+ corporate strategic planning presented by: mike monar
TRANSCRIPT
+
Corporate Strategic Planning
Presented by: Mike Monar
2+Strategic Planning:Course Objectives
• Session One:• Introduction to Strategic
Planning & Preparation
• Session Two:• Where Are We Now?
• Session Three:• Mission, Vision, and Values
• Session Four:• Where Do We Want to Be?
Day One
3+Strategic Planning:Course Objectives
• Session One:• How Do We Get There?
• Session Two:• Strategic Plan Implementation
• Session Three:• Maintaining the Plan
• Session Four:• Conclusion
Day Two
4
+Session One Introduction to Strategic Planning & Preparation
5+Session Objectives
Evolve processes by redefining stretegic planning in a new light
Identify the importance of strategic planning
Think “outside the box” to ensure flexibility and practicality in crafting your strategy
This session will prepare you to:
6+Session Agenda
Introductions
Strategic Planning Model
Laying the Foundation
Three Key Elements of a Fresh Perspective
Preparation
7+Introductions
Where are you from?
Within what industry do you work?
What do hope to learn during this session?
What is your greatest challenge in terms of strategic planning in your organization?
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
8
9+Laying the Foundation
“The real path to greatness, it turns out, requires simplicity and diligence. It requires clarity, not instant illumination. It demands each of us to focus on what is vital —and to eliminate all of the extraneous distractions.”
- Jim Collins from “Good to Great”
10+Group Exercise
What is the difference between a plan and a strategic plan?
What has been your experience with strategic planning?
Laying the Foundation
11+Laying the Foundation
Plan: A plan is an arrangement, a pattern, a program, or a
scheme for a definite purpose. A plan is very concrete in nature and doesn’t allow for deviation. If “Plan A” doesn’t work, you don’t alter “Plan A” and try again. Rather, you move to “Plan B;” something totally different.
Strategy: A strategy, on the other hand, is a blueprint, layout,
design, or idea used to accomplish a specific goal. A strategy is very flexible and open for adaptation and change when needed.
12+Laying the Foundation
Informs operational plans
Inspires and excites employees, customers, partners, shareholders, and others about the organization
Directs and predicts how the customer base and product line will react or change in the future
The Importance of a Strategic Plan:
13+Laying the Foundation
Identifies risks the organization will have to manage in order to move in a determined direction
Serves as a communication mechanism for the company's mission, vision, values and long-term objectives
Based on strengths in previous knowledge
The Importance of a Strategic Plan:
14+Group Exercise
How do you think strategic planning is changing?
How can you help to develop your organization's approach to strategic planning …………?
15+Three Key Elements of a Fresh Perspective on Strategic Planning
Strengths-based
thinking (Appreciative
Inquiry)
Open-source Decision Making
Dynamic Approach
16+Strengths-Based Thinking: Appreciative Inquiry
Focuses on core strengths of an organization rather than its weaknesses
Elicits enhanced performance at both an individual and an organizational level
Creates a heightened sense of momentum and positive energy
Example: HP
17+Open-Source Decision Making
Creates collective ownership and a greater wealth of ideas
Creates synergy in large groups where there are many complex and diverse ideas
Must extend outside the organization
18+Dynamic Approach
Modern strategic plans should be dynamic and adaptive, not static:
“Strategy, as we knew it, is dead. Corporate clients decided that increased flexibility and accelerated decision making are much more important than simply predicting the future.”
-Walt Shill, North American Management Consulting at Accenture
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
19
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
20
21+Preparation
Consider the scope General outcomes, goals, and objectives
Timeframe for developing the plan
Extent of changes
22+Preparation
Use criteria to identify and select key stakeholders
People involved with the formation of a strategic plan
People willing and able to commit time and energy to the process
Initiate the marketing of the plan
23+Session Review
The components of the strategic planning model
The value in differentiating between a strategic plan and an action plan
Three Key Elements that we can apply in the strategic planning process
Strength based thinking
Open source decision making
Dynamic approach
When preparing your strategic plan consider general outcomes, goals, objectives, time frame, and stakeholders
In this session we have learned…
24
+Session TwoScanning the Environment
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
25
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
26
27+Session Objectives
Examine your organization critically with SWOT Analysis Evaluate your organization’s strengths and
weaknesses with internal analysis
Perform an environmental scan to identify true opportunities and threats with external analysis
Stay one step ahead of the competition by forecasting future trends and market evolution
This session will prepare you to…
28+Session Agenda
Scanning the Business Environment
Collecting Relevant Data
SWOT Analysis
Analyzing Data
Staying One Step Ahead
29+Group Exercise
What role have you taken in strategic planning initiatives in the past?
What are some examples of strategic planning efforts that you have seen that were particularly problematic? What has not worked?
What are some examples of strategic planning efforts that you have seen that were particularly successful? What has worked?
What is your experience with strategic planning?
30+Scanning the Business Environment
1. Discovering the right priorities
2. Validating ideas
3. Stopping history from repeating itself
31+Scanning the Business Environment
Information gathered will inform you whether the outcomes, goals, and objectives identified in the preparation phase are the right priorities for your organization
Information will reveal the appropriateness of your outcomes, goals and objectives
1. Discovering the Right Priorities
2. Validating Ideas
32+Scanning the Business Environment
To best understand the information from your environment, it will be important to take your organization's past development and growth into consideration, identifying strengths and gaps
3. Stopping History from Repeating Itself
33+Group Exercise
To collect relevant data, you must know what information to collect
What should you know before you begin forming strategic goals?
Collecting Relevant Data
34+Collecting Relevant Data
Sources of relevant data: Can include departments within the organization
(Global) Market
History
Benchmarking data
Survey data
Financial analysis
External analysis
SWOT analysis
35+SWOT Analysis
36+SWOT Analysis
SWOT Factors Example Factors Present or Future Factors?
Strengths and Weaknesses
Internal Products, pricing, quality, people, reputation, processes, etc.
Present
Opportunities and Threats
External Markets, audience, seasonality, trends, culture, technology, government influences, economic conditions, shifts in the workforce, etc.
Future
37+Analyzing Data
Mapping Opportunities: Another approach to understanding your data
Products/Services
MarketsCurrent Related Unrelated
Current Product/Service Development
Related
Market Developmen
tUnrelated
38+Stay One Step Ahead of Your Competition
Focus your attention toward growing trends both inside and out of your industry
Look to new developments in technology
Manufacturing
Marketing
Employee engagement
Evaluate how competitors function
Product development
Employee engagement and retention
Profitability and cost reduction
Succession planning
39+Group Exercise
Consider what goes into collecting relevant data from your department/organization. How might that data drive the development of the strategic plan?
What information might be irrelevant to the strategic plan and become a burden ?
What data have you been collecting until now?
Focused Data Collection and Analysis
40+Session Review
How to examine your organization critically with SWOT Analysis
How to evaluate your organization’s strengths and weaknesses with internal analysis
How to perform an environmental scan to identify true opportunities and threats with external analysis
How to stay one step ahead of the competition by forecasting future trends and market evolution
In this session we have learned…
41
+Session ThreeMission, Vision, and Values
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
42
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
43
44+Session Objectives
Define your organization’s mission, vision, and values
Utilize seven steps to developing an effective vision
Develop more effective company statements
This session will prepare you to:
45+Session Agenda
Strategic Company Statements: Mission, Vision, and Values
Developing Effective Company Statements
Case Study: Society of Actuaries
46+Strategic Company Statements
Mission What is the purpose of your business? What
does your organization do?
Vision What do you aspire to be? What should your
organization look like in the future?
Values What are the values that you expect your
company to exhibit at all times? How should your organization act?
47+Strategic Company Statements: Mission
Purpose of the organization
Core function
Organization’s reason for existing
What the organization does uniquely well
Who the organization serves
The organization's intentions or values towards the clientele to be served
48+Strategic Company Statements: Vision
Realistic Based on dynamic business factors within the scope
of your organization Credible
Consistently reinforced by the employees and the organization
Motivating Inspire employees within the organization to
carryout the vision Impactful
Demonstrate the ability to continuously thrive over time
49+Developing an Effective Vision
7. Select the final vision
6. Generate alternative visions
5. Develop future scenarios
4. Set the context of the vision
3. Target the vision
2. Conduct an audit of the vision
1. Understand the organization
50+Developing an Effective Vision
1. Understand the organization What is the purpose? Mission? Values?
What is the climate of the industry?
Who are the internal and external stakeholders?
2. Conduct an audit of the vision Assess direction and momentum
Does the organization have a clearly stated vision?
Does the organization’s structure support the direction?
51+Developing an Effective Vision
Categorize future
developments
List expectations
Ascertain the expectations that are most likely to occur
3. Target the vision What are the boundaries or constraints of the vision?
What must the vision accomplish?
4. Set the context What might the future environment look like?
52+Developing an Effective Vision
5. Develop future scenarios Use previous expectations as predictors of what could
happen in the future
6. Generate alternative visions Create several different scenarios for future
possibilities Generate several solutions for the same problem
7. Select the final vision Must be compatible with the organization’s values and
culture Cannot be applied to alternative scenarios
53+Developing an Effective Vision
7. Select the final vision
6. Generate alternative visions
5. Develop future scenarios
4. Set the context of the vision
3. Target the vision
2. Conduct an audit of the vision
1. Understand the organization
54+Strategic Company Statements: Values
Value statements should: Outline the core values, traits, and qualities the
organization expects in its employees
Define how individuals are expected to behave when representing the organization
Define how decision making is done, how customers are treated, and what rewards/recognition is given
+ 55
Strategic Company Statements: Values
Complete package
Cutting edge
Established leader
Grow aggressively
Grow conservatively
Leading edge
No-compromise
Accountability
Community
Economy
Global
Minority
Responsibility
Risk
World
Vague, overused, misleading terms to avoid
56+Developing Effective Values
Survey of senior executives at 365 companies in 30 countries in five regions
Values covered in values statements
57+Group Exercise
What are your company values now?
What do you want them to be?
Are these two areas distinct within your company values?
Strategic Company Statements: Current or Aspirational Values?
58
Case Study
59+Case Study: SOA Competency
Framework
Board of Directors
March 16, 2009
Stacy Lin – Deputy Executive Director and Chief Financial Officer
Mike Monar – President, Monar Consulting
Ken Guthrie – Education Managing Director
60
61+Case Study: Framework Goals
Input for other strategic and operational goals
Support to members as individuals
Support to Sections
Assist Education committees
Support other volunteers
62+
Process
63
Members
“Continually supply me with highly qualified experts relevant to my needs”
“Promote Sections as knowledge
communities and networking facilitators”
“Provide me with opportunities to
continually evolve and leverage my skill set”
“Preserve our trust and
contribute to the common good”
Employers/Clients
PublicTransfer KnowledgeOffer a prestigious credential and maintain its value through leading- edge and relevant educational systems and programsLeverage a variety of delivery channels to disseminate and facilitate knowledge transfer
64+Wide Participation
Over 2,300 members*
Guidance from Advisory/Validation Groups, Section Leadership and Staff Leadership
*of 13,675
65+Stakeholder Input
Qualitative and quantitative data collection Stakeholder interviews
“Pulse” survey
Data Collection/Analysis
Brainstorming, rating and structuring
Consensus building
66+Brainstorming Focus Statement
"Looking three to five years into the future, to be valued for their professionalism, technical
expertise and business acumen, actuaries must have or develop skills that include..."
Generated over 1500 responses across all practice areas
Narrowed to 100/practice
67
Structuring/SortingPoint Map
Each number corresponds to a knowledge/skill/ability.
The map shows the relationships among these.
6967
31
29
93
87
84
78
68
60
55
46
41
38
3522
99
90
86
83
71
70
57
51
49
4742
27
21
16
53
14
11
96
92
91
85
80 7977
75
52
45
43
40
39
36
33
24
23
1913
9
8
98
97
95
9489
8882
76
64
62
58
564437
3028
25 18
17
7
345
4
32
74
7372
66
65
63 61
59
5450 4832 26
20
15
12 10
6
1
68
6967
31
29
93
87
84
78
68
60
55
46
41
38
3522
99
90
86
83
71
70
57
51
49
4742
27
21
16
53
14
11
96
92
91
85
80 7977
75
52
45
43
40
39
36
33
24
23
1913
9
8
98
97
95
9489
8882
76
64
62
58
564437
3028
25 18
17
7
345
4
32
74
7372
66
65
63 61
59
5450 4832 26
20
15
12 10
6
1
Cluster & Point Map
Cluster analysis is used tostatistically group skills into distinct groups or competencies.
69
3. Communication
1. Professional Values
7. External Forces and Industry Knowledge
6. Leadership
8. Technical Skills and Analytical Problem Solving
4. Results-Oriented Solutions
5 Strategic Insight and Integration
Layer Value 5 4.15 to 4.38 4 3.91 to 4.14 3 3.67 to 3.90 2 3.43 to 3.66 1 3.19 to 3.42
Rating Relative Importance
2. Relationship Management and Interpersonal Collaboration
Labels depict the themewithin each competency cluster.
Height = Level of importance
70
Rating Performance
Color Value █ 3.93 to 4.17 █ 3.68 to 3.92 █ 3.43 to 3.67 █ 3.18 to 3.42 █ 2.93 to 3.17
1. Professional Values
2. Relationship Management and Interpersonal Collaboration
3. Communication
4. Results-Oriented Solutions
8. Technical Skills and Analytical Problem Solving
7. External Forces and Industry Knowledge
5 Strategic Insight and Integration
6. Leadership
71
3. Communication
1. Professional Values
7. External Forces and Industry Knowledge
6. Leadership
8. Technical Skills and Analytical Problem Solving
5. Strategic Insight and Integration
4. Results Oriented Solutions
Importance
Performance
2. Relationship Management and Interpersonal Collaboration
1 2 3 4 5
72
7. External Forces and Industry Knowledge7. Look at issues from an overall business framework, rather than only from a technical framework.25. Understand bottom line impact of business decisions.44. Understand the impacts to an organization from a variety of sources, not just the standard mortality, morbidity and interest rate impacts.17. Being able to take new information (such as changes in standards or legislation) and applying it to client situations.30. Translate complex actuarial issues/findings into business action.76. Appropriately balance theoretical "correctness" with practical business realities.58. Sort through a business problem and determine the underlying basic issue that needs to be addressed or resolved.56. Strike a balance between actuarial exactness and reality.28. Understand financial statements and drivers of product profitability.62. Challenge basic assumptions, continually look for new and better ways of doing things instead of doing things the same old way.89. Step outside actuarial core competencies and develop a broader business acumen.64. Make the link between technical actuarial detail and the bottom line.98. Understand the big picture of how businesses make money and the actuaries role in that picture.18. Demonstrate general business skills to complement technical expertise.95. Demonstrate creative problem solving that goes beyond traditional analysis.37. Be able to access a situation from a high level, yet know when it is prudent to dive deeper.94. Creatively apply technical and business skills to situations and issues beyond the traditional roles of an actuary.88. Provide timely analysis to reach a recommendation, sometimes with incomplete data.82. Develop non-traditional solutions to current challenges97. Integrate complex actuarial concepts with other related technical disciplines.
3. Communication1. Present complicated information in an organized, logical, and understandable manner.10. Effectively communicate and present ideas and findings so that audiences such as clients, senior management and other non-actuaries can understand and utilize the information.20. Communicate complex financial models to senior management in a way that enables them to understand risks and opportunities.15. Condense complex actuarial calculations and risk analyses and present them to management so that they understand the impacts.50. Clearly communicate opinions and solutions using language appropriate to the audience.48. Communicate effectively with all levels of management.63. Understand and explain business issues and alternative solutions to constituents in a way that results in informed decision making.26. Effectively communicate information to several different audience levels and recognize the level of the audience in each situation.6. Influence and persuade non-technical audiences.72. Express complex ideas in simple terms.32. Effectively communicate both the problem and solution to an audience.66. Communicate effectively with different audiences: employees, employers (HR, finance), other professionals (accountants, lawyers).73. Effectively communicate complex actuarial concepts to a diverse audience including business professionals and politicians not well versed in mathematical concepts.81. Clearly, concisely, and passionately communicate ideas in a language that is meaningful to business leaders.74. Communicate persuasively and concisely.59. Deliver simple, summary level, financial models that effectively communicate business issues and risks.65. Communicate technical findings to management and the public, both verbally and in writing.61. Prioritize and communicate key issues in a timely manner and understandable fashion.54. Write in a form that is grammatically correct, well organized, well reasoned, concise, and to the point.12. Prepare structured reports covering technical topics for a non-technical audience.
4. Results-Oriented Solutions29. Demonstrate superior analytical skills that are combined (but not overshadowed) by the ability to communicate technical concepts to a non-technical audience.67. Distill the results of complicated models and formulas into actionable recommendations (i.e. don’t just point out there is a problem--suggest a solution).69. Explain the immediate ramifications of a decision and the potential long-term impact of the decision.31. Provide creative business solutions and communicate them clearly to non-actuaries.
8. Technical Skills and Analytical Problem Solving16. Demonstrate superior analytical skills; the ability to take large amounts of complex information and synthesize it into something meaningful.21. Understand and manage new risks as technology and/or society develops.47. Demonstrate ability to answer the question "why?" - demonstrating a grasp of the underlying drivers of the given results.86. Calculate risk in complex, ambiguous, or risky situations and understand the trade offs.51. Keep abreast with the technical developments in the field of expertise, beyond the exam syllabus once studied.42. Demonstrate practical problem solving skills.57. Identify, set, and defend the key assumptions that go into an actuarial analysis.71. Learn new methodologies (for example, reserving/capital) and understand the risks inherent in moving to these new methodologies.27. Understand and interpret regulations governing the practice area and correctly apply them.70. Be current with regulatory issues and development.83. Demonstrate innovative and creative skills in problem solving taking into account broad issues beyond the specific subject matter at hand.100. Demonstrate a complete and thorough understanding of the subject matter that constitutes an area of practice.90. Produce financial analyses that take into consideration the distribution of risks appropriately associated with the current financial engagement.49. Decipher complex, and often ambiguous, government regulations and distill the knowledge into clear and useful advice to clients.99. Quickly and simply approximate an answer, without detailed analysis (a return to "back of the envelope").
6. Leadership77. Develop future actuaries with competencies of business leaders not just subject matter experts.40. Build relationship of trust with the client by honoring commitments and seeking to understand issues from the client’s perspective.19. Work collaboratively and across functions to solve complex financial problems.45. Demonstrate an understanding/knowledge of the client’s environment and the issues the client is facing.9. Be a trusted advisor.33. Understand how the client looks at issues.52. Anticipate and answer high level questions that impact business decisions.80. Be flexible and open to change.13. Demonstrate thought leadership - making things happen that are outside the bounds of the "way we’ve always done it".43. Demonstrate leadership.91. Expand the scope in which actuaries can play an important role.85. Work co-operatively in a team environment with professionals from other disciplines.36. Influence business decisions.39. Partner with management to provide the vision to see a range of possibilities for the future.24. Be recognized and admired as a forward-thinking thought leader, role model, and strategic business partner both within the industry and beyond.96. Be more proactive and visible so that the market will become more aware of the contributions an actuary can make to the normal business process.75. Understand, at a deep level, the client or the employers business and how the actuary’s work relates to it.92. Work collaboratively with actuaries and non-actuaries in a business or regulatory environment.79. Work effectively with many other professional groups that work in related areas such as accountants, economists, demographers, statisticians, computer specialists etc.23. Serve and be viewed as a bridge and a multi-disciplinary facilitator to ensure enterprise wide profitable growth, financial integrity and shareholder/policy holder value.8. Demonstrate strong, dynamic leadership providing inspiration, respect, and loyalty for others.
Color Value █ 3.93 to 4.17 █ 3.68 to 3.92 █ 3.43 to 3.67 █ 3.18 to 3.42 █ 2.93 to 3.17
3. Communication
1. Professional Values
7. External Forces and Industry Knowledge
6. Leadership
2. Relationship Management and Interpersonal Collaboration
8. Technical Skills and Analytical Problem Solving
4. Results-Oriented Solutions
5. Strategic Insight and Integration
1. Professional Values3. Demonstrate high ethical standards to ensure the profession is valued.2. Display a high degree of honesty, loyalty, and integrity.5. Apply high ethical standards in serving our clients and public.4. Tell the truth about risk even when it is uncomfortable to do so.34. Be professional, reliable, unbiased, and focused in serving client needs.
5. Strategic Insight and Integration41. Demonstrate sound business judgment/acumen.35. Recommend business decisions that are accurate, timely, actionable, and relevant based on the analysis results.46. Make effective decisions using available facts.78. Demonstrate big picture thinking: incorporating economic, political, and technological knowledge.55. Understand a company’s risk tolerance and its impact.60. Anticipate downstream consequences to business decisions.38. Go beyond the technical aspect of a problem.84. Look beyond traditional silos of knowledge to understand, and impact, the bigger picture for a business87. Demonstrate knowledge of the clients core business model and the potential risks that may prevent financial success.68. Align actuarial analysis and findings with the broader goals of an organization.22. Develop strategies to add value to the business and company’s finances.93. Develop a broader view in order to understand the actuarial issues of today’s social problems and not just focus on product sales or specific client concerns.
2. Relationship Management and Interpersonal Collaboration
53. Present difficult messages clearly despite pressure to withhold the message.11. Listen and understand a clients needs before designing a solution.14. Demonstrate strong interpersonal skills in order to interact effectively with non-actuaries.
Layer Value 5 4.15 to 4.38 4 3.91 to 4.14 3 3.67 to 3.90 2 3.43 to 3.66 1 3.19 to 3.42
73+Session Review
How to define your organization’s mission, vision, and values
How to develop more effective company statements by understanding what should be included or avoided
The importance of utilizing the seven steps to developing an effective vision
In this session we have learned…
74
+Session FourWhere Do We Want to Be?
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
75
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
76
77+Session Objectives
Use “think, focus, aim” to analyze direct challenges to formulating goals
Explore important factors to create feasible, high impact goals
Identify and appraise goals that will result in organizational growth and success
Facilitate organizational commitment by building a business case for goals that addresses “what's in it for me” issues
This session will prepare you to:
78+Session Agenda
Thinking Strategically
Considerations for Goal Formation
Identifying Goals
Shaping the Goals to Make a Lasting Impact
79
Think
Focus
Aim
Thinking Strategically
80+Thinking Strategically
The Laws of Nature and the Laws of Business: Surfing the Edge of Chaos Equilibrium is death
Innovation usually takes place on the edge of chaos
Self-organization and emergence occur naturally
Organizations can only be disturbed, not directed
81+Considerations for Goal Formation
Encourage collective discussion What strengths can you use to pull ahead of your
competitors?
What goals can you set that will use your organization’s strengths?
Which strengths can you develop?
How can you use your organizational values to drive new goals?
82+Considerations for Goal Formation
Adapt your goals to the current business environment
Be aware of assumptions you’ve made about the environment and its future
Question your assumptions Are your goals realistic?
83+Group Exercise
What assumptions were made the last time your organization devised a strategic plan? How did these assumptions guide the planning?
How did they affect the outcome(s)?
How would you challenge these assumptions going forward?
84+Considerations for Goal Formation
Consider the results of your potential goals Identify the effects a strategic plan will have
on:
Processes
Behaviors
Performance
Financial indicators
Business indicators
Customers
85+Identifying Goals
Goals
Values
Mission
SWOT
Things to consider:1. How can they be attained?2. When will they be realized?3. Who will be responsible?
86+Identifying Goals
Goal: Increase customer satisfaction
ratings by 30%
Value: Putting the customer
first
Mission: Provide
best products
with greatest service possible
Strength: Prompt
customer communicati
on
Things to consider:1. How can they be attained?2. When will they be realized?3. Who will be responsible?
87+Group Exercise
What are some measurable goals you could set that are based on strengths and align with the strategic vision?
Goals
Values
Mission
SWOT
88+Shaping the Goals
Build a business caseAnalyze information and develop
scenariosAddress “what’s in it for me” issues
89
Case Study
90+Merck: Case Study
“To ensure that _____ is successful over the next five years, ______ must…” Initial
Focus Statement
Survey
Collect Responses
Focus Statement
Rating
Analyze Results
Small Group
Activity
Large Group
Activity
Small Group
Activity
91+Session Review
How to use “think, focus, aim” to analyze direct challenges to formulating goals
The value in exploring important factors to create feasible, high impact goals
How to identify and appraise goals that will result in organizational growth and success
The importance of facilitating organizational commitment by building a business case for goals that addresses “what's in it for me” issues
In this session we have learned…
92+Day 1 Review
Reflected on past outcomes, goals, and objectives
Considered the value of SWOT, current market data, other indicators
Evaluated your organizations mission, vision, and values
Identified and developed organizational goals
Designed and validated tactics for implementing succession plan
Identified risks and how to manage them
By this point in the strategic plan development you have:
+
Day TwoStrategic Corporate Planning
93
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
94
95+Strategic Planning:Day Two Course Objectives
• Session One:• How Do We Get There?
• Session Two:• Strategic Plan Implementation
• Session Three:• Maintaining the Plan
• Session Four:• Conclusion
Day Two
96
+Session OneHow Do We Get There?
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
97
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
98
99+Session Objectives
Design and validate appropriate tactics to achieve desired outcomes
Develop a formal draft of your unique strategic plan comprised of specified content
Strengthen the strategic plan by focusing on features that make it practical
Assess internal and external risks according to business needs and priorities
Establish risk management strategies to ensure a successful approach towards achieving goals
This session will prepare you to:
100+Session Agenda
Designing Tactics
Validating Tactics
Creating Strategic Plan
Practicality
Prioritizing Tactics
Identifying and Managing Risk
101+Designing Tactics
Tactics: the actions that will be implemented to support the recommendations
Why categorize tactics? Helps you link tactics back to mission, vision, and
values
Helps you group tactics and write one plan that focuses on several interrelated tactics
Helps you recognize major themes
Helps you identify forms of measurement
102+Designing Tactics
Identify the expected results for each tactic Exactly what should happen if the action is
taken?
Consider potential outcomes?
103+Designing Tactics
In order for our plans to get us where we want to go, they should address the impact to the following areas:
1. Organization and Structure
2. Standards and Evaluation
3. Processes
4. Products and Services
5. Marketing and Sales
6. Customers
104+Designing Tactics
1. Organization and Structure The need to support a new function or area of
business
Example: Reorganization of human resources to better fit and support organizational culture and structure
2. Standards and Evaluation Efforts to control quality
Example: Developing standards to control quality of manufacturer output
Our strategic plan needs to address:
105+Designing Tactics
3. Processes Building a better process for customers, delivering
technology, operational improvement, etc.
Example: New design of the process for an internal accounting system
4. Products and services Design and delivery of new or enhanced services,
products, and programs
Example: Redesign of a product for new customer demographic
Our strategic plan needs to address:
106+Designing Tactics
5. Marketing and Sales Management of branding, marketing, and sales
Example: Developing new sales incentive program
6. Customers Focus toward the customer
Example: Revision of a product to better fit a changing demographic
Our strategic plan needs to address:
107+Validating Tactics
Three key criteria must be met for tactics to be valid:
1. Tactics should work to fulfill the organization’s mission
2. The tactics should be related to the goals and objectives that were identified as part of the organization’s strategic outcomes
3. Tactics should be measurable and their results meaningful to the organization
108+Creating your Strategic Plan
Content of your strategic plan should include:
1. Recommendations - how the tactics link or support the strategic outcomes
2. Tactics - the actions that will be implemented to support the recommendations
3. Timeline - a schedule for implementing the tactics
4. Metrics - the measures that will be used to determine the success of the tactics
5. Resources - the resources required to complete the tactics
6. Assigned responsibility - the leader of the action
109+Practicality
Symptoms of Weak Strategic Plans Overly long
Lack focus
Full of fluff
Short on actions
110+Practicality
A practical strategy should: Emphasize a few priorities that directly drive
business
Include a plan that coordinates between functions and business partners
Feature tight integration between customer and business
Have a long term focus
Maintain flexibility
Demonstrate a unique strategic advantage
111+Prioritizing Tactic Initiation
Consider your resources: What is needed to
support the plan?
How long will it take to gain support/approval for the resources?
Consider the results: Identify the effects
tactics will have on:
Processes
Behaviors
Performance
Financial indicators
Business indicators
Customers
112+Prioritizing Tactic Initiation
Create a worksheet blending these ideas
Tactic Resources Required
Results Expected
Importance of Results to Organization
Development of training program on equipment safety
• 5 subject matter experts to study current system
• 2 HR admins to develop new system
Decrease in absenteeism, turnover
5 4 3 2 1☐ ☐ ☐ ☐
113+Identifying & Managing Risk
Each time you recognize a business need, assign it a priority and consider the degree of risk posed by the suggested tactic
Create a unique risk assessment tool for your goals
Risk Statement Risk Level
Employee morale is at stake because of how employees view the company and their jobs
5 4 3 2 ☐ ☐ ☐1☐
? 5 4 3 2 ☐ ☐ ☐ ☐1☐
? 5 4 3 2 ☐ ☐ ☐ ☐1☐
114+Group Exercise
Risk Statement Example: Employee morale is at stake because of how employees view the company and their jobs
Create a risk management strategy for the risk statement given above
What are some possible relationships or interdependencies that should be considered while implementating risk management strategies?
Identifying & Managing Risk
115+Session Review
How to design and validate appropriate tactics to achieve desired outcomes
The value in developing a formal draft of your unique strategic plan comprised of specified content
How to strengthen the strategic plan by focusing on features that make it practical
About assessing internal and external risks according to business needs and priorities
How to establish risk management strategies to ensure a successful approach towards achieving goals
In this session we have learned…
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+Session 2Strategic Plan Implementation
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
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+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
118
119+Session Objectives
Understand and establish the stages of implementing your strategic plan
Include stakeholders to help advocate for your strategic plan while it is in its initial stages
Communicate the background, roles, expected results, and planned follow-up for your strategic plan
Facilitate internal changes to speed up and smooth the organizational transition
This session will prepare you to:
120+Session Agenda
Plan Implementation
Designating Strategy Advocates
Communicating the Plan
Creating a Strategy Road Map
Addressing the Logistics of Implementation
Driving Organizational Change
121+Plan Implementation
“Effective implementation of an average strategy beats mediocre implementation of a
great strategy every time.” - John Sterling, Management Consultant and
Strategic Planning Expert
According to the Balanced Scorecard Collective, more than 70% of companies with strategic plans never successfully execute their plans. How can you set yourself apart?
122+Plan Implementation:
Highlight and be aware of challenging elements that may occur throughout the implementation of your action plan
Link budget and time to strategy
Recognize which elements of the plan may be particularly challenging, costly, and time consuming
Preliminary Thoughts
123+Strategic Plan Implementation
Designate strategy process advocates
Communicate strategy to organization
Follow strategy road map
124+Designate Strategy Advocates Select a powerful guiding coalition
Assemble a group with enough power to lead the change effort - group should include more than just senior management
Encourage innovation and a shared commitment to the company’s success in order to keep the business responsive to changing conditions
Ensure there are clearly defined roles
Make sure progress stays on focus
125+Communicating the Plan
Elements to Include:
1. Strategy Overview
2. Description of Current Environment
3. Findings from Research
4. Tactical Plan
5. Team Roles & Accountability
6. Expected Results
7. Next Steps & Follow-up Action
126+Communicating the Plan
1. Strategy Overview
A. Mission and objectives
B. Executive summary of full report
2. Description of Current Environment
A. Overview of services and products
B. Discussion of missed opportunities and the resulting costs
Elements to Include
127+Communicating the Plan
3. Findings from Research
A. Key results of SWOT analysis
B. Description of how the findings were used to build the strategy
4. Tactical Plan
A. Description of the tactics
B. Explanation of the plan for implementing each tactic
Elements to Include
128+Communicating the Plan
5. Team Roles & Accountability
A. Description of the duties of and benefits for those identified to help with implementation
6. Expected Results
A. Identification of potential measures and/or signs of success of the strategy
7. Next Steps & Follow-up Action
A. Timeline
B. Maintenance plan
Elements to Include
129+Communicating the Plan
Encourage questions at every level
Create a strategy-supportive work climate and corporate culture
Encourage ideas from employees at all levels so that everyone feels they are involved in the implementation
130+Create a Strategy Road Map
Align day-to-day operations with strategic goals
Actionable Steps
Strategic Actions
Daily Actions Policies
Strategic Goals
Vision Values Objectives
131+Address the Logistics of Implementation
Who is responsible for what action steps?
When will key steps be completed?
Where will these steps take place? Internally or externally?
Is everyone aware of why this change needs to take place?
How will actionable steps be linked to the long-term strategic plan?
132+Drive Organizational Change
Effectively communicate change
Anticipate how your organization will adapt
Engage the attention of all individuals within the organization
133+Session Review
The stages necessary for the implementation of your strategic plan
To include employees at all levels to help advocate for your strategic plan
To communicate the background, roles, expected results, and planned follow-up for your strategic plan
The aspects involved in facilitating internal changes to speed up and ease the organizational transition
In this session we have learned…
134
+Session ThreeMaintaining the Plan
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
135
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
136
137+Session Objectives
Consider the maintenance of your strategic plan and ensure it remains up-to-date and relevant
Include regular review schedules in your strategic plan implementation
Identify maintenance triggers and the procedure necessary to initiate positive maintenance actions
Develop a culture within your organization that lives and reinforces your strategic plan
This session will prepare you to:
138+Session Agenda
Maintaining the Plan Evaluating Success The Maintenance Process Make it Last
139+Maintaining the Plan
A strategic plan is a dynamic thing: Needs to respond to changes that occur both within and
outside the organization
Needs to be maintained and updated
140+Maintaining the Plan
Schedule Plan Reviews Hold meetings with key team members to
discuss the progress of implementation
Determine how often each component of the plan will be reviewed
Define what goals should be met before each meeting
141+Maintaining the Plan
Are you meeting the goals you established when you created the strategic plan? Indicators of success
Survey results
Documentation
ROI
External benchmarks
Evaluate Success
142+Maintaining the Plan
About 50% of Fortune 500 Companies currently use balanced scorecards (BSCs) BSCs combine financial and non-financial measures
Key Performance Indicators (KPIs) Can include targets such as 100% customer
satisfaction, zero product defects, etc.
Evaluate Success
143+Maintaining the Plan
Consider how you will modify the plan in response to unexpected changes Example: adjusting the target population based on
changes in the economy
Have viable back-up plans for particularly challenging elements
Assess the risk involved when reviewing alternatives or modifications for strategic goals
144+The Maintenance Process
Overall Process:
1. Identify maintenance triggers
2. Review the measurement results regarding the strategic goals
3. Review the strategic goals, objectives, and outcomes
4. Identify maintenance needs
5. Prioritize the maintenance needs
6. Initiate the maintenance
145+The Maintenance Process1. Identify maintenance triggers
Determine what has changed internally or externally
Have these changes warranted edits to the plan?
External trigger Economic changes
Global expansion
Competition
Internal trigger Reorganization of
processes
Human resources
Leadership or structural change
Resource availability
146+The Maintenance Process
In reaction to the triggers, you will need to update core elements Objectives and goals
Plan tactics
Expected outcomes
147+The Maintenance Process
2. Review the measurement results regarding the strategy
Determine if the organization is on track to meeting the desired goals
If not, decide what needs to be changed within the strategy
148+The Maintenance Process
3. Review the strategic goals, outcomes, and objectives
Focus on specific impact of each strategic element, not aggregate business performance
Identify what new outcomes are necessary for the organization
4. Identify the maintenance needs Compare internal consistency of strategic elements
149+The Maintenance Process
5. Prioritize the maintenance needs Identify which of the needs are the most important
6. Initiate the maintenance Initiate an updating of the strategic plan
Keep in mind the scope of the maintenance
150+Make It Last
Ensure the plan sticks: Consider using strategically relevant measures
of performance as the basis for designing incentives, evaluating individual and group efforts, and recognizing exemplary performance
Acknowledge employees working to achieve goals within the strategic plan
Communicate success!
Living Your Strategic Plan
151+Make It Last
Define shared metrics of strategic goals and communicate successes
Encourage feedback from all employee levels
Adjust rewards systems to span across departments and reflect your strategic goals
Make your strategic plan part of your organizational culture and have it set the tone for daily business
Living Your Strategic Plan
152+Session Review
How to consider the maintenance of your strategic plan and ensure it remains up-to-date and relevant
To include regular review schedules in your strategic plan implementation
To identify maintenance triggers and the procedure necessary to initiate positive maintenance actions
Suggestions toward developing a culture within your organization that reinforces your strategic plan
In this session we have learned…
153
+Session 4Conclusion and Presentations
+Strategic Planning Model
Maintain
Prepare
Where are we now?
What are our
mission, vision, values?
Where do we want to be?
How do we get there?
Implement
154
155+Corporate Strategic Planning Review
By this point in the strategic plan development you have:
Reflected on past outcomes, goals, and objectives
Considered the value of SWOT, current market data, other indicators
Evaluated your organizations mission, vision, and values
Identified and developed organizational goals
Designed and validated tactics for implementing succession plan
Identified risks and how to work with them
Created a formal draft of your strategic plan
156+Corporate Strategic Planning Review Continued
Developed and validated key tactics to ensure reaching organizational goals
Evaluated risks and their implications on the plan implementation
Informed employees and stakeholders on how to strategically plan various elements
Explored methods on how to continuously maintain your plan
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+Flip Charts
166+Gallup Q12
High Scores Drive Profitability, Value & Growth
1. Do you know what is expected of you at work?2. Do you have the materials and equipment to do your work right?3. At work, do you have the opportunity to do what you do best every
day?4. In the last seven days, have you received recognition or praise for
doing good work?5. Does your supervisor, or someone at work, seem to care about you as
a person?6. Is there someone at work who encourages your development?7. At work, do your opinions seem to count?8. Does the mission/purpose of your company make you feel your job is
important?9. Are your associates (fellow employees) committed to doing quality
work?10. Do you have a best friend at work?11. In the last six months, has someone at work talked to you about your
progress?12. In the last year, have you had opportunities to learn and grow?
From “First, Break All the Rules” by Buckingham
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