VANTAGE ASSOCIATES INC MANAGEMENT CONSULTANTS STRATEGIC PLANNING Strategy

VANTAGE ASSOCIATES, INC. MANAGEMENT CONSULTANTS STRATEGIC PLANNING Strategy Structure Vision Systems Culture Transforming Vision Into Action © Vantage Associates, Inc. http: //vantageassociates. com

Integrated Approach Culture Vision Strategy Structure Systems Culture

Strategic Planning “If you do what you have always done, you will get what you have always gotten -- or less. ”

Strategic Planning ä Planning is a tool for managing the change every organization must undergo ä Your planning process should recognize the key ingredients to successfully manage change

Requirements for Successful Change COMMON VISION

Requirements for Successful Change COMMON VISION + MANAGEMENT COMMITMENT

Requirements for Successful Change COMMON VISION + MANAGEMENT COMMITMENT + SPECIFIC ACTION STEPS

Requirements for Successful Change COMMON VISION + MANAGEMENT COMMITMENT + SPECIFIC ACTION STEPS SUCCESSFUL CHANGE

The Planning Process Should: ä Manage change proactively ä Improve trust and communications ä Effectively allocate limited resources ä Increase focus ä Provide a catalyst for action ä Improve organizational performance

Planning Principles ä Purpose is to improve performance ä Evolutionary process constantly improving ä Planning occurs throughout the year ä Value is in the process, not the document ä Uncertainty is the reason for planning

Ten Planning Myths ä Planning is for big corporations ä An implicit plan is okay ä A plan reduces flexibility ä We’ve been successful without a plan ä Things are changing too fast ä Planning is the hard part ä Our budget is all we need ä We don’t have the resources to plan ä The president does all the planning ä Planning is a one-time job

Three Basic Questions A Strategic Plan answers three basic questions about the organization

Strategic Planning Process Three Basic Questions 1: Where Do We Want To Go? Long. Term View

Strategic Planning Process Three Basic Questions 1: Where Do We Want To Go? 2: Where Are We Now? Long. Term View Situation Analysis

Strategic Planning Process Three Basic Questions 1: Where Do We Want To Go? 2: Where Are We Now? 3: What Must We Do To Close The Gap? Long. Term View Situation Analysis Strategy

Components of a Strategic Plan ä The “Three Questions” are too difficult to answer all at once ä Planners break these questions down into small components ä These individual components add up to answer the “Three Questions”

Overview of The Strategic Planning Process 1: Where Do We Want To Go? Vision Mission Values Constituent Groups Goals Objectives (Short & Long. Term) Long. Term View 2: Where Are We Now? Situation Analysis 3: What Must We Do To Close The Gap? Strategy

Overview of The Strategic Planning Process 1: Where Do We Want To Go? Vision Mission Constituent Groups Values Goals Objectives (Short & Long. Term) Long. Term View 2: Where Are We Now? Assumptions Strengths Weaknesses Opportunities Threats Situation Analysis 3: What Must We Do To Close The Gap? Strategy

Overview of The Strategic Planning Process 1: Where Do We Want To Go? Vision Mission Constituent Groups Values Goals Objectives (Short & Long. Term) Long. Term View 2: Where Are We Now? Assumptions Strengths Weaknesses Opportunities Threats Situation Analysis 3: What Must We Do To Close The Gap? Critical Issues Key Decisions and Strategies Action Plans Strategy

The Planning Pyramid VISION MISSION VALUES CONSTITUENTS GOALS ENVIRONMENTAL SCAN ASSUMPTIONS SITUATION ANALYSIS STRENGTHS, WEAKNESSES, THREATS & OPPORTUNITIES OBJECTIVES (SHORT & LONG-TERM)/STRATEGIES CRITICAL ISSUES/ACTION PLANS

Strategic Planning Process Phase I ANNOUNCE TO ORGANIZATION CONDUCT RESEARCH ANALYZE RESEARCH Phase III

Strategic Planning Process Phase II Phase I ANNOUNCE TO ORGANIZATION STRATEGIC PLANNING SESSIONS WHERE WE WANT TO GO CONDUCT RESEARCH ANALYZE RESEARCH Phase III WHERE WE ARE NOW #1 #2 VISION STRENGTHS MISSION WEAKNESSES VALUES GOALS OPPORTUNITIES THREATS LONG-TERM OBJECTIVES ASSUMPTIONS SHORT-TERM OBJECTIVES DISTINCTIVE COMPETENCE WHAT WE MUST DO TO CLOSE THE GAP #3 STATEMENT OF STRATEGY CRITICAL ISSUES ACTION PLANS

Strategic Planning Process Phase II Phase I ANNOUNCE TO ORGANIZATION STRATEGIC PLANNING SESSIONS WHERE WE WANT TO GO CONDUCT RESEARCH ANALYZE RESEARCH Phase III WHERE WE ARE NOW #1 #2 VISION STRENGTHS MISSION WEAKNESSES VALUES GOALS OPPORTUNITIES THREATS LONG-TERM OBJECTIVES ASSUMPTIONS SHORT-TERM OBJECTIVES DISTINCTIVE COMPETENCE WHAT WE MUST DO TO CLOSE THE GAP #3 STATEMENT OF STRATEGY DOCUMENT PLAN CRITICAL ISSUES COMMUNICATE PLAN ACTION PLANS MONITOR PLAN

Strategic Planning Process Phase II Phase I ANNOUNCE TO ORGANIZATION STRATEGIC PLANNING SESSIONS WHERE WE WANT TO GO CONDUCT RESEARCH ANALYZE RESEARCH Phase III WHERE WE ARE NOW #1 #2 VISION STRENGTHS MISSION WEAKNESSES VALUES GOALS OPPORTUNITIES THREATS LONG-TERM OBJECTIVES ASSUMPTIONS SHORT-TERM OBJECTIVES DISTINCTIVE COMPETENCE FEEDBACK LOOP WHAT WE MUST DO TO CLOSE THE GAP #3 STATEMENT OF STRATEGY DOCUMENT PLAN CRITICAL ISSUES COMMUNICATE PLAN ACTION PLANS MONITOR PLAN

Participation ä Lean toward being inclusive ä Consider who is likely to be key to successful implementation ä Use the process to build a core management team

Strategic Planning ä The strategic planning process can be effectively used to: [Generate information [Identify issues [Improve communications [Reinforce culture; i. e. , teamwork [Identify possible crisis points [Enhance decision making

Strategic Plan ASSUMPTIONS • • CRITICAL ISSUES/ ACTION PLANS e l p m a S t a m r Fo ____________________________ OBJECTIVES Short & Long Term 1 YR Obj 1 Obj 2 Obj 3 Obj 4 5 YR CRITICAL ISSUES/ ACTION PLANS (Con’t) ISSUE: _______________________ ACTIONS: • _____________________________ • _____________________________ • _____________________________ RESPON: _____________________ TIMING: ______________________

Benefits of Planning ä Communication ä Consensus ä Commitment

Characteristics of High-Performing Organizations ä Leadership ä Teamwork ä Common understanding of ä High morale mission/purpose ä Enthusiastic about mission/purpose ä Open communications -up, down, and laterally ä High level of trust ä Commitment - sense of urgency ä Failure and success are viewed as learning experiences

Some Obstacles to Corporate Planning ä Difficult to predict future - i. e. , competitive moves; new technology ä Internal resistance ä Requires significant resources ä Difficult exercise/hard work ä Difficult to achieve common understanding ä Requires management and supervisory education

VANTAGE ASSOCIATES, INC. MANAGEMENT CONSULTANTS Jim Sisson Phone: 879 -0501 http: //vantageassociates. com