Strategic Planning Meeting Agenda Below is a sample agenda for a monthly strategic planning meeting that aligns with

the process described in this handout. Each item is covered as indicated in the frequency column.

Monthly Strategic Planning Meeting Agenda

Purpose: To facilitate the execution of the Strategic Planning Process by reviewing the Company direction; deploying the strategic objectives; creating the strategic plan; managing the execution of the current year's strategic plan; and controlling the results of implemented action plans. For more information see the Strategic Planning Process handout. 1. Opening Comments a. From the President b. Review Meeting Purpose c. Next steps in the Strategic Planning Process 2. Review Direction a. Mission Statement, Company Goals and Stakeholder Key Requirements i. Finalize recommendations (if any) for changes to Mission Statement ii. Discuss any changes from BOD (to stakeholders, shareholder key requirements, MS, CGs) b. Company Strategies c. Company SWOT Analysis (Review) d. Review Strategic Planning Process handout 3. Review Strategic Objectives - 2012 a. Discuss recommendations for future strategic objectives 4. Operational Analysis a. Results Review b. Review Level 1 CARs c. SWOT Analysis d. Core competencies, strategic advantages and challenges 5. Review Bucket List (top 20 and new ideas) a. Top 20 b. Additions to Bucket List i. New ideas added ii. New ideas to consider adding c. Identify ideas to move to 2012 Strategic Plan 6. Create Strategic Plan - Analyze and Select Company Action Plans (CAPs) 2012 a. Review Action Plans on 2012 Plan b. Prioritize CAPs c. Review Gantt chart of 2012 Strategic Plan and Master Resource Pool d. Discuss and resolve capacity conflicts e. Finalize 2012 Strategic Plan f. Discuss timeline for 2012 Strategic Plan 7. Create Long-Term Strategic Plan 2013-2014 8. Review Execution of the 2011 Strategic Plan a. Discuss status of active 2011 CAPs 9. Control the Results of Action Plans a. Review completed CAPs results matrix
For more information: www.AmericaNeedsBaldrige.com qms@midwayusa.com Information provided in this document is free to share (copy and distribute) provided that proper attribution is provided to MidwayUSA.

Strategic Planning
ISO 9001:2008 Registered 2009 Recipient of Baldrige National Quality Award

Baldrige Performance Excellence Program, Criteria for Performance Excellence Category 2: Strategic Planning

Frequency Monthly Monthly Monthly Monthly

This category examines how an organization develops strategic objectives and action plans; from the 2011-2012 Criteria for Performance Excellence p. 10-12. Strategic planning is a process; a series of steps designed to create a strategic plan. When executed systematically and effectively the strategic planning process adds tremendous value to any organization by providing focus on the vision, the goals and the key requirements of stakeholders. The process then guides the creation of a plan that contains the most value-adding, change initiatives to implement in pursuit of achieving the organizations goals and meeting the key requirements of stakeholders. An effective strategic planning process will not only create a strategic plan to support achievement of goals, but will also manage the execution of the strategic plan and the sustainability of the results proposed by the action plan. Additional benefits of an effective strategic planning process include high levels of innovation and employee engagement. This handout gives an overview of MidwayUSAs strategic planning process. Additional detailed information is available in the strategic plan development timeline, which is available upon request. Important Definitions Action Plan - The individual ideas for improvement that have been extensively detailed with who, what, where, when and how. Strategic Objectives - Broad statements that communicate what an organization must achieve to remain or become competitive and ensure long-term sustainability. Key Requirements - The most important needs of a stakeholder that must be met to achieve stakeholder satisfaction. Stakeholders - Any group or individual that is or might be affected by an organizations actions and success. Strategy - The methods use to achieve organizational goals and long-term sustainability.

Monthly Annually - Q1 Annually - Q1 Annually - Q1 Semi-Annually Q1 & Q4 Annually - Q4 Monthly Annually - Q1

Monthly Monthly Annually - Q4 Semi-Annually Q2 & Q4 Monthly Monthly Monthly Monthly Monthly Monthly Q1 & Q2 Monthly Q1 & Q2 Monthly Q1 & Q2 Monthly Q1 & Q2 Monthly Q2 Monthly Q2 & Q3 September Monthly Q3

Annually - Q4

Monthly

Monthly

v.10.5.11

Strategic Planning Process

A Validate Mission Statement 1 Set the Direction
January To ensure guidance to the organization is aligned with current business needs and direction

B Validate Key Stakeholders

To ensure groups with a vested interest in the organizations success are represented.

C Validate Organizational Goals

To ensure goals are aligned with current business needs and direction. Goals owned by BOD. Future performance levels for goals set by CEO and President Our goals are to satisfy our key stakeholders

D Validate Shareholder Key Requirements

To ensure current understanding of the key requirements hat must be met to achieve the shareholder satisfaction goal.

E Validate Company Strategies

To provide guidance in decision-making.

F Validate other Stakeholder Key Requirements

To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal.

G Results Review
To identify opportunities to address, both actual and projected performance are reviewed against goals.

H Conduct Company SWOT Analysis

Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. Strategic advantages, challenges and core competencies are validated. Reviewed with the BOD to identify blind spots.
Chairman, CEO and SLT

I Create Strategic Objectives

To define the initiatives to undertake to remain competitive and achieve current and future goals. Major APs may be identified. Reviewed with the BOD to identify blind spots.

BOD, CEO and President

BOD, CEO and President

BOD, CEO and President

CEO and BOD

BOD, CEO and President

President and SLT

CEO and President

CEO and President

J Strategic Objectives Deployed 2 Deploy the Strategic Objectives

February, May, August To all Employees with a formal call for innovation. Employees submit ideas for APs. Employees help identify blind spots.

K Ideas Categorized Operational Analysis L

To identify strategic ideas for consideration as APs on the strategic plan

Innovation
Sources include*: Employees Customers Vendors Shareholders Strategic Thinking Teams Strategic Planning Meetings
*ideas also used in process management process to improve processes.

M Review Company SWOT Analysis and Conduct Department SWOT Analyses

N Review
To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantage and challenges are reviewed.

Results Review
To identify opportunities to address, actual and projected performance are reviewed against goals

Innovation
Strategic ideas for APs to achieve strategic objectives captured.

S O
SLT

W T

CEO and SLT

SLT

SLT

SLT

SLT

3 Create Strategic Plan

OctoberOctober

4 Deploy the Strategic Plan

November

5 Execute the Strategic Plan

January-December

6 Control the Results of APs

January-December

O Analyze and Select Ideas for APs for Next Years Strategic Plan
To determine the most important APs to implement next year to achieve strategic objectives and goals.

P Analyze and Select APS for Long-Term Strategic Plans

To determine the most important APs to implement as a part of the longterm strategic plan (2-5 years out) to achieve future strategic objectives and goals.
SLT

Q Prioritize APs

R Integrate Strategic Plan with Workforce Planning

To ensure the resources needed to execute the strategic plan are integrated into workforce plans.

S Integrate Strategic Plan with Financial Plan

To ensure the impacts to financial plans are identified and incorporated into the budget.

T Finalize and Approve the Strategic Plan

To commit to a strategic plan to implement in the next year. SLT finalizes the plan, the CEO and President approve the plan, and the BOD reviews the plan.
CEO and SLT

U Deploy the Strategic Plan

To the entire organization to facilitate engagement and acceptance of the plan.

V Execute the Strategic Plan

Implement the APs on the current years strategic plan.

W Control the Results of the APs

To ensure desired results are achieved and sustained.

To determine the appropriate importance level of each AP.

SLT

SLT

SLT

SLT

SLT

SLT

SLT