Strategic Planning Techniques & Lessons Learned Steve Carter Innovation Lab Manager National Security Space Architect (703) 325-6401 [email protected].

Strategic PlanningTechniques & Lessons Learned

Steve CarterInnovation Lab ManagerNational Security Space Architect

(703) [email protected]

Overview

Strategic planning context and definitions

Developing a strategic plan Mission and Vision Statements Goals and Objectives Recommended Techniques

Lessons Learned

Why is strategic planning important?

The Government Performance and Results Act of 1993 requires federal agencies to develop strategic plans for how they will deliver high quality products and services to the American people.

“Business strategy is now the single most important management issue and will remain so for the next five years.” Strategic Planning; Business Week; Aug 26, 1996

What does strategic planning do?

Preparation and Submission of Strategic Plans, OMB Circular No. A-11: A strategic plan can be used to align agency organization and budget structure

with missions and objectives. In matching programs and activities to the agency mission and objectives, the strategic plan can also be a means for re-aligning and re-engineering functions and operations.

The Balanced Scorecard, Robert S. Kaplan and David P. Norton Measurement matters: “If you can’t measure it, you can’t manage it.” An

organization’s measurement system strongly affects the behavior of people both inside and outside the organization.

Business Plans for Dummies, Paul Tiffany and Steven D. Peterson A business plan takes a good hard look at your company … so that you can

honestly and objectively recognize its capabilities and resources, its strengths and weaknesses, and its true advantages.

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

Best Practices in Customer-Driven Strategic Planning, Federal Benchmarking Consortium Study Report, February 1997. http://www.npr.gov/library/papers/benchmrk/customer.html

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

continuous - must be an ongoing process, not merely an event to produce a plan;

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

systematic - must be a structured and deliberate effort, not something that happens on its own;

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

process - thinking about the future and how to get there, which is more important than a document (e.g., a strategic plan);

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

guiding members - not only senior executives, but employees. (It also considers stakeholders and customers who affect the decisions being made.)

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured. procedures and operations to achieve that future - full

spectrum of actions and activities: aligning behind long-term goals, putting in place organizational and personal incentives, allocating resources, and developing the workforce to achieve the desired outcomes;

What is strategic planning?The continuous and systematic process

whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

how success is to be measured - use measures to determine if the organization has achieved success.

Strategic Planning Process

StrategicPlan

ResourceAllocation

WorkforceDevelopment

Components of a Strategic Plan

Mission and Vision StatementsGoals and ObjectivesCritical Success Factors and BarriersGuiding Principles or ValuesStrategies and Actions

Strategic Plan Overview

What we’redoing now

What wewant to be

Developing a Strategic Plan

Begin with the senior leadershipDevelop and agree upon draft componentsVet the drafts with the organizationRefine components as necessaryLook for organizational consensus vice

unanimityBe ready for many sessions & revisions

National Security Space Architect (NSSA)

“We are a joint agency tasked to look at future government requirements in space. In collaboration with interested DoD, Intelligence, Civil, and Commercial participants, we conduct studies emphasizing the 2010 to 2025 time frame, for which we analyze future requirements and technologies to make investment recommendations to decision makers. We don't operate or procure systems/equipment ourselves, but rather make suggestions to the people who do as to the best paths or directions to follow now, so that future requirements will be met.” (Steve Carter, Mar 2000)

Mission and Vision Definitions

Mission A statement of the overall purpose of an organization.

Vision A statement of where the organization is going.

Components of a Mission StatementWhat do you do?For whom do you do it?Why do you do it?Answer the basic question:

What is your business?

NSSA Mission Statement Forging the architecture for tomorrow’s integrated space

capabilities to achieve national security objectives

Mission Statement Exercise

Brainstorm high-level activities you do nowCategorize them into bins & label binsDevelop sample mission statementsVote for 3 best statementsCombine best samples into draft mission

statementVet result with organization

Survey for comfort-level with statement

NSSAMission Statement Iterations Mar 97

The mission of the jointly manned Office of the Space Architect is to improve support to military operations by leading a coordinated DoD development of future architectures for all space mission areas. These architectures will effectively and efficiently meet joint warfighting needs, leverage technologies, and maximize synergy across the national space community through integration, resource sharing, and elimination of unnecessary duplication of effort.

Jun 97 To consolidate the responsibilities for DoD space missions and systems architecture development

into a single organization that shall integrate space architectures and systems, eliminate unnecessary stovepiping of programs, achieve efficiencies in acquisition and future operations through program integration, and thereby improve space support to military operations.

Aug 97 Working together to develop space system architectures that effectively and efficiently support the

nation’s warfighters.

Sep 97 Create long range plans for DoD that revolutionize space capabilities to strengthen national security.

Oct 97 Forge the integrated vision of tomorrow’s space capabilities to achieve national security objectives.

NSSA Mission Statement

MissionForging the architecture for tomorrow’s integrated space capabilities to achieve national security objectives

Components of a Vision Statement

Where does your organization intend to go?

What does it want to become?

NSSA Vision Statement Leading a collaborative team - creating

tomorrow’s unified national security space architecture

Vision Statement ExerciseBrainstorm what you want to become

List attributes you want to have Use future visioning exercise

Categorize into bins & label binsDevelop sample vision statementsVote for 3 best statementsCombine best samples into draft vision statementVet result with organization

Survey for comfort-level with statement

NSSAVision Statement Iterations Mar 97

As we accomplish our mission, the Space Architect will be: First to know the impact of changing warfighter needs and technology. First to recommend cost effective, integrated and enduring space capabilities to meet those needs. And first to be sought for advice on where DoD space should proceed.

Jun 97 We are innovators of superior space capabilities that enable dominance in future warfare.

Aug 97 We are innovators of superior space architectures that enable the US and its allies to

operate efficiently through the full spectrum of conflict from peace and deterrence to operations other than war, and war with the assurance our forces will dominate.

Nov 97 Organization of choice to provide visionary perspectives and comprehensive, impartial

assessments of space community issues for achieving national security objectives.

Dec 97 Proactive and innovative professionals leading the space community toward integrated

national security space capabilities for the warfighter.

Vision Statement Survey - Dec 97

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57% response rate(13/23)

Proactive and innovative professionals leading the space community toward integrated national security space capabilities for the warfighter.

Vision Statement Survey - Nov 98

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44% response rate(24/54)

A collaborative team -- a unified national architecture

NSSA Mission and Vision Statements

MissionForging the architecture for tomorrow’s integrated space capabilities to achieve national security objectives

VisionLeading a collaborative team - creating tomorrow’s unified national security space architecture

Strategic Planning Goals

Goals Broad, long-term aims that define accomplishment of the mission.

Balanced Scorecard Perspectives

StakeholdersOrganizations which implement spacearchitectures or cannot functioneffectively without space architectures.

CustomersExecutive and Legislative Branchorganizations involved in resourceallocation and decision making.

Internal ManagementCritical internal processes and capa-bilities in which NSSA must excelin order to satisfy our stakeholderexpectations and to attract/retaincustomers

Innovation and LearningNSSA policies, procedures, andactions to create opportunities for longterm growth and continuous improve-ment (individual and organizational)

Goals Exercise

Brainstorm organizational goals What is important for the organization to accomplish?

Categorize goals into Balanced Scorecard buckets/perspectives

Combine/refine goals within each bucketVet draft goals with organization

NSSA Goals - 1997

Coordinate implementation and integration of architectures into comprehensive "system of systems"

Develop/acquire a core in-house tool set of models and simulations that get at the problem of how space systems make a difference to the warfighter

Achieve efficiencies in development, acquisition, and future operations through program integration

Know current and emerging user needs and prioritize those needs To remain the credible "honest broker" for senior decision makers to

rely upon for guidance and input Foster better understanding among participants on all issues

surrounding space systems Provide value added recommendations to existing program decision

milestones to facilitate implementation of future architectures.

NSSA Goals - 1998 Stakeholders

Encourage (or solicit) broad participation from executive branch organizations and industry in a process that leads the stakeholders to take ownership of the architectural vectors

Customers Timely products tailored to customer needs Create and maintain an interactive, easily accessible (at multiple security levels)

National Security Space Master Plan (NSSMP) to support decision making

Internal Management Ensure all personnel have the opportunity to excel Sustain open communications at all times with the national security community

Innovation and Learning Expose study participants to new ways of doing business, new concepts for

operations, and opportunities created by new technologies

NSSA Goals - 1999 Stakeholders

Obtain broad participation from executive branch organizations and industry in a process that leads the stakeholders to take ownership of the architectural vectors

Customers Timely products tailored to customer needs Create and maintain an interactive, easily accessible (at multiple security

levels) National Security Space Master Plan (NSSMP) to support decision making

Internal Management Ensure all personnel have the opportunity to excel Sustain open communications at all times

Innovation and Learning A learning organization exposing our teams to new ways of doing business,

new concepts for operations, and opportunities created by new technologies

NSSA Goals - 2000

Stakeholders Facilitate broad participation from executive branch organizations and industry in a

collaborative process that leads the stakeholders to take ownership of the architectures

Customers Deliver relevant, timely, and quality products responsive to customer needs Establish the National Security Space Master Plan (NSSMP) as the source for a

comprehensive picture of an integrated strategy from which policy and investment decisions will be made

Internal Management Ensure every individual understands their role in the organization and has the

opportunity to achieve their full potential Create and maintain a culture of trust, open communications, and shared responsibility

Innovation and Learning Enable individual and organizational continuous improvement by equipping our team to

exploit emerging best practices, new concepts for operations, and opportunities created by new technologies

Strategic Planning Objectives

Objectives Specific, quantifiable, realistic targets that measure the

accomplishment of a goal over a specified period of time.

SMART characteristics S - specific M - measurable A - acceptable R - realistic T - timely

Characteristics of a Good Objective Specific

“Write a paper” vice “Work harder”

Measurable “Write a 30-page paper”

Acceptable Involve responsible person in developing objective

Realistic “Write a 30-page paper in one month”

Timely Spread the work out across the month

Author: Carter McNamara, MBA, PhD.Source: Free Management Library @ http://www.mapnp.org/library

Objectives Exercise

Brainstorm objectives by goals (or by BSC perspectives) What is important for the organization to achieve?

(Relate objectives to goals within the BSC perspectives)

Combine/refine objectives under each goalReview objectives for SMART characteristicsVet draft objectives with organization

AlternativeObjectives Exercise

Brainstorm organizational issues What is important to the organization?

Org-wide vote to determine which issues are most important

Develop draft set of objectives to address issuesApply objectives to goals & expand as necessaryReview objectives for SMART characteristicsVet objectives with organization

Involving the Organization’s Personnel

Senior leadership develops a list of draft objectives (50% solution).

Personnel in the organization surveyed to determine personal and organizational importance.

Senior leadership refines list of objectives (80-90% solution).

Divisions develop products/processes/services (PPS) in support of objectives

Senior leadership refines list of PPS Responsible divisions finalize objective wording.

NSSA Draft Objectives by Organizational Importance

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Objective

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Personal

Organization

Vision: Leading a collaborative team -- creating tomorrow’s unified nationalsecurity space architecture

Mission: Forging the architecture fortomorrow’s integrated space capabilitiesto achieve national security objectives

Stakeholders: Facilitate broad participation from executive branch organizations and industry in a collaborative process that leads the stakeholders to take ownership of the architectures.

Customers: Deliver relevant, timely and quality products responsive to customer needs

Customers: Establish the National Security Space Master Plan (NSSMP) as the source for a comprehensive picture of an integrated strategy from which policy and investment decisions will be made.

Internal Management: Ensure every individual understands their role in the organization and has the opportunity to achieve their full potential.

Internal Management: Create and maintain a culture of trust, open communications, and shared responsibility

Innovation and Learning: Enable individual and organizational continuous improvement by equipping our team to exploit emerging best practices, new concepts for operations, and opportunities created by new technologies.

Customer: Improve the ADT process to increase participation and encourage stakeholder ownership.

Customer: Define and conduct external assessment and preliminary planning activities in a way that provides visibility to stakeholders, encourages their inputs and characterizes their participation.

Customer: To have approved recommendations and transition strategies integrated into the FY02 DPG/JIG and tracked through the stakeholder/customer process life cycles.

Customer: To have recommendations from the Mission Information Management (MIM) ADT integrated into the FY02 DPG/JIG and subsequent POM/IPOM(s).

Customer: Initiate up to two ADTs to influence the DPG/JIG and POM/IPOM(s).

Customer: Remain postured for short-term/quick reaction studies in support of our customers and stakeholders.

Customer: Make the NSSMP accessible in forms and forums which enhance community-wide decision-making.

Customer: Create the foundation for an integrated, cross-sector road map capability with access to information about the national security space enterprise.

Internal: Complete the NSSA Management Plan and implement the necessary structures to enable and measure process repeatability.

Internal: Establish a strategic staffing plan to assure continued staffing of the NSSA with people who have the right skills and competencies.

Internal: Enhance open communication throughout the entire org.

Internal: Implement effective feedback mechanisms

Internal: Apply appropriate architecture engineering and analysis disciplines to our work to ensure consistency and quality

Internal: Improve our ability to capture, retrieve and leverage NSSA intellectual capital through the use of knowledge management capabilities and technologies.

Strategic Goals 2000 Objectives

NSSAStrategic

Plan

Color Key:Front Office: BlackBus Ops: OrangeIntegration: GreenMsn Info Mgmt: RedCore Capabilities: Blue

Internal: Complete the facility and infrastructure modifications necessary to enhance individual productivity.

Internal: Train and align the Senior Leadership Team to implement the strategic plan.

Lessons Learned

Communicate the process steps widely. Definitions are very important for consistency.

Senior Leadership involvement is critical for success and implementation. If the leaders don’t buy-in, no one else will.

Must have an office OPR with authority to proceed. Suitable leadership must facilitate the process, solicit

participation from everyone, and ensure focus on the task.

Lessons Learned (cont.)

Organizational consensus is vital for acceptance and execution. Everyone should see themselves in the plan. By involving everyone, the ability to implement strategy

becomes more viable.

Patience during the process is paramount. It will take many sessions & many iterations.