Strategic ManagementThe Ultimate Goal of

Strategic Planning

Kathy Brandt, MS

the kb group

the-kb-group.com

Why Plan Strategically?

• Engage in facilitated strategy debates and discussions

• Involve employees in setting and implementing long-term goals

• Develop data-driven guestimates and then test them

• Create a framework for future decisions

Why Plan?

• Create synergy and buy in regarding strategy among leaders, staff and board

• Teach and encourage the leadership team to think strategically

• Identify gaps in what you have and what you need to meet goals

Why Plans Fail

• Planning sessions focus on minutiae

• Anecdotes used as a proxy for data

• Looking backwards instead of forwards

• Letting the actions of competitors drive strategy

• Focusing on tactics rather than strategy

• Once finalized, the plan is ignored

When is it Time to Plan?

• Every X number of years

• Major shifts in the environment

– Funding

– Competition

– Policy/regulatory

• Changes in leadership

Which Process?

• SWOTT

• AI

• Dots /refining priorities

• Scenario planning

• All of the above

• None of the above

KB’s Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

– Creates buy in

– Provides input from the “implementation team”

– Results in a more well-rounded strategy

– Identifies champions

– Teaches strategic thinking

KB’s Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

2. Establish a framework for decision making

– Develops questions that can be used to evaluate future initiatives

– Communicates the process for future decisions

– Helps leaders say yes (and no)

– Informs budget, staffing and other priorities

– Defines the data needed to make informed decisions

Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

2. Establish a framework for decision making

3. Set stretch goals that are realistic given your resources

– Challenges the organization to grow and evolve

– Identifies champions for new initiatives

– Creates opportunities for staff be creative

– Establishes the organization as an innovator

Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

2. Establish a framework for decision making

3. Set stretch goals that are realistic given your resources

4. Assign responsibilities and a time line

– Involves staff, teams, board members and volunteers

– Establishes milestones

– Prioritizes initiatives

– Informs the annual budget and staffing plan

Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

2. Establish a framework for decision making

3. Set stretch goals that are realistic given your resources

4. Assign responsibilities and a time line

5. Develop a monitoring process

– Facilitates accountability

– Establishes the metrics to measure

– Engages the governing body in oversight

Strategic Planning “Essentials”

1. Engage “content experts” and staff in the process

2. Establish a framework for decision making

3. Set stretch goals that are realistic given your resources

4. Assign responsibilities and a time line

5. Develop a monitoring process

6. Communicate regularly with everyone– Provides the opportunity to ask questions

– Helps staff understand the context of their work

– Allows leaders to showcase their team’s successes

– Celebrates “wins”

Start Big, Define the Descriptive Vision

• As a result of our work we will __________

• If we do not succeed, then ___________ (what we are trying to prevent, avoid, eliminate, improve – helps to clarify the vision)

• We’ll know we are successful when _________

• Incremental progress will be measured by __________

Use Data, Not Hunches

• Be sure you know what the organization and community needs, don’t rely on hunches

• Ask stakeholders

• Remember that the past isn’t an indicator of anything regarding the future

• Look far and wide for best practices

• Bring questions, not answers

Strategic Planning Questions

• What was our biggest failure this year? How can we fix it?

• What was our biggest success? How can we repeat it?

• What internal forces stood in the way of success this year ? What can we do about that?

• What internal force was most responsible for success? How can we create more of that?

Leadership Questions

• What single data point did we least want to hear this year?

• What is the single metric you/we will measure success by ? What are you/we doing about it?

• If you fired yourself today, and came in tomorrow with a clean sheet, what would you do?

More Questions

• What is our organization passionate about doing?

• What are we best in the world at?

• Within our mission, how can we build a sustainable resource engine?

• Who will our customers be five years from now?

• What do we need to do to meet their needs?

• What do we want to put in place to evolve and better serve our stakeholders?

• What do we need to concentrate on to dramatically exceed our goals and objectives?

What Format?

• Narrative

• Visual

• Tables

• Hybrid

Goal:

Objectives KeyInitiativesQtr/Yr

Indicators

1. ·

2. ·

·

Monitoring and Managing Essentials

• Everyone and anyone should be able to access the work plan

• The plan is used to establish staff annual goals

• Performance reviews are informed by participation and progress

• Leaders rely on the plan to guide decisions

• The governing body is never surprised at the end of the year

Staff Engagement with Finished Plan

• Review goals

• Ask (or assign) each department to work with one goal

• Devote time at each staff meeting for department report on a goal

• Present quarterly updates on progress towards goals

• Solicit feedback related to changes in plan

Is the New Strategy…

• Relevant to and built from our vision, mission values?

• Does it improve the experience of our patients/families, community, staff or volunteers?

• Could it significantly change the way people think about us? If so, how?

• Does it necessitate a fundamental change in how we do our work? If so, is that good?

• Will it significantly change our financial profile?

Strategic Planning Checklist

• An engaged organization develops the plan

• Data is used to develop the plan

• The plan includes stretch goals or BHAGS

• The plan is actionable

• An annual work plan based on the strategic plan guides the work of every team

• Each initiative includes specific indicators to measure progress

Resources and References

• The Balanced Scorecard Institute

• The Bridgespan Group

• Strategic Planning Doesn’t Have to Kill Creativity

• 10 Questions to Jumpstart Your Strategic Planning Process

For More Information and the Handouts

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kb@the-kb-group.com