Professional Documents
Culture Documents
Strategic Planning Model
Strategic Planning Model
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Matt H. Evans, matt@exinfm.com
Introductions
• Your name
• Employer
• Position
• Why are you here? (Expectations)
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Matt H. Evans, matt@exinfm.com
What is Strategic Planning?
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Matt H. Evans, matt@exinfm.com
Why do Strategic Planning?
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Fundamental Questions to Ask
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A Good Strategic Plan should . . .
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Strategic Planning Model
ABCDE
Where we are Where we want to be How we will do it How are we doing
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Pre-Requisites to Planning
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Assessment
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Matt H. Evans, matt@exinfm.com
Assessment Model: Assessment
SWOT
Internal
InternalAssessment:
Assessment:Organizational
Organizationalassets,
assets,
resources, people, culture, systems,
resources, people, culture, systems,
partnerships,
partnerships,suppliers,
suppliers,. .. .. .
External
ExternalAssessment:
Assessment:Marketplace,
Marketplace,
competitor’s,
competitor’s, social trends,technology,
social trends, technology,
regulatory
regulatory environment, economiccycles
environment, economic cycles. .
SWOT SWOT
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Strength’s Assessment
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Opportunities Assessment
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Threats Assessment
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Baseline
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Why create a baseline? Baseline
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Organizational Profile Baseline
1. Operating Environment
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Organizational Profile Baseline
2. Business Relationships
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
3. Key Performance Categories
• Customer
• Products and Services
• Financial
• Human Capital
• Operational
• External (Regulatory Compliance, Social
Responsibility, . . . )
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Matt H. Evans, matt@exinfm.com
Gap Analysis Baseline
Gap
Gap == Basis
Basis for
for Long-Term
Long-Term
Strategic
Strategic Plan
Plan
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Components
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Matt H. Evans, matt@exinfm.com
Major Components of the Components
Strategic Plan / Down to Action
Strategic Plan
Action Plans
Mission Why we exist
Evaluate Progress
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Matt H. Evans, matt@exinfm.com
Examples – Good and Bad Components
Mission Statements
NASA
To Explore the Universe
and Search for Life
Does a good job of expressing the core values
and to Inspire the
Next Generation of
of the organization. Also conveys unique
Explorers qualities about the organization.
Walt Disney
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Vision Components
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Guiding Principles and Values Components
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Matt H. Evans, matt@exinfm.com
Examples of Components
Guiding Principles and Values
We
Weobey
obeythe
thelaw
lawand
anddo
donot
notcompromise
compromisemoral
moralor
orethical
ethicalprinciples
principles––ever!
ever!
We
Weexpect
expectto
tobe
bemeasured
measuredby bywhat
whatwe
wedo,
do,as
aswell
wellas
aswhat
whatwewesay.
say.
We
Wetreat
treateveryone
everyonewith
withrespect
respectand
andappreciate
appreciateindividual
individualdifferences.
differences.
We
We carefully consider the impact of business decisions onour
carefully consider the impact of business decisions on ourpeople
peopleand
andwe
we
recognize exceptional contributions.
recognize exceptional contributions.
We
Weare
arestrategically
strategicallyentrepreneurial
entrepreneurialin inthe
thepursuit
pursuitof
ofexcellence,
excellence,encouraging
encouragingoriginal
original
thought and its application, and willing to take risks based on sound business
thought and its application, and willing to take risks based on sound business
judgment.
judgment.
We
Weare
arecommitted
committedto toforging
forgingpublic
publicand
andprivate
privatepartnerships
partnershipsthat
thatcombine
combinediverse
diverse
strengths, skills and resources.
strengths, skills and resources.
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Matt H. Evans, matt@exinfm.com
Goals Components
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Developing Goals Components
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Examples of Goals Components
Reorganize
Reorganizethe
theentire
entireorganization
organizationfor
forbetter
betterresponsiveness
responsivenessto
tocustomers
customers
We
Wewill
willpartner
partnerwith
withother
otherbusinesses,
businesses,industry
industryleaders,
leaders,and
andgovernment
government agencies
agenciesin
in
order
orderto
tobetter
bettermeet
meetthe
theneeds
needsof
ofstakeholders
stakeholdersacross
acrossthe
theentire
entirevalue
valuestream.
stream.
Manage
Manageour
ourresources
resourceswith
withfiscal
fiscalresponsibility
responsibilityand
andefficiency
efficiencythrough
throughaasingle
single
comprehensive
comprehensiveprocess
processthat
thatisisaligned
alignedto
toour
ourstrategic
strategicplan.
plan.
Improve
Improvethe
thequality
qualityand
andaccuracy
accuracyof
ofservice
servicesupport
supportinformation
informationprovided
providedto
toour
our
internal customers.
internal customers.
Establish
Establishaameans
meansby
bywhich
whichour
ourdecision
decisionmaking
makingprocess
processisismarket
marketand
andcustomer
customer
focus.
focus.
Maintain
Maintainand
andenhance
enhancethe
thephysical
physicalconditions
conditionsof
ofour
ourpublic
publicfacilities.
facilities.
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Matt H. Evans, matt@exinfm.com
Objectives Components
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Matt H. Evans, matt@exinfm.com
Goals vs. Objectives Components
GOALS OBJECTIVES
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Matt H. Evans, matt@exinfm.com
Examples of Objectives Components
Develop
Developaacustomer
customerintelligence
intelligencedatabase
databasesystem
systemto
tocapture
captureand
andanalyze
analyzepatterns
patternsin
in
purchasing behavior across our product line.
purchasing behavior across our product line.
Launch
Launchatatleast
leastthree
threevalue
valuestream
streampilot
pilotprojects
projectsto
tokick-off
kick-offour
ourtransformation
transformationto
toaa
leaner
leanerorganization.
organization.
Centralize
Centralizethe
theprocurement
procurementprocess
processfor
forimprovements
improvementsin
inenterprise-wide
enterprise-widepurchasing
purchasing
power.
power.
Consolidate
Consolidatepayable
payableprocessing
processingthrough
throughaaP-Card
P-CardSystem
Systemover
overthe
thenext
nexttwo
twoyears.
years.
Monitor
Monitorand
andaddress
addressemployee
employeemorale
moraleissues
issuesthrough
throughan
anannual
annualemployee
employeesatisfaction
satisfaction
survey across all business functions.
survey across all business functions.
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Down to
Specifics
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Matt H. Evans, matt@exinfm.com
Down to
What are Action Plans? Specifics
• The Action Plan identifies the specific steps that will be taken to achieve the
initiatives and strategic objectives – where the rubber meets the road
• Each Initiative has a supporting Action Plan(s) attached to it
• Action Plans are geared toward operations, procedures, and processes
• They describe who does what, when it will be completed, and how the
organization knows when steps are completed
• Like Initiatives, Action Plans require the monitoring of progress on Objectives,
for which measures are needed
Objectives
Initiatives
Action
Plans
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Matt H. Evans, matt@exinfm.com
Down to
Characteristics of Action Plans Specifics
• Assign responsibility for the successful completion of the Action Plan. Who is
responsible? What are the roles and responsibilities?
• Detail all required steps to achieve the Initiative that the Action Plan is
supporting. Where will the actions be taken?
• Establish a time frame for the completion each steps. When will we need to
take these actions?
• Establish the resources required to complete the steps. How much will it take
to execute these actions?
• Define the specific actions (steps) that must be taken to implement the
initiative. Determine the deliverables (in measurable terms) that should result
from completion of individual steps. Identify in-process measures to ensure
the processes used to carry out the action are working as intended. Define the
expected results and milestones of the action plan.
• Provide a brief status report on each step,
step whether completed or not. What
communication process will we follow? How well are we doing in executing our
action plan?
• Based on the above criteria, you should be able to clearly define your action
plan. If you have several action plans, you may have to prioritize.
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Matt H. Evans, matt@exinfm.com
Down to
Action Plan Execution Specifics
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Matt H. Evans, matt@exinfm.com
Down to
Measurement Template Specifics
(Insert (Insert division (Insert department Risk Frame area (Insert (Insert (Insert reporting
organization name) name) objective objective measurement contact info)
name) supports owner) owner)
Objective Description – description of objective purpose, in sufficient detail for personnel not familiar References – source
with the objective to understand its intent. Objective descriptions are typically two or three paragraphs documentation for objective and
long. This will appear in the pop-up window when you mouse over the objective in the Balanced objective description
Scorecard System.
Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision,
additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.
Measure Name - The name Measure Description – description of the measure, Measure Formula – Data Source - The
exactly as you want it to appear include its intent, data source, and organization formula used to source of the data –
in the Balanced Scorecard, responsible for providing measure data. This will appear calculate measure manual, data
including the measure number in the pop-up window when you mouse over the measure value (if any) spreadsheet, or
(i.e. Percent Employees in the Balanced Scorecard. database name and
Satisfied, etc.) contact familiar with
the data
Measure Weight - the relative weight of the measure based on the impact it has on the overall Measure Reporter – Person responsible for
objective. The total weights for all measures for an objective must add to 100 providing measure data. Include the name,
organization and email.
Target Maximum – Maximum expected value for the measure. Effective Date – Frequency – How often Units – Units
Date the target first target data will be reported of measure
becomes effective
Target – Point where the measure goes from green to amber
Target Minimum – Point where the measure goes from amber to red. Scorecard Perspective
The target minimum and target can not be the same value. Name
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Matt H. Evans, matt@exinfm.com
Down to
Criteria for Good Measures Specifics
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Examples of Measurements Down to
Lag Indicators Specifics
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Down to
Targets Specifics
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Down to
Sanity Check . . . Specifics
OBJECTIVE
Improve Employee
Satisfaction
MEASURE / TARGET
Measure 90%
Employee
Percent Satisfaction
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Matt H. Evans, matt@exinfm.com
Evaluate
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Matt H. Evans, matt@exinfm.com
Continuous Feedback Evaluate
through the Balanced Scorecard
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Matt H. Evans, matt@exinfm.com
Performance Management Evaluate
D2-D5: Build the Balanced Scorecard
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Matt H. Evans, matt@exinfm.com
Automating the Process – Evaluate
D2-D5:Links
Buildtothe Balanced
Software Scorecard
Products
http://www.bscdesigner.com/ http://www.goaltrak.com/
http://catalystone.com/ https://www.intrafocus.com/
https://www.clearpointstrategy.com/ http://www.pm-express.com/
http://www.corporater.com/en/index.html http://www.profitmetrics.com/
http://www.crgroup.com/Pages/home.aspx http://www.protia-inc.com/
http://distributive.com/ http://www.qpr.com/
http://www.4ghi.se/ http://www.strategy2act.com/
http://eprocessmanager.com/ http://www.myvaluesoft.com/
http://www.iexecutivedashboard.com/
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Matt H. Evans, matt@exinfm.com
Link Budgets to Strategic Plan Evaluate
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Matt H. Evans, matt@exinfm.com
What Resources? Evaluate
How to Link?
•
The people resources needed to succeed
•
The time resources needed to succeed
•
The money resources needed to succeed
•
The physical resources (facilities, technology, etc.) needed to
succeed
Resource information is gathered by Objective Owners which is provided
to the Budget Coordinators for each Business Unit.
Resources identified for each Action Plan are used to establish the total
cost of the Initiative.
Cost-bundling of Initiatives at the Objective level is used by our Business
Unit Budget Coordinators to create the Operating Plan Budget
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Matt H. Evans, matt@exinfm.com
Some Final Thoughts
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Matt H. Evans, matt@exinfm.com
Recommended Workbook
http://www.turnerpublishing.com/books/detail/strategic-planning-
workbook-for-nonprofit-organizations-revised-and-updated
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Matt H. Evans, matt@exinfm.com
Thanks for
your participation!
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Matt H. Evans, matt@exinfm.com