 Follow ups to the plan are defined and
communicated
 One person has ultimate responsibility that
the plan is enacted
Question
 Which of the following is a typical complaint
about strategic plans?
 It is a “to do” list of what to accomplish over the
next few years
 The plan was there when faced with a major,
difficult decision
 The plan helps the organization face the future
 They are developed after sound strategic analysis
Question
 Which of the following is a typical complaint
about strategic plans?
 It is a “to do” list of what to accomplish over the
next few years
 The plan was there when faced with a major,
difficult decision
 The plan helps the organization face the future
 They are developed after sound strategic analysis
Question
 If strategic planning was like driving a
car, which distance would match?
 Your eyes to the windshield
 Your eyes along the horizon
 Your eyes to the back of the car ahead of
you
 Your eyes on the exit you just passed
Question
 If strategic planning was like driving a
car, which distance would match?
 Your eyes to the windshield
 Your eyes along the horizon
 Your eyes to the back of the car ahead of
you
 Your eyes on the exit you just passed
Strategy Examples
 The San Jose Museum of Art is
relatively new. They chose an
innovative acquisition strategy. They
rent collections from the Museum of
Modern Art in NY which can only display
10% of their holdings. San Jose gets
the best collections in the world.
Strategy Examples
 A humane society provided shelter,
spay/neuter, and adoptions. After
years of taking care of unwanted
animals, the society shifted its strategy
toward prevention. To implement, all
programs were instructed to develop
and implement education components.
Staff began to lobby the legislature to
pass legislation.
Question
 Seasoned executive board members
should avoid saying
 We tried that and had great results
 We tried that and people liked it
 We tried that and our competition pounded
us
 We tried that and it didn’t work
Question
 Seasoned executive board members
should avoid saying
 We tried that and had great results
 We tried that and people liked it
 We tried that and our competition pounded
us
 We tried that and it didn’t work
Question
 Organizations frequently use this to
generate ideas
 Barnstorming
 Brainstorming
 Brain Realignment
 Brainwashing
Question
 Organizations frequently use this to
generate ideas
 Barnstorming
 Brainstorming
 Brain Realignment
 Brainwashing
Question
 If which one of these is not taken into
account during strategic planning, the
organization likely will fail.
 Personalities on the board
 Last month’s PDM evaluation
 AV equipment prices
 The environment
Question
 If which one of these is not taken into
account during strategic planning, the
organization likely will fail.
 Personalities on the board
 Last month’s PDM evaluation
 AV equipment prices
 The environment
Driving Forces
 There are some common driving forces
that could affect the future of your
organization
 For each, identify the best-case and
worst-case conditions and effects
Driving Forces
 Business (types, vitality, location, capital availability,
management, philosophy, etc)
 Communications and access to information
 Economic conditions (eg GNP, productivity, inflation)
 Education (elementary, secondary, higher, life-long)
 Employment and labor force characteristics
 Energy (availability, types, uses, costs, etc)
 Environmental conditions (air, water, soil)
 Equal opportunities
 Food (production, distribution, consumption)
More Driving Forces
 Governance (structures and operations as a government)
 Health and human services
 Housing (types, location, conditions, costs, etc)
 International relations (economic, social, political)
 Life-style conditions
 Natural resources (minerals, fuels, foreign products, etc)
 Politics (voting, political parties, lobbying, methods of
influence, etc)
 Population (growth or decline, composition, distribution)
More Driving Forces
 Religion and ethics
 Security (personal, property, crime, etc)
 Technology (communication, medical,
military, robotics, AI)
 Transportation (auto, rail, air, etc)
 Other
Question
 Strategies chosen should never
________ with each other.
 Complement
 Conflict
 Support
 Augment
Question
 Strategies chosen should never
________ with each other.
 Complement
 Conflict
 Support
 Augment
Question
 At what meeting interval do you lose
momentum in developing your strategic
plan?
 Successive days
 1-2 weeks
 3 weeks
 4 weeks
Question
 At what meeting interval do you lose
momentum in developing your strategic
plan?
 Successive days
 1-2 weeks
 3 weeks
 4 weeks
Question
 Strategic planning is a
 Management tool
 Measurement tool
 Feedback tool
 Performance tool
Question
 Strategic planning is a
 Management tool
 Measurement tool
 Feedback tool
 Performance tool
Question
 An acronym commonly associated with
strategic planning is
 SWIFT
 SWAT
 SWOT
 STOW
Question
 An acronym commonly associated with
strategic planning is
 SWIFT
 SWAT
 SWOT
 STOW

Strengths, Weakness, Opportunities & Threats

 SWOT Worksheet
Internal
Positive Strengths
Coalition characteristics that
allow the coalition to take
advantage of opportunities or
reduce the impact of barriers
Negative Weaknesses
Coalition characteristics that
could stand in the way of the
coalition taking advantage of
opportunities or reducing the
impact of barriers
From the National Network for Health
External
Opportunities
Factors outside the coalition that
allow it to take action to encourage
cessation, prevent tobacco use or
protect the general public from
exposure to environmental tobacco
smoke
Threats
Factors outside the coalition that
stand in the way of its efforts to
encourage cessation, prevent
tobacco use or protect the general
public from exposure to
environmental tobacco smoke
Question
 Which of the following is most correct.
 While preparing the strategic plan, the
team should attend to:
 The important issues only
 The important and urgent issues
 Personal agendas
 The urgent issues only
Question
 Which of the following is most correct.
 While preparing the strategic plan, the
team should attend to:
 The important issues only
 The important and urgent issues
 Personal agendas
 The urgent issues only
Question
 What is a common term for looking
outside your organization?
 CAT Scan
 Scanning the horizon
 Scanning the field
 Environmental scan
Question
 What is a common term for looking
outside your organization?
 CAT Scan
 Scanning the horizon
 Scanning the field
 Environmental scan
Question
 Which is not a synonym for vision?
 Dream
 Imagination
 Hope
 Lippitude
Question
 Which is not a synonym for vision?
 Dream
 Imagination
 Hope
 Lippitude

Lippitude – the state of being blear-eyed, to make the eyes sore or

watery
 Listing of Mission Statement
Words and Phrases
 Best  Relationships  Trust
 Most  Price  People
 Dedicated  Dependable  Personal growth
 Consistent / ly
 Guarantee  Company growth
 100% effort
 Outstanding  Responsiveness
 Dedication
 Low  Profit
 Largest
 Value  Growth
 Dedicated
 Helpful  Commitment
 Customer care
 Customer service  Competition
 Strategic
 Image  Treatment  Fashion
 Service  Adaptable  Training
 returns  Security  Support
 Listing of Mission Statement
Words and Phrases
 Principles  Adaptable  Skills
 Insure  Retain
 Beliefs
 Ensure  Develop
 Competent #1
 Career path 
 Present  Opportunity  Hassle-free
ourselves  Honest / y  Reasonable
 Sincerity  Thru training  Energetic
 Self-confident  Productivity
 Loyal
 Performance
 Family
 Sincere  Low-key
 Ability
 Interest at heart  More at
 Professionalism
 Relationships www.squarewheels.co
 Competence m/scottswriting/missio
 efficient  Longevity n.html
Question
 The 4 P’s of strategic planning are
 Plan, pattern, position, perspective
 Plan, profit, position, perspective
 Performance, pattern, position, perspective
 Plan, pattern, perceptive, perspective
Question
 The 4 P’s of strategic planning are
 Plan, pattern, position, perspective
 Plan, profit, position, perspective
 Performance, pattern, position, perspective
 Plan, pattern, perceptive, perspective
The 4 P’s
 Plan
 A “how”, a means of getting from here to there
 Pattern
 A pattern in actions over time; for example, a company that
regularly markets very expensive products is using a “high end”
strategy
 Position
 The position reflects decisions to offer particular products or
services in particular markets
 Perspective
 A vision and direction, a view of what the company or organization
is to become
Web Resource
 For a one-stop shop for articles and
examples on strategic planning
 www.mapnp.org/library/plan_dec/str_plan/
End of Presentation

Qualifying questions follow

Sort the Following Chapters,
East to West
 Northwest Inland Empire
 Golden Gate
 Sundance
 Gold Rush
Sort the Following Chapters,
East to West
 Sundance
 Northwest Inland Empire
 Gold Rush
 Golden Gate
Sort the Region X VPs from
most current to earliest
 Ramona Memmott
 Nancy Siefert
 Dick Welch
 Dick Amendola
Sort the Region X VPs from
most current to earliest
 Nancy Siefert 1998-99
 Dick Welch 1992-93
 Dick Amendola 1990-91
 Ramona Memmott 1988-89