Beruflich Dokumente
Kultur Dokumente
Strategic Planning
5/21/2011
We have a strategic
plan, Its called doing
things.
Herb Kelleher, Cofounder and CEO of
Southwest Airlines
between 1971 and
2008
Strategy is 10 per
cent vision and 90
per cent
execution.
Percy Barnevik,
CEO and
Chairman of
Asea Brown
Boveri between
1988 and 2002
5/21/2011
Revolutionary Strategy
When Strategic Planning isnt Strategic
It should not be just an annual ritual
It should challenge the limits of industry
It should harness the creative potential of a large
portion of the organization
Planning is not the same as strategizing
Planning is programming not discovering
Strategy discovery is not incrementalism
5/21/2011
Revolutionary Strategy
Revolutionary Strategy
Principle 3
5/21/2011
Revolutionary Strategy
Principle 4
Revolutionary Strategy
Principle 5
Change is not the problem;
engagement is
Revolutionary strategies are killed by executive
assumptions of other people are against
changethey are the one against change. Only a
hero leader can lead change
The responsibility for change belongs to the entire
organization not only the elite
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Revolutionary Strategy
Principle 6
Strategy making must be
democratic
Strategy creation must involve the entire
organization
A process that facilitates participation of the
creative power of the organization is key
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ADAPTIVE STRATEGIZING
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IDEOLOGICAL STRATEGIZING
Ideological Strategizing
Organizations exist
because they espouse a
definite set of beliefs,
philosophies, principles
and ideologies
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CREATIVE STRATEGIZING
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VISION
MISSION
OBJECTIVES
KEY RESULT
AREAS
PERFORMANCE
INDICATORS
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SWOT ANALYSIS
BOTTOM UP PLANNING
STRATEGIES
OPERATING PLANS
AND ACTION
PROGRAMS
ACTIVITIES &
TASKS
RESOURCES
REQUIRED
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VISION
MISSION
OBJECTIVES
KEY RESULT AREAS
PERFORMANCE INDICATORS
OPERATING PLANS
AND ACTION
PROGRAMS
STRATEGIES
ACTIVITIES
& TASKS
RESOURCES
REQUIRED
BOTTOM UP PLANNING
SWOT ANALYSIS
VMOKraPISPATRes
Vision
Mission
Objectives
Key Result Areas
Performance Indicators
Strategies
Programs
Activities
Tasks
Resources
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Internal Analysis
What we are able or unable to do
VMOKraPI
What we want or not want to do
Driven mostly by
External Analysis
Answers What
Driven mostly by
Internal Analysis
Answers How
SPATRES
EA
PI
SPAT
Res
V M O Kra
HR Org chart
FR Budget
IA
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Three Rules
Never use IA to determine Vision
Use IA to determine the near future
Performance indicators but use EA to
determine the 3rd to 5th year Performances
Use IA to determine the Human Resource and
Financial Strategies
PI
SPAT
Res
V M O Kra
HR
FR Budget
IA
EA
External Environment
Organization and/or
Agenda Exists within
an environment that
impels
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5/21/2011
Most
Trend
Spotters
Late
Trend
Spotters
Early
Trend
Spotters
Stubborn
Trend
Stoppers
SOCIAL
Demographics
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TECHNOLOGICAL
COMPETITIVENESS
QUALITY GOODS AND
SERVICES
LOWER COST, ETC
ECONOMIC
All productive forces generated by capital, land
and labor from both the formal and informal
sectors of the economy
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ECOLOGICAL
AN AREAS
NATURAL
RESOURCES,
ECOSYSTEMS,
AND HABITATS
WHICH MANY
STAKEHOLDERS
ARE COMPETING
FOR
POLITICAL
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TESTED TECHNIQUES IN
ENVIROMENTAL ANALYSIS
1. MAPPING THE TERRAIN
2. CRITICAL THINKING
a.
b.
c.
d.
ANALYSIS
SYNTHESIS
CLASSIFY DATA
DATA SIEVING CRITERIA OF RELEVANCE,
MAGNITUDE, IMPORTANCE AND URGENCY
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Resource
Allocation and
Utilization
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Management Styles,
attitudes,
value systems,
relationships,
ethics,
cohesiveness,
client orientation and
performance
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STRATEGIES
ORGANIZATION
Planning,
Decision
Making
Implementing
Programs
Activities
Tasks
Motivating
Evaluating
Controlling
Rewarding
VISION
MISSION
OBJECTIVES
KRAs
PIs
Structures
Systems
Resources
Leading
Staffing
Relating
Supporting
Capabilities
Attitudes
PEOPLE
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Strategic Management
Strategic management is a systems approach
to identifying and making the necessary
changes and measuring the organizations
performance as it moves toward its vision.
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Strategic Planning
Organizational
Assessment
Gap
Analysis
Mission
Measurement
And
Evaluation
Mission
Vision
Strategies
Guiding
Principles
Objectives
Strategic
Foundations
Develop
Measureme
nt Plan
Vision
Guiding
Principles
Resource
Allocation
Deployment
Implementation
Commuicate
Progrss
Track
Status
Take
Actions
Strateigc
Goals
Develop
Action Plans
Phase 2
Communicate
the Plan
Phase 1:
Complete the
Plan
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Questions
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Lessons in Visioning
Visions are founded in OTSW
Visions are articulated and shared with
everyone in the organization
Lessons in Strategy
Strategy is not something talked about. Its
something we do something about
Strengths are not enough to win
Good strategy brings everyone into Paradise
Good Strategy is participated in by everyone in the
organization
No pain no gain
Small resource but big impact
Use natural things in the environment
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