Strategic

Leader
&
Strategic
Planning
• A strategy is a plan of action designed to achieve a particular
goal. Strategy deals with the how part rather than the what.
• Road map to the future
• Strategic --|strəˈtējik|adjective -relating to the identification of
long-term or overall aims and interests and the means of achieving
them : the company should take strategic actions to cope with
fundamental changes in the environment | strategic planning for the
organization is the responsibility of top management.: carefully
designed or planned to serve a particular purpose or advantage :
relating to the gaining of overall or long-term military advantage :
(of human or material resources) essential in fighting a war : the
strategic forces on Russian territory.: (of bombing or weapons)
done or for use against industrial areas and communication centers
of enemy territory as a long-term military objective : strategic
nuclear missiles. Often contrasted with tactical .
 Let us examine…
How Leaders Think: The Strategic Mindset
Is adaptive to realities and flexible in choice of
tactics. Recognizes that once action begins, the
game board is fluid, offering both new threats and
new opportunities.

Where possible, tries to achieve multiple

objectives with singular action

Has the discipline to remain composed when the

unexpected occurs.
 How Leaders Think:
The Strategic Mindset
Capitalizes on crises or change, turns them to
advantages

Stays future focused

Doesn’t signal punches

Knows what can be conceded or lost, and what is

essential to retain, preserve or gain.
 How Leaders Think:
The Strategic Mindset
Doesn’t bluff when stakes are critical

Maintains forward momentum

Uses surprise and speed to advantage

Does not rest on old glories

 How Leaders Think:
The Strategic Mindset

Taps diverse points of view in planning

Master of the art of “what’s possible.”

Prefers taking the offensive

Imagine taking a caravan of thousands of
people on a journey with no map, no plan,
no one in charge , no logistical support, no
way to keep everyone informed, no scouting
reports to assess and update progress, and
no navigational instruments. Sheer
madness yet that’s how companies are
handling the their business.
If you fail to plan. You plan to
fail
The Management Cycle
Planning

Implementation

Evaluation
 Strategic Management
Involves four processes:
1. Situational Analysis
2. Strategy Formulation
3. Strategy
Implementation
4. Strategic Control
 Strategic Management
-philosophy of managing that attempts to
orchestrate a fit between the organization’s external
environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT SITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Technological, Organization Systems
Social, Competitive
 Strategic Management
-philosophy of managing that attempts to
orchestrate a fit between the organization’s external
environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT SITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Organization Systems
Technological, Social,
Competitive
 Strategic Planning
• Is the actual process
of creating strategy
• Identifying the desired
future of the institution
and developing
decision guidelines
• Results in a plan or
strategy
• Organization-specific
 Linking Strategy Formulation with
Situational Analysis: Check Procedure
Strategies selected by the organization should…
… address external opportunities or threats
… draw on internal strengths or fix weaknesses
… keep the organization within the parameters of the mission
… move the organization toward the vision
… make progress toward achieving one or more of the orgznl goals
 IO N
VI S
 Benefits of being Strategic

a. Pro active, data driven and forward looking.

b. Institution will have a self-concept, specific goals,
guidance and consistency in decision making
c. Leaders would understand the present, think about
the future and recognize the signals that suggest
change
d. There will be both vertical and horizontal
communication
e. Overall coordination within the organization will be
improved
f. Innovation and change will be encouraged within the
organization
The

WHY
WHAT
HOW
a Strategic Small Group.
The

WHY The Purpose

WHAT
HOW
OUR PURPOSE

Our Reason for Being

If we don’t know what we’re looking for,
we’ll never find it.
A compelling and delicious Vision
We strive to be excellent through exceeding
our guests’ expectations by providing a dining
experience that is Sensual, Spiritual and
Savory.
The

WHY
WHAT
HOW
The Methodology
ndamental Strategic Questions to a
Where are we now? (Assessment)
Where do we need to be? (Gap / Future End State)
How will we close the gap (Strategic Plan)
How will we monitor our progress (Balanced
orecard)
What is your niche?
Who is your customer?
 SWOT ANALYSIS
STRENGTHS OPPORTUNITIES
CAPITALIZE INVEST

• Customer Feedback INDUSTRY

• Employees Feedback • POLITICAL
• SEGMENTS
• PERFORMANCE
• RESOURCES
W EAKNESSES T HREATS
• ENVIRONMENTAL
• SOCIAL
• TECHNOLOGY
SHORE UP IDENTIFY
• PROCESS • ECONOMIC
• INTERNAL • EXTERNAL
• LEGAL
• PRIMARY DATA • SECONDARY DATA
• COMPETITORS
• CONTROLLABLE • UNCONTROLLABLE
• CUSTOMER FEEDBACK
 Ansoff Product/Market Growth Matrix

The Product/Market Grid of Ansoff is a model that has proven to be very

useful in business unit strategy processes to determine business growth
opportunities. The Product/Market Grid has two dimensions: products and
markets
The

WHY
WHAT
HOW The Change Levers
The

WHY The Purpose

WHAT
HOW
The Methodology

The Change Levers

f a Strategic Church
AWESOMELY SIMPLE

The Key Strategies

of a Strategic
Church

John Spence
1.0 Christ-like
…its about inspiring
2.0 involvement
…its about engaging
3.0 communicating to God
through prayers &
communicating the vision
Two keys to an effective vision:

Over-communicate
LIVE it every day
4.0 learning
…its about building skills and competen
Ellen G. White
•The Lord desires you to study your
Bibles. He has not given any additional
light to take the place of His Word. This
light is to bring confused minds to His
Word, which, if eaten and digested, is as
the lifeblood of the soul. Then good
works will be seen as light shining in
darkness. (Letter 130, 1901.)
 Conclusion
• Putting it all together apply strategic management,
strategic planning and strategies to become a Strategic
Church
THE CAMEL STORY
 MORAL
Our Spiritual Gifts are only useful if you
are at the right place!

Where are you now?

Is there a better way?
Muchissimas Gracias A todos!
Strategies
 

Our attitude when we plan should result in this

kind of prayer: God, we want your will above
everything else. We’re not just asking you to
bless whatever plan we devise—we want your
wisdom. We want to move by your direction
and in your timing. Please guide our thoughts
and keep our hearts tuned to yours.