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Strategic PlanningFramework for Technical
Organization
By Dr Ali Sajid
Director IB & M
Special Presentation for MBA (Evn)IBM
Fall 2010
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Inspiration!Strategic Planning
Dr. Ali [email protected]
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We have astrategic
plan
Its called
doing things
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One who
does less
than he canis a thiefSAINT BABA
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However
beautiful thestrategy, you
should
occasionally look
at the resultsSir Winston Churchill
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There is always abetter strategy than
the one you have;you just haven't
thought of it yetSir Brian Pitman, former CEO of LloydsTSB,
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I claim not to have
controlled events,but confess plainly
that events havecontrolled me
Abraham Lincoln
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In real life, strategy
is actually verystraightforward. You
pick a generaldirection and
implement like hell
Jack Welch
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"Change can eitherchallenge or
threaten us...Yourbeliefs pave your
way to success or
block you "--Marsha Sinetar
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1. Every morning,write a list of the
things that need tobe done that day
2. Do them
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Intelligent peoplecan always come
up with intelligent
reasons to donothing
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The secret of
getting aheadis gettingstarted
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Action is the
foundational
key of allsuccess
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Blame nobody
Expect nothing
Do something
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Dothings
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Get madStart doing
something
about it
Now
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Do whatneeds tobe done
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This is so simple it sounds
stupid, but it is amazinghow few oil people reallyunderstand thatyou only
find oil if you drill wells. Youmay think youre finding it
when youre drawing mapsand studying logs, but youhave to drill.
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I saw that leaders placed too
much emphasis on what somecall high-level strategy, onintellectualizing and
philosophizing, and notenough on implementation.
People would agree on aproject or initiative and thennothing would come of it.
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StartNow
!
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Trythings
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Natural selection isdeath. Without hugeamounts of death,organisms do not change
over time. Death is themother of structure. It
took four billion years ofdeath to invent the
human mind.
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Effective
prototyping may bethe most valuable
core competence aninnovative
organization can
hope to have
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The paradox ofinnovation:
whoever makes
the mostmistakes wins
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The mostsuccessful
people are
those who are
good at plan B
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The key to a greatpainting is the
nerve, after weeksof effort, tobet the
paintingon the nextbrush stroke
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FailFail againFail better
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S.A.V.(Screw Around
Vigorously!)
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The secret to
having good
ideas is to have alot of ideas, then
throw the bad
ones away
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Reward excellent
failuresPunish mediocre
successes
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In business, you
reward people fortaking risks. When it
doesnt work out youpromote them,
because they werewilling to try new
things
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No tryNo deal
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You miss
100% of the
shots younever take
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READY?FIRE!AIM.
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FailForward
Fast
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Learn notto be
careful
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Humancreativityis
the ultimate
economic
resource
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Every child isborn an artist.
The trick is to
remain anartist
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I think it is very
important for you to dotwo things: act on your
temporary conviction as ifit was a real conviction;and when you realize that
you are wrong, correctcourse very quickly
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Fail fasterSucceedsooner
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Life is whathappens to you
while you're
busy makingother plans
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A year from
now you maywish you hadstarted today
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The one thing you
need to know aboutsustained individual
success: Discoverwhat you dont like
doing andstop
doing it
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Im not
comfortableunless Im
uncomfortable
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If itworks, itsobsolete
R t
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Respect
= Magic
Thank you
= Magic
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A successful man is onewho can lay a firm foundation
with the bricks others havethrown at him.
- David Brinkley
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Change the worldAccept nothing less
Dream!The only worthwhile reality
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The greatest discoveryof our generation
is that a human beingcan alter his life by
altering his attitudes.- William James
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Action
Logic will notchange anemotion,
but action will.
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In order to be big, you
have to think big.If you think small,you're going to be
small.- Emeril Lagasse
A person is as happy as he
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A person is as happy as hemakes up his mind to be.
- Abraham Lincoln
We tend to judge others
by their behaviors andourselves by ourintentions.
- Stephen Covey
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Thoughts --> Feelings --> Actions. So, if you
think negative, you willfeel negative and thenact negative, then
continue to thinknegative, and so on.
- Hendrie Weisinger
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The mold of aman's fortune
is in his ownhands.
- Francis Bacon
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Believe
If you do not believe inyourself ...
chances are nobodyelse will.
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Being broke is a
temporary situation.Being poor is a state of
mind.- Mike Todd
Hastey kay fareeb main mut aa jouyio
asad Alam Tumam halqa dam I Khal haain
Th fi t b i i di t f
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The first basic ingredient ofleadership is a guiding
vision. The leader has aclear idea of what hewants to do
professionally &Personally & theStrength to Persist
in the face of setbacks,even failures.- Warren Bennis
Th f
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The very essence ofLeadership is that youhave to have a Vision.
It's got to be a visionyou articulate clearly &forcefully on every
occasion.Theodore Hesburgh, President of University of Notre Dame
T k St f A O i ti
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Teamwork Stages of An OrganizationLow >>>>>>>>>> Team Focus >>>>>>>>>> High
Stage 1 Stage 2 Stage 3
External
Internal
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Stage 1 Org -Low Team Focus
No vision, mission or strategicfocus.
Organizational Goals unclear.
Disorganized with individuals doingwhatever they think is the best for
them or their unit. Weak core or
NO CORE Values. Customer is An Afterthought.
Stage TWO Org
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g gModerate Core Value Development &
Team Effort
Some teams formed.
Some training at the interpersonal level.
No real sense ofMission toward
Corporate Objectives.
Customer is important but customer
satisfaction is not the:
Goal of all Subgroups. Upper management does not understand
modern tools-- but pretends to anyway.
Stage THREE Org
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A Learning Community
Shared Vision (e.g., Xerox).
Effective Teamwork& StrategicPlanning.
Core Values important & Well integrated
into the Companys Corporate Culture. Internal and External Customers important.
Willingness to use Quality Management
Tools.
Sense that everyone:
Succeeds or Fails Together.
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Missing activity at any org
among
Different activities require differentapproaches
5 Purposeful Activities(Gerald Nadler)
1. Learning
2. Research
3. Planning and Design
4. Evaluation
5. Operating & Supervising
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Outline of the Framework
What is Strategic Planning
How can we plan Strategically (&
why should we?)?
Designing yourOrg Strategic Plan
Best Practices in Planning
P t ti O i
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Presentation OverviewClearly Define Complete Strategic Planning
ProcessExplain how to create & execute a:
Strategic Plan, Vision, Mission & Strategy/
Strategic Intents
Provide a common model that the entire
org can follow
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Important Thoughts
Planning is a Process, not an event. The norm is forStrategic Planning to
Fail, because the way things are is
very powerful! Planning takes time!
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Strategic Panning in any Org
The Process of Developing
Strategies to reach
a defined Objectivefor Your org.
(Wikipedia)
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Strategic Planning
Systematic process throughwhich an org agrees on
& builds commitment
among stakeholders topriorities that are essential to its
mission & are responsive to the
environment.
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Strategic Planning
Guides the acquisition& allocation of
resources to achievethese priorities.
Michael Allison & Jude Kaye
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Pre-Requisites to Planning
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Senior leadership commitment
Who will do what?What will each group do?
How will we do it?
When is the best time?
St t i Pl i
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Strategic Planning
is ongoing,not used just when
considering major
changes
S ?
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Why Do Strategic Planning?
If you fail to plan, thenyou plan to fail
be Proactive aboutthe future
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Why Do Strategic Planning
Strategic Planning ImprovesPerformance
Counter Excessive inward & short-
Term thinking Solve major issues atA macro level Communicate to
everyone:
What is most important
What is Strategic Planning?
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What is Strategic Planning?
A Long-term, Future-oriented Process of
Assessment, Goal-setting, & Decision-making that:
Maps an explicit path between
Present & a Vision of the future.
It relies on careful consideration of an org's
Capabilities & environment, & leads toPriority-based resource allocation &
Other Decisions.
St t i Thi ki &
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Strategic Thinking &
PlanningProcess of deciding the
Optimal alignment
between unlimited needs &
Limited resources
to achieve your Priorities.Center for Organizational Effectiveness
Strategic Plan
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Strategic Plan
A Program of Action,that addresses the
Orgs Strategic issues
(fundamental questions orchallenges)
& is driven by the orgs
Vision/ mission/ purpose.
What is Strategic Planning?
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Process to establish priorities
on what you will accomplish inthe future Forces you to make
choices on what you will do &
what you will not do Pulls entireorganization together around a
single game plan for
execution Broad outlineOn where resources
will get allocated
Strategic Planning
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Strategic Planning
Not easy stuff. Takes experience &knowledge to facilitate & participate.
Can not be rushed.
The approaches used can vary, butthere are some essential parts.
A Good Strategic Plan Should
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A Good Strategic Plan Should.
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Address critical performance issues
Create the right balance b/t
What org is capable of doing vs.
what the org would like to do.
Cover a sufficient time period to close thePerformance gap
Visionary convey a desired future end stateFlexible allow & accommodate changeGuide decision making at lower levels
operational, tactical, individual levels
F d t l Q ti t A k
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Fundamental Questions to Ask
Where are we now? (Assessment)Where do we need to be? (Gap /
Future End State)
How will we close the gap (Strategic
Plan)
How will we monitor our Progress
(Balanced Scorecard)
What Strategic Planning is Not
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What Strategic Planning is Not
One-off, brief activity
Production of a document or report thatnobody reads
Tactical getting from A to B
Affects and is engaged in by a single unit
Something done by an individual Divorced from an orgs broader
missions/goals
Divorced from reality
Reactive to the environment Operates under unrealistic assumptions
Strategic Planning
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Strategic Planning
Is
Process
To identify broad
goals Stakeholder driven
Responds to adefined andunderstoodenvironment
Is not
A dead document
Day to day activities and
operations A wish list
Divorced from other
plans and goals of the
campus
St k h ld
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Stakeholder
Any person, group or
organization that can place a
claim on an organization'sattention, resources, or
output, or that is affected by
that output
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Stakeholders
Internal Family
Partners
External Agencies
Lenders
Builders
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Strategic Planning Process
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Start Get executive buy-in Environmental Scan
Evaluation and
Monitoring
Stakeholder Buy-In Executive Buy-In Draft Plan
Plan Implement Plan
Assemble team and
resourcesStakeholder Input
g g
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Plan
For
Planning
Mission
Purpose
Values
Stakeholders
External
Internal
External &
Internal
Assessment
SWOT
Define
Strategic
IssuesFor the
Business
Implementation
and
AssessmentVision
Strategic Planning Flow Chart
Plan of Action
StrategyAssess
Mandates
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Strategic Planning Model
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g g
A B C D E
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Environmental Scan
Assessment
Background
Information
Situational Analysis
SWOTStrengths,Weaknesses,
Opportunities,
Threats
Situation Past,Present and Future
Significant Issues
Align / Fit with
Capabilities
Mission & Vision
Values / Guiding
Principles
Major Goals
Specific Objectives
PerformanceMeasurement
Targets / Standards of
Performance
Initiatives and
Projects
Baseline Components
PerformanceManagement
Review Progress
Balanced Scorecard
Take Corrective
Actions
Down toSpecifics
Evaluate
Where we are Where we want to be How we will do it How are we doing
Gaps Action Plans Feedback upstream
revise plans
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Assessment
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SWOT Analysis
An analysis of a businesses
internal & external Environments
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SWOT Analysis
Strengths
WeaknessesOpportunities
Threats
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Strategic Planning Flow Chart
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Plan
For
Planning
Mission
Purpose
Values
Stakeholders
External
Internal
External &
Internal
Assessment
SWOT
Define
Strategic
IssuesFor the
Business
Implementation
and
AssessmentVision
Strategic Planning Flow Chart
Plan of Action
StrategyAssess
Mandates
Assessment Model: Assessment
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S W O T
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External Assessment: Marketplace,
competitors, social trends, technology,regulatory environment, economic cycles .
Internal Assessment: Organizational
assets, resources, people, culture,
systems, partnerships, suppliers, . . .
Easy to Understand
Apply at any
organizational level
Needs to be
Analytical and
Specific
Be honest about your
weaknesses
Good Points Possible Pitfalls
SWOT SWOT
Assessment
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Strengths
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Strengths Those things that you do well,
high value or performance points
Strengths can be tangible: Loyal customers,
efficient distribution channels, very high quality
products, excellent financial conditionStrengths can be intangible: Good leadership,
strategic insights, customer intelligence, solid
reputation, high skilled workforce.
Often considered Core Competencies BestLeverage points for growth without draining your
resources
Weaknesses Assessment
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Weaknesses Those things that prevent you
from doing what you really need to doSince weaknesses are internal, they are
within your control.
INCLUDE: Bad leadership, unskilledworkforce, insufficient resources, poor
product Quality, slow distribution and
delivery channels, outdated technologies,
lack of planning, . . .
Opportunities
Assessment
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pp
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0
Opportunities Potential areas for
growth & higher performance
External in nature marketplace,
unhappy customers with
competitors, better economicconditions, more open trading
policies, . . Internal opportunities
should be classifiedStrengths Timing: May important for
capitalizing on opportunities
Threats Assessment
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1
Threats Challenges confronting org,
external in nature
Threats can take a wide range bad press
coverage, shifts in consumer behavior,
substitute products, new regulations, . . .
May be useful to classify or assign
probabilities to threats.
More accurate you are in identifying
threats, better position you are for dealing
with sudden ripples of Change.
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10
2
Baseline
Baseline
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Why Create a Baseline?
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3
Puts everything abt org into a single
context for comparability & Planning
description abt company as well as overall
environment include info abt relationships
Customers, suppliers, partners
Preferred format is the Orgal Profile
Orgal Profile
1 O ti E i tBaseline
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1. Operating Environment
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4
Products & Services Suppliers, DeliveryChannels, Contracts, Arrangements, . . .
Organizational Culture Barriers,
Leadership, Communication, Cohesiveness
Workforce Productivity Skill levels,diversity, contractors, aging workforce, . .
Infrastructure Systems, technology,
facilities, Regulatory Product / Service
Regulation, ISO Quality Standards, Safety,Environmental, . . .
Orgal Profile Baseline
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g
2. Business Relationships
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5
Orgal Structure Business Units,Functions, Board, Mgt Layers, . . .
Customer Relationships Requirements,
Satisfaction, Loyalty, Expectations, . . .
Value Chain Relationship between everyone invalue chain . . . . Partner Relationships Alliances,
long-term suppliers, customer partnerships, . . .
Orgal Profile3. Key Performance
Baseline
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3 ey e o a ce
Categories
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CustomerProducts and Services
Financial
Human Capital
OperationalExternal (Regulatory Compliance, Social
Responsibility, . . . )
Baseline
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Gap Analysis
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7
Baseline / Org Profile Challenges / SWOT
Gap = Basis for Long-
Term Strategic Plan
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Components
Major Components of the Components
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Strategic Plan / Down to Action
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9
Vision
Mission
Goals
Objectives
Measures
What we want to be
Why we exist
Indicators andMonitors of success
Desired level ofperformance and
timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed inmeasurable terms (NOT activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
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0
Define the
vision & themission
Planning Should Have
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1
Planning Should Have
A Vision:
Now
Future
Mission drives the work.
Plan drives the action.
Strategic Vision
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Where are do we want to go?
What are the implications for our
campus and organizational goals?
What problems are we trying to
solve? What problems should we
be trying to solve?
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11
2
Vision is the art of
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Vision is the art of
seeing thingsinvisible.
It's okay to lose sightof the shore as long asyou don't lose sight of
the inner course.
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3
Vision Components
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4
How org wants to be perceived in the
future what success looks like anexpression of desired end state
Challenges everyone to reach for
something significant inspires a
compelling future Provides a long-term
focus for the entire organization
Your successful past
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Creating a better futurestarts with the ability to
envision it.
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5
Your successful past
will block your visionsof the future.
- Joel Barker
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For thoseempowered with a
vision, greatnessbegins with a single
spark of inspiration.
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Vision Statement
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The Vision Statement: Describes the
future we intend to create the results,we will be achieving & characteristics the
organization will need to possess
in order to achieve those results.
The Vision Statement: Provides direction &
Inspiration for organizational goal-setting
& conveys a sense ofFuture Direction.
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7
Vision Statement
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Examples
S I have a dream.
Martin Luther King, Jr.
S By the end of the decade, we will put
a man on the moon. John F. Kennedy
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8
AWWA Vision Statement
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AWWA will be the
leading force in theworld dedicated tosafe drinking water.
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9
Developing the Strategic Vision
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Developing the Strategic Vision
Clientele
The Clientele section should address the following questions:
Who do you serve? Who will you serve?Many units have multiple constituencies: Alumni, students, staff, public,
parents, etc.
How many do you serve? How many do you want/expect toserve in the future?See WCU growth plans at: http://planning.wcu.edu/Enroll_Targets.htm
What are the expected or desired characteristics of yourconstituencies?
Ethnicity
Age
Gender
Other characteristics
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0
Developing the Strategic Vision
Program and Service Mix
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Program and Service Mix
The Program and Service Mix section should address thefollowing questions:
What programs and services does/will the unit offer?
What are the priorities for the programs and services?
What new programs/services should be sought?
How can the unit meet the needs of new, changing, or
future clientele?
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1
Guiding Principles and Values
Components
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3
Every organization should be guided by a set of
values and beliefsProvides an underlying framework for making
decisionspart of the organizations culture
Values are often rooted in ethical themes, such as
honesty, trust, integrity,respect, fairness, . . . .
Values should be applicable across entire org
Values may be appropriate for certain best
mgt practices best in Terms of Quality, Exceptional
customer service, etc.
Examples of
Guiding Principles & ValuesComponents
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Guiding Principles & Values
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We obey the law and do not compromise moral or ethical principles ever!We expect to be measured by what we do, as well as what we say.
We treat everyone with respect and appreciate individual differences.
We carefully consider the impact of business decisions on our people and we
recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original
thought and its application, and willing to take risks based on sound business
judgment.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
Mission Statement Components
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Captures Essence of why the org exists
Who we are,
what we do
Explains the basic needs that you fulfillExpresses the core values of the org
Brief & to the point
Easy to understand If possible, convey
Unique nature of your org & the role it
plays that differentiates it from others
Mission Statement - definition
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Purpose of the organization Core function
Organizations reason for being the
work of the organization
What the organization does uniquely well
Mission/purpose should define theorganizations intentions towards the clientele
to be served
Mission Statement
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Broad description of
What the organization does,with and for whom the organization does
what it does,
and WHY the organization exists (theultimate end).
Mission conveys a sense offundamental purpose.
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Mission Statement
Mission = what an organization does
Values = how an organization should actVision = what an org should look like in
future
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Mission Statement Should Include:
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Purpose One sentence that describes
the end result an org seeks taccomplish (for whom)
Businessa description of the primarymeans (program, action, services, etc.)
used to accomplish the purpose
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Mission Statement
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a Broad description of :
What the Org Does,
for Whom org does what it does,
WHY organization exists
(the ultimate end). Mission conveys a sense of
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An effective mission
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An effective mission
statement :Should be able to tell:
Your company story andideals in:
Less than 30seconds.
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Writing Your Purpose Sentence
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An Infinitive verb: that indicates a
Change in status (such as to increase,to decrease, to eliminate, to prevent,
etc.)
An identification of the Problem tobe addressed or condition to be
changed
(such as access to safe drinking water)
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Sample Mission Statements
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YMCA seeks to enhance
lives of all people (purpose)through programs
designed todevelop spirit, mind, & body
(business).
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Examples Good and Bad
Mi i St t t
Components
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Mission Statements
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To Make People Happy
To Explore the
Universe and Search
for Life and to
Inspire the Next
Generation ofExplorers
NASA
Walt Disney
Does a good job of expressing the core
values of the organization. Also conveys
unique qualities about the organization.
Too vague and and unclear. Need moredescriptive information about what makes
the organization special.
AWWA Mission Statement
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The American Water Works Association is theauthoritative resource for safe drinking
water.
AWWA promotes public health, safety, andwelfare by uniting the efforts of the full
spectrum of the drinking water community.Through our collective strength, AWWA
advances the technology, science,
management, and govt policies relative tothe stewardship of water.
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The mission of the Stanford Medical Schoolis to be a premier research-intensive school
of medicine that improves health in the 21st
century through discoveries, leadership and
innovations in education, biomedical andclinical research and patient care.
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How should I write a Mission Statement
should say who your company is, what
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y y p y ,you do, what you stand for and why you
do it. best developed with input by all
members of an org.
tend to be 3-4 sentences long.
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Strategic Planning Flow Chart
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Plan
For
Planning
Mission
Purpose
Values
StakeholdersExternal
Internal
External &
Internal
Assessment
SWOT
Define
Strategic
IssuesFor the
Business
Implementationand
AssessmentVision
Plan of Action
StrategyAssess
Mandates
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Strategic Issue
Fundamental policy question or
challenge that affects the businesses
mandates, mission and/or values.
Long term and do-able.
Goals
Components
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Goals
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Describes a future end-state desired outcomethat is supportive of the mission and vision.
Shapes the way ahead in actionable terms.
Best applied where there are clear choices about
the future.
Puts strategic focus into the organization
specific
ownership of the goal should be assigned to
someone within the organization.
May not work well where things are changing fast goals tend to be long-term for environments
that have limited choices about future.
Developing Goals
Components
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p g
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Cascade from top of Strategic Plan
Mission, Vision, Guiding Principles.
Look at your strategic analysis SWOT,
Environmental Scan, Past Performance, Gaps . .
Limit to a critical few such as 5-8 goals.
Broad participation in development of goals:Consensus from above buy-in at execution
level.
Should drive higher levels of performance n
close a critical performance gap.
Examples of GoalsComponents
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p
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Reorganize entire org for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customerfocus.
Maintain and enhance the physical conditions of our public facilities.
Objectives
Components
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Objectives
Relevant - directly supports goal Compels org into action
Specific enough so we can quantify nmeasure results
Simple n easy to understand
Realistic n attainable
Conveys responsibility n ownership
Acceptable to those who must execute May need several objectives to meet a goal
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Goals vs. ObjectivesComponents
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jGOALS OBJECTIVES
Very shortstatement, fewwords
Longer statement, moredescriptive
Broad in scope Narrow in scope
Directly relates tothe Mission
Statement
Indirectly relates to the MissionStatement
Covers long timeperiod (such as 10years)
Covers short time period (such 1year budget cycle)
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Examples of Objectives
Components
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Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasingpower.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
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Down to
Specifics
Formulate a Strategy
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Formulate a Strategy
Make an Action PlanSo now what?
What to do?
Who will do it?
When.set a timeline
Report Back
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What are Action Plans?The Action Plan identifies specific steps that
will be taken to achieve initiatives n strategic objectives
Down toSpecifics
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Objectives
Initiatives
Action
Plans
will be taken to achieve initiatives n strategic objectives
Describe who does what, when it will be completed, & how org knows
when steps are completed
Each Initiative has a supporting Action Plan(s) attached to it
Action Plans are geared toward operations, procedures, and
processes
Like Initiatives, Action Plans require monitoring of progress onObjectives, for which measures are needed
Characteristics of Action PlansDown toSpecifics
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Assign responsibility for successful completion of the Action Plan. Who isresponsible? What are roles n responsibilities?
Detail all required steps to achieve Initiative that Action Plan is supporting.Where will actions be taken?
Establish a time frame for completion each steps. When will we need to takethese actions?
Establish the resources required to complete the steps. How much will ittake 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 resultfrom completion of individual steps. Identify in-process measures to ensurethe processes used to carry out the action are working as intended. Definethe expected results and milestones of the action plan.
Provide a brief status report on each step, whether completed or not. Whatcommunication process will we follow? How well are we doing in executingour action plan?
Based on the above criteria, you should be able to clearly define youraction plan. If you have several action plans, you may have to prioritize.
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Action Plan ExecutionDown toSpecifics
R i h d Wh Wh t H Wh
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Requires - you have answered Who, What, How, Where,and When questions related to initiative that drives
strategic execution
Coordinate with lower level sections, administrative noperating personnel since they will execute Action Planin the form of specific work plans
Assignaction responsibility and set timelinesDevelop working plans and schedules that havespecific action stepsResource the project or initiative and document in theform of detail budgets (may require reallocation priorto execution)
Monitorprogress against milestones andmeasurementsCorrect and revise action plans per comparison ofactual results against original action plan
Quantify from Action Level Up
in terms of Measurements
Down toSpecifics
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Measure your milestones short-term outcomes
at Action Item level.
Measure outcomes of your objectives.
Try to keep your measures one per objective.
May want to include lead and lag measures to
depict cause-effect relationships if you areuncertain about driving (leading) the desired
outcome.
Establish measures using a template to capture
critical data elements
Measurement Template
Down toSpecifics
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Measurement Template
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(Insertorganizationname)
(Insertdivision name) (Insertdepartmentname)
Risk Frameareaobjectivesupports
(Insertobjectiveowner)
(Insertmeasurementowner)
(Insertreportingcontact info)
Objective Description description of objective purpose, in sufficient detail forpersonnel not familiar with the objective to understand its intent. Objectivedescriptions are typically two or three paragraphs long. This will appear in thepop-up window when you mouse over the objective in the Balanced ScorecardSystem.
References sourcedocumentation forobjective and objectivedescription
Comments additional information about the objective not covered in above blocks, such asrecommendations for further revision, additional organizations objective impacts, recommendations forcoordination / alignment with other objectives, etc.
Measure Name - Thename exactly as youwant it to appear in theBalanced Scorecard,
including the measurenumber (i.e. PercentEmployees Satisfied,etc.)
Measure Description description of themeasure, include its intent, data source, andorganization responsible for providingmeasure data. This will appear in the pop-up
window when you mouse over the measurein the Balanced Scorecard.
MeasureFormula formula usedto calculate
measure value(if any)
Data Source -The source of thedata manual,data spreadsheet,
or databasename and contactfamiliar with thedata
Measure Weight - the relative weight of the measure based on theimpact it has on the overall objective. The total weights for all measuresfor an objective must add to 100
Measure Reporter Personresponsible for providing measuredata. Include the name,organization and email.
Target Maximum
Maximum expected value for the Effective Date Frequency
How Units
Criteria for Good Measures
Down toSpecifics
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Criteria for Good Measures
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Integrity Complete; useful; inclusive of several types of
measure; designed to measure the most important activities
of the organization
Reliable: Consistent
Accurate - Correct
Timely Available when needed: designed to use and report
data in a usable timeframe
Confidential and Secure: Free from inappropriate release or
attack
Examples of MeasurementsLead Indicators
Down toSpecifics
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ead d ca o s Average time to initiate customer contact
=> shorter time should lead to bettercustomer service
Average response time to incident =>
below average response times shouldlead to increased effectiveness in dealingwith incident
Facilities that meet facility quality A1
rating => should lead to improvedoperational readiness for meetingcustomer needs
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Examples of MeasurementsLag Indicators
Down toSpecifics
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g
Overall customer satisfaction rating =>how well you are doing looking back
Business Units met budgeted service hour
targets => after the fact reporting ofservice delivery volume
Number of category C safety accidents atconstruction sites => historical report of
what has already taken place
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Targets
Down toSpecifics
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Targets For each measurement, you should have
at least one target Targets should stretch the organization to
higher levels of performance
Incremental improvements over currentperformance can be used to establishyour targets
Targets put focus on your strategy
When you reach your targets, you havesuccessfully executed your strategy
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Examples of Targets
Down toSpecifics
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Average Time to ProcessNew Employee Setups inDB
65 daysYear 2007
60 daysYear 2008
55 daysYear 2009
Utilization Rate for RentalHousing Units
90% for
Year 2007
92% forYear 2008
95% forYear 2009
Toxic Sites meeting in-service compliance
55% forYear 2007
70% forYear 2008
95% forYear 2009
Personnel Fully Trained inSafety and Emergency
65% by2rdQuarter
75% by3thQuarter
90% by4thQuarter
Open Positions Filled
after 30 day promotionperiod
75
positionsSept 2007
100
positionsJan 2008
135
positionsJuly 2008
% Reduction in OrdersFilled Short in 1st Cycle
50% byYear 2008
65% byYear 2009
85% byYear 2010
Sanity Check
Down toSpecifics
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Sanity Check . . .Make sure everything is linked andconnected for a tight end-to-end modelfor driving strategic execution.
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INITIATIVE
Employee
Productivity
Improvement
Program
Employee
Satisfaction
Survey
Rating
90%
favorable
overall
Measure
Target
Target Actual
90%
45%
PercentSa
tisfaction
gap
MEASURE / TARGET
OBJECTIVEImprove Employee
Satisfaction
ACTION PLAN
Identify issues per
a company wide
survey
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Evaluate
Formulate a Strategy
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Formulate a Strategy
Make an Action PlanSo now what? What to do?
Who will do it?
When.set a timeline
Report Back
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Evaluation and Reassessment
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Try it!
Does it fit?
Redesign needed?
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Strategic Planning Flow Chart
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Plan
For
Planning
Mission
Purpose
Values
StakeholdersExternal
Internal
External &
Internal
Assessment
SWOT
Define
Strategic
IssuesFor the
Business
Implementationand
AssessmentVision
Plan of Action
StrategyAssess
Mandates
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If you do not know whereyoure heading,
youre likely to end upsomewhere else.Yogi Berra
Continuous Feedbackthrough the Balanced Scorecard
Cascade and align from the top to create a
Evaluate
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Cascade and align from the top to create a
Strategic Management System. Use the Balanced Scorecard framework to
organize and report actionablecomponents.
Use the Scorecard for managing theexecution of your strategy.
Scorecard forces you to look at differentperspectives and take into account cause-
effect relationships (lead and lagindicators)
Improves how you communicate yourstrategy critical to execution.
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Performance Management
D2-D5: Build the Balanced Scorecard
Evaluate
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g Establish a regular review cycle using your
balanced scorecard. Analyze and compare trends using graphs for rapid
communication of performance.
Dont be afraid to change your metrics life cycle
(inputs to outputs to outcomes) Work back upstream to revise your plans: Action
Plans > Operating Plans > Strategic Plans
Planning is very dynamic must be flexible tochange.
Recognize and reward good performance results
Brainstorm and change take corrective action onpoor performance results.
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Automating the ProcessD2-D5: Build the Balanced Scorecard
Evaluate
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Automating the Process
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Low Cost Scorecard Tools
1. Dialog (www.balancedscorecard2.com)
2. Ergometrics (www.ergometrics.com)
3. ExecDash (www.idashes.net)
4. Scorecard Hosting (www.scorecardhosting.com)
High End Best of Breed Tools
1. PB Views (www.pbviews.com)
2. QPR (www.qpronline.com)
3. Rocket (www.rocketsoftware.com/portfolio/epm)
Link Budgets to Strategic
Plan
Evaluate
http://www.balancedscorecard2.com/http://www.ergometrics.com/http://www.idashes.net/http://www.scorecardhosting.com/http://www.pbviews.com/http://www.qpronline.com/http://www.rocketsoftware.com/portfolio/epmhttp://www.rocketsoftware.com/portfolio/epmhttp://www.qpronline.com/http://www.pbviews.com/http://www.scorecardhosting.com/http://www.idashes.net/http://www.ergometrics.com/http://www.balancedscorecard2.com/7/29/2019 Strategic Planning Framework for Technical Organization
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The worlds best Strategic Plan will fail if it isnot adequately resourced through thebudgeting process
Strategic Plans cannot succeed without peopletime, money, and other key resources
Aligning resources validates that initiatives anaction plans comprising the strategic plansupport the strategic objectives
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What Resources?How to Link?
Evaluate
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Every Action Plan should identify the following:
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
succeedResource 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
Some Final Thoughts
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Some Final Thoughts
Integrate all components from the top to thebottom: Vision > Mission > Goals > Objectives> Measures > Targets > Initiatives > ActionPlans > Budgets.
Get Early Wins (Quick Kills) to create somemomentum
Seek external expertise (where possible andpermissible)
Articulate your requirements to senior