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CRAFTING OUR STRATEGIC FUTUREAn Overview of Core Principles for setting and implementing organizational strategic directions.

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PLANNING LEVELSPlanning

LevelDesiredResult

Style ofAction

UnderlyingValue

TacticalSatisfy customerexpectations; solveproblems

Reactive Survival andresponsiveness

OperationalMaintain status quo or improve operations; meet or exceed expectations; control results; turn plans into action

Proactive, Has short-term focus; fixes problems; maintains smooth operation

Stability, control, and continuous improvement

ProgramProactive, Has a 2-4 year focus, product only view.

Relevant and valued programs

StrategicAchieve ideal future;optimize outcomes,given resources andconstraints

Future-minded; haslong-term focus; explores alternativepossibilities

Controlledinstabilityand optimization of opportunities

Creation of new programs; modification of existing programs; ensuring relevant programs

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Vision — A description of the ideal future and the outcomes it hopes to create for its stakeholders

Mission Statement — A description of who the organization serves, how it serves them, and why

Core Values and Beliefs — Statements of belief describing behaviors/ideas to guide actions

Internal and External Scans — A description of reality, the challenges faced and the opportunities present

Strategic Issues — Key issues to address to close the gap between the ideal and the real

Clear Directional Goals — Broad Direction Statements that drive everyone toward the vision

Critical Measurable Success Factors — Broad measures indicating that the organization is making progress toward the vision

Clear Action Strategies — Specific Actions that move the organizations toward realizing the Vision as well as address success factors.

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Guiding Values

Organizational Mission

Competitors

Political Forces

Economic Forces

Technology Shifts

Social Trends

Collaborators

Reality Score CardPeople - Facilities - Materials - Policy - Methods - Processes - Resources

Inspiring Vision of What Could Be!

Strategic Plan

ActionsStrategies

GoalsInitiatives

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• Interviews Surveys

• Interviews• Reports

• Campus Meetings & Other

• Regional Meetings

Field Faculty – Stakeholders out

in the stateCampus Faculty, Staff, & Students

Employers & Alumni

Key Decision Makers and Experts and

Literature: (Other Institutions of Higher Ed &

Federal, State, & Non-Profit)

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MISSION

Who are you?

What do you do?

Who do you do it for?

Why do you do it?(What is the value of what you do?)

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EXTERNAL SCANPositive Trends/Forces

 What are economic, political, social or

technical forces/trends that are influencing our organization in a positive way toward achieving its

mission?

Negative Trends/Forces 

What are economic, political, social or technical forces/trends that are influencing our organization in a

negative way toward achieving its mission?

Collaborators 

What organizations have a vested interest in our organization accomplishing its mission

If they cease to exist, we would suffer!

Competitors  

What organizations rival our organization or compete for

resources?

If they cease to exist, we would gain!

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INTERNAL SCANWHAT ARE WE DOING WELL?• What methods, actions, attitudes, skills,

resources, policies/rules, or tools that are influencing our organization in a positive way toward achieving our mission?

NOT DOING SO WELL?• What methods, actions, attitudes, skills,

resources, policies/rules, or tools that are influencing our organization in a negative way toward achieving our mission?

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KEY QUESTIONS:1.  What are we doing well?2.  What are we not doing well?3.  What are the trends and forces (economic, social, political and technological) that could effect the mission of CAES in the next ten years?4.  How would we describe the ideal College of Agricultural and Environmental Sciences in 2020? 

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LEADING OTHERS TO EXCELLENCE

919-414-5860 zozstate2@gmail.com

Dr. Mitchell (Mitch) Owen

Leadership DevelopmentMaster FacilitationOrganizational Strengthening

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