Transcript No Slide Title

STRATEGIC PLANNING
For the
BOARD FOR CERTIFICATION IN
PEDORTHICS
March 5 - 6, 1998
Smith, Bucklin & Associates, Inc.
Two Day Strategic Planning Meeting for BCP Board
March 5
9:00 - 10:00
Review of survey results
10:30 - 11:00
Review strategic planning process
11:00 - 12:00
Internal - external “SWOT” analysis;
identification of “strategic issues”
12:00 - 1:00
Working lunch “visioning the organization”
1:00 - 2:00
Developing a “mission statement”
2:00 - 2:45
What are the “principles” of the organization
2:45 - 3:45
Identification and definition of “goals”
3:45 - 5:00
Outline of strategic objectives
Smith, Bucklin & Associates, Inc.
Two Day Strategic Planning Meeting for BCP Board
March 6
9:00 - 12:00
Tactics -- Essential components of a business plan
(prioritization & cost analysis)
12:00 - 1:00
Working lunch -- What would need to be done to
implement such a plan (returning to SWOT
analysis)
1:00 - 4:00
Scenario One -- Adapt current structure
Scenario Two -- Create new entity
Scenario Three -- Merge with another organization
Scenario Four -- Strategic alliance with another
organization
What would be required; strengths and weaknesses
4:00 - 5:00
Developing a game plan
- What are priority action ideas
- “What if” scenarios
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Formulation of Strategy is Done
• Not only by looking inward at what one
desires
but also by
• Looking outside to see what others are
doing which affects your future
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Through a Strategic Plan, an
Organization says to the World:
• This is who we are and
• This is what we want to be
and
• Here is how we plan to fulfill our dream our mission
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Analysis of the Environment
(S.W.O.T.)
• S trengths
• W eaknesses
• O pportunities
• T hreats
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“Strategic” Issues
Those issues which will have
• Long-term implications for the association
and
• Are most central to the organization’s
mission
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External Environmental Factors
Threats and/or Opportunities?
• Technological / Scientific
• Legislative / Regulatory
• Economic
• Sociologic
• Professional / Educational
• Other
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Internal Environmental Factors
Strengths and/or Weaknesses?
• Organizational Structure
• Organizational Culture
• Organizational Resources
(Human & Fiscal)
• Staff and Management Philosophies
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Strategic Objectives
Strategic objectives identify the “visions”
of the organization or the major
accomplishments that the organization
seeks to achieve over a period of time
(e.g., five years).
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Visioning
• Requires letting go of preconceived notions
about the organization
• Allows creative and strategic thinking about
what the future could be like for the
organization
• Exercise: Describe the newspaper headlines
which would appear about the association
five, ten, or twenty years into the future
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A Strategic Plan (1)
When completed, a Strategic Plan should contain:
• Mission Statement: A succinct statement which sets fourth
the organization’s purpose & philosophy. Although brief,
the mission statement will specify the fundamental reason(s)
for the organization’s existence; establish the scope of the
organization, and identify its unique characteristics.
• Goals: A limited number of statements which translate the
association’s mission into major policy directions.
• Principles: Statements which identify the philosophical
guidelines for all of the organization’s activities.
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A Strategic Plan (2)
• Strategic Objectives: Statements which identify the
“visions” of the organization or the major
accomplishments that the organization seeks to achieve
over a specified period of time.
In addition, the Strategic Plan should be accompanied
by a business or operational plan which should specify
how the Strategic Plan will be accomplished, identifying
time lines, resource requirements, anticipated results,
responsible parties, and evaluation measures.
Smith, Bucklin & Associates, Inc.
Critical Components of
Strategic Planning
• Environmental Analysis
- External:
Analysis of Trends
- Internal:
Organizational Structure / Culture
- Constituents: Stakeholders, Challengers /
Competitors / Allies
- S.W.O.T.Analysis (Strengths, Weaknesses,
Opportunities, Threats)
• Think Strategically - Go beyond the boundaries
• Involvement, Support and Commitment of
 Leadership
 Staff
 Other Stakeholders
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Mission Statement
The Concept of a Mission:
• Specifies the fundamental reason(s) for the
organization’s existence
• Identifies the organization’s unique
characteristics
• Provides overall direction for the organization
acts as foundation for the development of
general and specific objectives as well as
program ideas
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Key Dimensions of a
Mission Statement
• General versus specific
• Reflective of distinctive competencies and
characteristics
• Establishes the proper scope for
- Constituents
- Other “publics”
• Three Key Inputs:
- External inputs
- Constituent need analysis inputs
- Internal inputs
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Mission Statement
A Mission Statement Should be Succinct
and Set Forth the Organization’s Purpose
and Philosophy.
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Principles
Principles Identify the Philosophical
Guidelines for the Organization’s
Activities.
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Principles
Concept of Principles:
• Identifies the values held by the constituents in
implementing the organization’s activities
• Establishes the philosophical guidelines upon which
all initiatives of the organization will be based
• Provides the basis for assessing the organization’s
strategic objectives and operational plans
Key Dimensions in Drafting Principles:
• Captures the essence of the organization’s philosophy
• Sensitive to constituent needs and expectations
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Goals
The Goals Specify How the General
Policy Directions of the Organization’s
Mission Will be Carried Out.
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Goals
Concept of a Goal:
• Translates the organization’s mission into
major policy directions
• Provides clarification of the mission statement
• Provides the best basis for the development
of strategic objectives and operational plans
• Provides a basis for assessing the major
priorities of the organization
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Key Dimensions of Goals
• Clarifies the overriding purpose(s) of the
organization
• Number is limited and focused on the
unique characteristics of the organization
• Broad statements toward which the
organization will direct its activities to
fulfill its mission
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Strategic Objectives
Concept of a Strategic Objective:
• Translates the organization’s goals into
specific policy directions
• Provides clarification of the organization’s
goals
• Provides a basis for the development of
detailed operational plans
• Provides a basis for assessing the
accomplishments of the organization
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Key Dimensions of
Strategic Objectives
• Supports the mission and goals of the organization
• Responds to one or more of the planning issues
• Realistic with respect to the external
environment as it exists today and as it is likely
to change over the next five years
• Realistic with respect to the internal environment
and the resources of the organization
• Internally consistent; i.e., no objective is
inconsistent with another objective
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Business Plan
An organization’s strategic plan should be
accompanied by an action or business plan.
Concept of a Business Plan:
• Details a plan of action to accomplish the
organization’s strategic plan
• Defines the roles and responsibilities of
 Staff
 Board Members
 Other Volunteers
• Identifies resource requirements
• Identifies time lines for actions to be accomplished
• Projects results
• Provides evaluation measures
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Key Dimensions of a
Business Plan
• Specific versus general
• Key Inputs:
- Leadership / board
- Staff
- Volunteers
- Other constituents
• Responds to each of the strategic objectives
• Realistic with respect to current and
potential resources (human and fiscal)
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Why Do Strategic Plans Fail?
• Devoted to fixing current problems rather than
addressing the future of the organization
• Lacks the support and commitment of the
leadership and/or the constituents
• No one responsible for implementation or evaluation
• Operational plan is unrealistic, without focus or
direction
• Does not inspire leadership or constituency to move
the organization forward
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The Essence of
Strategic Planning
Repositioning the Organization for a
Better Future.
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Repositioning an Organization
for a Better Future
Requires decisions on
- Major structural changes
- Major programmatic changes
All of which are highly linked to
- Financial and human resources
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Strategic Planning
Constantly Asks:
• “What Shall We Do?”
• “How Shall We Decide?”
• “Where Shall We Put Our Resources?”
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Strategic Planning
Strategic Planning Takes Into Account
the Concept that Effectiveness is More
Important than Efficiency:
That is, it is More Important to Do the
Right Things than to Do Things Right.
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Critical Components of
Strategic Planning
• Contains
- Clear, succinct mission statement
- Limited number of goals
- Philosophical guidelines
- Strategic objectives - identifies the “vision”
or accomplishments over 3 - 5 years
• Followed by a realistic business or operational
plan with responsible parties committed to
moving forward
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Traditional vs. Strategic
Thinking and Planning
TRADITIONAL
-emphasis on stability
-tradition oriented
-blueprint for future decisions
-reactive
-interaction in face of ambiguity
-internal focus
-relies on tried & tested
-lock step process
-facts and quantitative emphasized
-efficiency oriented
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STRATEGIC
-dynamic and change oriented
-mission oriented
-vision of future & guides
today’s decisions
-proactive
-action oriented even in face
of ambiguity
-external focus
-emphasizes innovation &
creativity
-continuous, ongoing process
-options and qualitative
emphasized
-effectiveness oriented
Strategic vs. Operational
Planning
Strategic Planning
A tool to guide decision
making by management on
issues fundamental to the
organization
STRATEGY = WHAT
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Operation Planning
Describes a set of steps for
achieving a particular
result
- Who will do it
- When
- Whit what resources
- What are the specific
measurable goals to be
achieved
OPERATION = HOW
Strategic Planning
• Does NOT provide a detailed chronology
of action, rather it:
• Broadly maps the activities the organization
should pursue to maintain its desired
character and identity
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Constituents
(Threats and/or Opportunities)
• Members
• Staff
• Other Stakeholders
• Competitors
• Challengers
• Allies
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Ultimately Need to
Make Choices
• Think and act strategically
• Focus the organization
• Listen to constituents
• Empower staff & committees
• Follow your gut
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Michael Porter
Harvard Business School
“If you try to be flexible and be ready for
everything, you could end up raising your
costs and not be good at anything.”
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Strategic Planning Retreat Rules
 Listen actively
 Stay focused
 Solve Problems rather than place blame
 Contribute only new information to the discussion
 Hitch-hike on to others’ ideas
 Respect differences of opinion
 Say what needs to be said: There are no sacred cows
 Avoid cheap shots
 Conduct only one discussion at a time
 Think strategically
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