Transcript Implementation Structure - Nonprofit Learning Point

IMPLEMENTING
STRATEGIC PLANS
Day 1
Welcome – Again!
Agenda – Day 1
• Introductions
• Case Study
• Review of previous classes
• Critical Success Factors in Strategy
Implementation
Agenda – Day 2
• Translating, Measuring, Monitoring,
Adjusting
• Some tools
• In-class exercise
• Wrap-up
Introductions
1.
Your name, organization, your role there
2.
Your experience with strategic planning
3.
If you have taken other classes in this series,
A.
What would you like to know more about?
B.
What is still unclear?
Learning Objectives
• A clear understanding of the purpose of strategic planning
and its importance in organizational success
• The process of strategy formulation
• The elements of a good strategic plan
• The factors that influence the successful implementation
of strategy
• Some tools that help measure and monitor strategy
implementation progress
CLASS EXERCISE
CASE STUDY
Case Questions
• What is the purpose and mission of this organization?
• Where is it in its organizational lifecycle?
• What strategic issues does it currently face?
• What steps should the organization take at this time to
improve its situation?
The Evolution of Strategy
• Origins in Military War Campaigns
• Adaptation to For-Profit Business
• Application in the Nonprofit Sector
Dwight D.
Eisenhower
“In preparing
for battle I
have always
found that
plans are
useless, but
planning is
indispensable.”
Strategy as a Business Tool
• Only about 50 years old
• Business Strategy was shaped by three
consulting companies and a school
• Boston Consulting
• Bain Consulting
• McKinsey & Company
• Harvard Business School
Nonprofits and Strategy
• Relatively new for nonprofit organizations
• Originally funder driven
• Takes into consideration the differences between
for profit businesses and not-for-profit businesses
What is Strategy?
“Brilliant strategy is the best route to desirable ends with
available means.”
Max McKeown, The Strategy Book
Perception is strong and sight weak. In strategy it is
important to see distant things as if they were close and to
take a distanced view of close things.”
Miyamoto Musashi
Why Strategy?
“No business can do everything. Even if it has the money,
it will never have enough good people. It has to set
priorities. The worst thing to do is a little bit of everything.
This makes sure that nothing is being accomplished. It is
better to pick the wrong priority than none at all.
There is no perfect strategic decision. One always has to
pay a price. One always has to balance conflicting
objectives, opinions, and priorities. The best strategic
decision is only an approximation – and a risk
Peter Drucker
The Value of Strategic Planning
“Alice said, ’would you please tell me which way to go from
here?’ The cat said, ‘that depends on where you want to
get to.’”
Lewis Carroll
The Questions that Strategy Answers
• Where are we now?
• Where do we want to go?
• How do we plan to get there?
• What will we need to get us there?
• How will we know that we are on the right path?
• How will we know that we have arrived?
17
Strategic Planning is a Process
Strategy
Formulation
Decision
Ready – What to Do
Test and Adapt
the Strategy
Translate the
Strategy
Innovate and Change
Aim – How to Do It
Monitor and Learn
Plan Operations
Action
Execute
Processes and
Initiatives
Steer – Doing It
18
What is a Process
Process
• Something goes
in
Input
• It gets altered
• Something
different (better)
comes out
Output
Input to the
Strategic Planning Process
• Environmental Scan
(PESTEL)
• Organizational Scan
• Current Situation
• SWOT
• Financial Review
• Capacity Assessment
• Lifecycle Review
• Culture
• Competitive Situation
• Trends
• Issues or Imperatives
• Barriers or Constraints
Alvin Toffler
(On thinking
strategically)
“You’ve got to think
about big things
while you’re doing
small things, so
that all the small
things go in the
right direction.”
Elements of A Strategic Plan
• Purpose
• Mission
• Vision
• Values
• Goals & Objectives
• Strategies & Tactics
Purpose
• Why your organization matters
• What would be missing if you did not exist
or do what you do
• The “so what” behind your mission
Vision
A vision can focus, direct, motivate, unify, and
even excite an organization into superior
performance. The job of a strategist is to
identify and project a clear vision
John Keane (paraphrased)
Where there is no vision, the people perish
Proverbs 29:18
The Mission Statement
• Who you serve
• Where you operate
• What you do for your clients
• What happens as a result of your work
Values
• The commonly held standards of what is
acceptable or unacceptable, important or
unimportant, right or wrong, workable or
unworkable, etc., in a community or society.
• Values represent our guiding principles: our
broadest motivations, influencing the attitudes we
hold and how we act.
Types of Values
Goals
• A goal is a desired result a person or a system
envisions, plans and commits to achieve.
• It is the purpose toward which an endeavor is
directed.
• Example: I want to achieve success in the field of
genetic research and do what no one has ever
done.
Objectives
• Something that one's efforts or actions are intended to
attain or accomplish
• May also be called a target
• A tangible, measurable, specific action that supports
attainment of the associated goal.
• Example: I want to complete this thesis on genetic
research by the end of this month.
Strategies & Tactics
• Strategies are chosen once objectives have
been established, because they suggest
how objectives can best be achieved.
• Strategies are the specific actions needed
to achieve the objectives
• Tactics are subsets of strategies
Example
As part of a program to enhance employee awareness of
company safety policies, a survey was conducted to assess the
proportion of employees who felt adequately informed about
company safety policies.
• Objective: Increase factory employees' awareness of company
safety policies by 20% over a one-year period.
• Strategy: Create a controlled, mass media communication tool
that is regularly distributed to factory employees, emphasizing
safety policies and stressing the importance of safe work
practices.
• Tactic: Begin a weekly, two-page safety newsletter for factory
employees.
Output From the
Strategic Planning Process
• A Multi-year Strategic Plan (sets direction)
• A Multi-year Business Plan (determines resource
requirements)
• An Annual or Operating Plan (guides day-to-day activities)
• *A Case Statement (informs stakeholders)
Case Study Part II
• What are the threats and opportunities?
• What else would you want to know?
• What would you recommend?
Thank You!