strategic planning - john r. knotts€¦ · hoshin kanri, policy deployment for successful tqm....

“Think Big, Take Small Steps”

Strategic Planning

Continuous Improvement Professionals

Educational Presentation

John Knotts

Lead Associate

Booz | Allen | Hamilton


Purpose

• Walk away with …

– An understanding of what strategic planning is

– An understanding of why strategic planning fails

– An understanding of the importance of strategic planning in

relationship to continuous process improvement

– A simple methodology for conducting strategic planning


“Integrating total quality management (TQM) into

the business strategy of a company gives direction

to its improvement efforts. This happens when the

TQM philosophy and strategic planning become a

single process.” ~ Strategic Planning: The Missing Link in TQM (1995), Howard E. Butz, Jr.


Agenda

What strategic planning is

Why strategic planning fails

Importance of strategic planning

Simple methodology for strategic planning


“Failing to plan is planning to fail.” ~ Winston Churchill, World War II


Definition Not Exactly Webster’s

“Strategic Planning is the process by which the

guiding members of an organization envision its

future and develop the necessary procedures and

operations to achieve that future.” ~ Goodstein, Nolan, & Pfeiffer, 1992.

Much Like DMAIC


Definition Government Performance Results Act

• Last year, Congress updated Public Law 103-62,

Government Performance Results Act of 1993, to

better reflect the changing environment

• The new Public Law 111-352, Government

Performance Results Modernization Act of 2010,

builds on the original requirement for government

agencies to develop effective strategic and

performance plans and now requires a more

government-wide alignment and framework

Written in Government Law


Definition Types of Plans

• Strategic Plans

• Campaign Plans

• Business Plans

• Operational Plans

It’s all “Gap Analysis”


Agenda






“70% of all strategies fail to achieve their desired

results and 30% fail to achieve anything at all.” ~ Charan, R. & Colvin, G. (1999). Why CEOs Fail, FORTUNE Magazine


Poor Strategic Plans Lack…

• Executable Focus

• Strategic Framework

• Traceable Implementation

• Rigor and Accountability

• Change Communications

Leadership Responsibility


“If I had an hour to solve a problem, I would take

fifty-five minutes to analyze the problem and five

minutes to solve it.” ~ Albert Einstein


Executable Focus

• Reasons for failure:

– Lacks focus on fixing problems and overcoming barriers to

the organization’s vision

– Organization does not look deeply at itself

• First and most effective step: Assessment

– Environmental scan

– Organizational assessment

– Preplanning analysis

• Crucial to developing a strategy that is focused on

fixing problems and overcoming barriers to the

organization’s vision


Strategic Framework


– Major elements of a strategic plan (mission, vision, and

goals) not influenced by the organizational assessment

– Plan not developed by the input of organizational leadership

and personnel

• Three key elements are:

– A purposeful, everlasting mission statement

– An inspiring, far-reaching vision statement

– Three to five broad goals that encompass what must change

• Developed based on input from the organization


Old Issues Overcome New Mission

Strengthen the Army geospatial

infrastructure and globalize assets

by providing Installation

Geospatial Information and

Services (IGI&S) support and capabilities

Guided Army IGI&S leadership in

reframing their mission to focus on

the broader long-term purpose and its importance to the customer

Enhance the Army’s ability to

make decisions by

institutionalizing geospatial

technology, services and support

Vision Installations and Environment

(I&E) domain is geospatially

equipped, focused, and ready to

support soldiers, families, and civilians

Guided Army IGI&S leadership in

developing a more measurable,

inspiring, and long range vision for the program

Decision makers using

accessible, authoritative, and

integrated geospatial data and capabilities

Army IGI&S Example Who was the customer?


Traceable Implementation


– Not built based on the strategic need

– Not built from organizational involvement

– Without a solid implementation plan

• Ensure strategic plans are built based on the

strategic needs of the organization as defined in the

organizational assessment

• Facilitate organizational action plan development to

reflect realistic capabilities and constraints

• Document as a series of interrelated projects aligned

to existing organizational resources and performance

measures


AFCEE Strategic Planning Suite

Dashboard

Toolbox

• Plan

• Action Plans

• Forms

• Templates

Manual

• Guidance

• Roles

• Tools

• Monthly

• Quarterly

• Annual

• Performance

• Linkage

Client Example


Rigor and Accountability


– Implemented without rigor

– Implemented without accountability

• Keep the plan alive through reviews:

– Monthly – Goal Teams

– Quarterly – Board of Directors

– Annual – Reassess entire plan

• Hold organization personnel accountable to the plan

• Provide required funding and resources

• Develop effective governance to track, measure, and

adjust


Change Communications The Change Continuum


Agenda






In a nutshell

• To understand the importance of strategic planning,

one must understand the impact without it

• When you compress time, costs escalate

exponentially

• Strategic planning gets you ahead of time


Strategy and Improvement


Strategic Planning…

“What Must Change”

• Defines what is wrong in the organization

• Process improvements that expend resources or

cross organizational boundaries should support the

organization’s strategy and be focused on helping

the organization to meet it’s vision


Agenda






“Hoshin kanri is a method devised to capture and

cement strategic goals as well as flashes of insight

about the future and develop the means to bring

these into reality.” ~ Akao, Yoji. Hoshin Kanri, Policy Deployment for Successful TQM.


Build your plan like a pyramid

I want to

be up

there! But How?


K.I.S.S. Methodology

Organizational

Assessment Strategic Plan Development

Systematic

Implementation

Conduct an assessment

of the organization • Primary research from

one-on-one and focus

group interviews

• Secondary research

primarily from past

strategic activities, higher

headquarters strategy and

guidance, competition and

market analysis, and

current resource

documents

Additional analysis: • Readiness for Change

• Stakeholder Assessment

• Etc.

Guide leadership through a one- to three-

day facilitated session • Normally held off-site to avoid distractions

• As a minimum, a mission, vision, goals,

objectives, and initiatives are developed

• As required, values, principles, core

competencies, roles and responsibilities, etc.

can be discussed and decided upon

Facilitate required goal and objective team

meetings to • Finalize the actions aligned to the plan

• Obtain buy-in to the lowest level

Documented into the final strategic plan • Simple as a Microsoft PowerPoint presentation

• Complex as a glossy, print-ready Adobe

InDesign document

Build action items into a

plan, ready for

implementation and

tracking • Built in a project-based

manner

• Account for constraints,

resources required, and

key measures

Develops annual

strategic planning

guidance and

governance structures • Track

• Monitor

• Measure

• Report


In Summary

• Strategic planning is a process much like DMAIC

• There are many types of plans, but all focus on gaps

• Five primary reasons 70% of all plans fail

– Focus, Framework, Implementation, Rigor and

Accountability, and Communication

• Strategic planning saves money by increasing time

• Strategic planning and process improvement are

linked

• Simple hoshin kanri three-step approach

• This, by no means, makes one an expert…


Questions?

strategic planning - john r. knotts€¦ · hoshin kanri, policy deployment for successful tqm....

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