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Matt H. Evans, matt@exinfm.com
What is Strategic Planning?
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Matt H. Evans, matt@exinfm.com
Why do Strategic Planning?
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Matt H. Evans, matt@exinfm.com
Fundamental Questions to Ask
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Matt H. Evans, matt@exinfm.com
A Good Strategic Plan should . . .
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Matt H. Evans, matt@exinfm.com
Strategic Planning Model
ABCDE
Where we are Where we want to be How we will do it How are we doing
Situational Analysis Align / Fit with Major Goals Initiatives and Take Corrective
Capabilities Projects Actions
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Matt H. Evans, matt@exinfm.com
Pre-Requisites to Planning
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Matt H. Evans, matt@exinfm.com
Assessment
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Matt H. Evans, matt@exinfm.com
Assessment Model: Assessment
SWOT
SWOT SWOT
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Matt H. Evans, matt@exinfm.com
Opportunities Assessment
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Matt H. Evans, matt@exinfm.com
Threats Assessment
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Matt H. Evans, matt@exinfm.com
Baseline
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Matt H. Evans, matt@exinfm.com
Why create a baseline? Baseline
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
1. Operating Environment
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
2. Business Relationships
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Matt H. Evans, matt@exinfm.com
Organizational Profile Baseline
3. Key Performance Categories
Customer
Products and Services
Financial
Human Capital
Operational
External (Regulatory Compliance, Social
Responsibility, . . . )
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Matt H. Evans, matt@exinfm.com
Gap Analysis Baseline
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Matt H. Evans, matt@exinfm.com
Major Components of the Components
Strategic Plan / Down to Action
Strategic Plan
Action Plans
Mission Why we exist
Evaluate Progress
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Matt H. Evans, matt@exinfm.com
Examples Good and Bad Components
Mission Statements
NASA
To Explore the
Universe and Search
Does a good job of expressing the core
for Life and to
Inspire the Next
values of the organization. Also conveys
Generation of unique qualities about the organization.
Explorers
Walt Disney
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Matt H. Evans, matt@exinfm.com
Vision Components
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Matt H. Evans, matt@exinfm.com
Guiding Principles and Values Components
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Matt H. Evans, matt@exinfm.com
Examples of Components
Guiding Principles and Values
We obey the law and do not compromise moral or ethical principles ever!
We expect to be measured by what we do, as well as what we say.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
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Matt H. Evans, matt@exinfm.com
Goals Components
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Matt H. Evans, matt@exinfm.com
Developing Goals Components
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Matt H. Evans, matt@exinfm.com
Examples of Goals Components
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
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Matt H. Evans, matt@exinfm.com
Objectives Components
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Matt H. Evans, matt@exinfm.com
Goals vs. Objectives Components
GOALS OBJECTIVES
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Matt H. Evans, matt@exinfm.com
Examples of Objectives Components
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
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Matt H. Evans, matt@exinfm.com
Down to
Specifics
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Matt H. Evans, matt@exinfm.com
Down to
What are Action Plans? Specifics
The Action Plan identifies the specific steps that will be taken to achieve the
initiatives and strategic objectives where the rubber meets the road
Each Initiative has a supporting Action Plan(s) attached to it
Action Plans are geared toward operations, procedures, and processes
They describe who does what, when it will be completed, and how the
organization knows when steps are completed
Like Initiatives, Action Plans require the monitoring of progress on Objectives,
for which measures are needed
Objectives
Initiatives
Action
Plans
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Matt H. Evans, matt@exinfm.com
Down to
Characteristics of Action Plans Specifics
Assign responsibility for the successful completion of the Action Plan. Who is
responsible? What are the roles and responsibilities?
Detail all required steps to achieve the Initiative that the Action Plan is
supporting. Where will the actions be taken?
Establish a time frame for the completion each steps. When will we need to
take these actions?
Establish the resources required to complete the steps. How much will it take
to execute these actions?
Define the specific actions (steps) that must be taken to implement the
initiative. Determine the deliverables (in measurable terms) that should result
from completion of individual steps. Identify in-process measures to ensure
the processes used to carry out the action are working as intended. Define the
expected results and milestones of the action plan.
Provide a brief status report on each step, whether completed or not. What
communication process will we follow? How well are we doing in executing our
action plan?
Based on the above criteria, you should be able to clearly define your action
plan. If you have several action plans, you may have to prioritize.
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Matt H. Evans, matt@exinfm.com
Down to
Action Plan Execution Specifics
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Matt H. Evans, matt@exinfm.com
Down to
Measurement Template Specifics
(Insert (Insert division (Insert department Risk Frame area (Insert (Insert (Insert reporting
organization name) name) objective objective measurement contact info)
name) supports owner) owner)
Objective Description description of objective purpose, in sufficient detail for personnel not familiar References source
with the objective to understand its intent. Objective descriptions are typically two or three paragraphs documentation for objective and
long. This will appear in the pop-up window when you mouse over the objective in the Balanced objective description
Scorecard System.
Comments additional information about the objective not covered in above blocks, such as recommendations for further revision,
additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.
Measure Name - The name Measure Description description of the measure, Measure Formula Data Source - The
exactly as you want it to appear include its intent, data source, and organization formula used to source of the data
in the Balanced Scorecard, responsible for providing measure data. This will appear calculate measure manual, data
including the measure number in the pop-up window when you mouse over the measure value (if any) spreadsheet, or
(i.e. Percent Employees in the Balanced Scorecard. database name and
Satisfied, etc.) contact familiar with
the data
Measure Weight - the relative weight of the measure based on the impact it has on the overall Measure Reporter Person responsible for
objective. The total weights for all measures for an objective must add to 100 providing measure data. Include the name,
organization and email.
Target Maximum Maximum expected value for the measure. Effective Date Frequency How often Units Units
Date the target first target data will be reported of measure
becomes effective
Target Point where the measure goes from green to amber
Target Minimum Point where the measure goes from amber to red. Scorecard Perspective
The target minimum and target can not be the same value. Name
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Matt H. Evans, matt@exinfm.com
Down to
Criteria for Good Measures Specifics
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Matt H. Evans, matt@exinfm.com
Examples of Measurements Down to
Specifics
Lag Indicators
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Matt H. Evans, matt@exinfm.com
Down to
Targets Specifics
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Matt H. Evans, matt@exinfm.com
Down to
Examples of Targets Specifics
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Matt H. Evans, matt@exinfm.com
Down to
Sanity Check . . . Specifics
OBJECTIVE
Improve Employee
Satisfaction
MEASURE / TARGET
Measure 90%
Employee
Percent Satisfaction
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Matt H. Evans, matt@exinfm.com
Evaluate
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Matt H. Evans, matt@exinfm.com
Continuous Feedback Evaluate
through the Balanced Scorecard
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Matt H. Evans, matt@exinfm.com
Performance Management Evaluate
D2-D5: Build the Balanced Scorecard
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Matt H. Evans, matt@exinfm.com
Automating the Process Evaluate
D2-D5:Links
Buildtothe Balanced
Software Scorecard
Products
http://www.bscdesigner.com/ http://www.goaltrak.com/
http://catalystone.com/ https://www.intrafocus.com/
https://www.clearpointstrategy.com/ http://www.pm-express.com/
http://www.corporater.com/en/index.html http://www.profitmetrics.com/
http://www.crgroup.com/Pages/home.aspx http://www.protia-inc.com/
http://distributive.com/ http://www.qpr.com/
http://www.4ghi.se/ http://www.strategy2act.com/
http://eprocessmanager.com/ http://www.myvaluesoft.com/
http://www.iexecutivedashboard.com/
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Matt H. Evans, matt@exinfm.com
Link Budgets to Strategic Plan Evaluate
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Matt H. Evans, matt@exinfm.com
What Resources? Evaluate
How to Link?
The people resources needed to succeed
The time resources needed to succeed
The money resources needed to succeed
The physical resources (facilities, technology, etc.) needed to
succeed
Resource information is gathered by Objective Owners which is provided
to the Budget Coordinators for each Business Unit.
Resources identified for each Action Plan are used to establish the total
cost of the Initiative.
Cost-bundling of Initiatives at the Objective level is used by our Business
Unit Budget Coordinators to create the Operating Plan Budget
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Matt H. Evans, matt@exinfm.com
Some Final Thoughts
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Matt H. Evans, matt@exinfm.com
Recommended Workbook
http://www.turnerpublishing.com/books/detail/strategic-planning-
workbook-for-nonprofit-organizations-revised-and-updated
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Matt H. Evans, matt@exinfm.com
Thanks for
your participation!
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Matt H. Evans, matt@exinfm.com