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STRATEGIC PLANNING
5 MYTHS, 5 FACTS, AND
THE MAGIC
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INTRODUCTIONS: THE SPARK MILL
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3
Grab a post-it and
write down three
expectations or
desired outcomes you
have for this session –
what needs to happen
to make this session
invaluable and worth
your investment?
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WHERE IS YOUR PLAN TODAY?
• How old?
• Measurable?
• Action oriented?
• Dust Magnet?
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WHO HAS CONTROL?
• First, assess your culture.
• What can you control and what is out of your control?
• Alliances and Relationships
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STRATEGICPLANNING
DEMANDS
STRATEGICTHINKING
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• Understanding the purpose or aim of yourself,
your team or your organization
• Aware of and aligned with your core values
and beliefs
• Knowledge of the current and future
contributions and needs of all stakeholders
• Aware of your environment
STRATEGIC THINKING
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STRATEGY &
VISION
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MISSION VS VISION
MISSION
VISION
Why you exist
Desired end state
Use to make
decisions
Inspirational
Long-term change
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STRATEGIC VS TACTICAL
STRATEGIC
TACTICAL
Future
Present
Long-Term
Immediate
Anticipatory
Reactive
Growth-Oriented
Survival-Oriented
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STRATEGIC PLAN DOs
• Internal and external
• Dream, Synthesize, Plan
• Finance
• Measures
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STRATEGIC PLAN DONTS
• Don’t allow staff to write it
• Don’t use the process to shut out ideas
• Don’t exclude external stakeholders
• Don’t forget to consider your"
environment
• Don’t do it in one day
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INSIDE A STRATEGIC PLAN
OUTCOMES CHANGES you want to see in the organization
(3-6 per plan)
STRATEGIES
HOW you will accomplish those changes
(2-5 per outcome)
TACTICS SPECIFIC ways or things you need to accomplish the changes
(2-4 per strategy)
ACTIONS RESOURCES AND TIMING - Specifics of who and how much
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INSIDE A STRATEGIC PLAN
OUTCOMES CHANGES you want to see in the organization
(3-6 per plan)
STRATEGIES
HOW you will accomplish those changes
(2-5 per outcome)
TACTICS SPECIFIC ways or things you need to accomplish the changes
(2-4 per strategy)
ACTIONS RESOURCES AND TIMING - Specifics of who and how much
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INSIDE A STRATEGIC PLAN
OUTCOMES CHANGES you want to see in the organization
(3-6 per plan)
STRATEGIES
HOW you will accomplish those changes
(2-5 per outcome)
TACTICS SPECIFIC ways or things you need to accomplish the changes
(2-4 per strategy)
ACTIONS RESOURCES AND TIMING - Specifics of who and how much
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WHAT CAN A PLAN LOOK LIKE?
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WHAT ELSE COULD IT LOOK LIKE?
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5 MYTHS
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STRATEGIC PLANS ARE STUPID
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YOU ARE IN TROUBLE IF YOUR ORGANIZATION
WONT DO ONE
• If you can’t get your organization to do one, make one for
your department instead.
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STAFF/BOARD MEMBERS CAN WRITE ONE
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YOU CAN DO ONE IN A WEEKEND RETREAT
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THEY ARE ALWAYS PAINFUL
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5 FACTS
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1. Where are you going?
2. How will you get there?
3. How will you know when
you have arrived?
STRATEGIC PLANNING NEEDS TO ANSWER 3 ?s
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STRATEGIC PLANS COME IN DIFFERENT SIZES
LONG-TERM
SHORT-TERM
FINE-TUNING
No Plan
Immediate Challenges
Revisit the Plan
Outdated Plan
Limited Buy-In
Current Plan Hiccups
Recent Turnover
Anticipate Transition
Efficiency Issues
Stable
Limited Resources
Fast-Paced
3+ years
1-2 years
6 months
?
?
?
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Vision or Goals-Based Model
• Craft or refine Mission and Purpose: Why does your
organization exist? What does it do?
• Establish a clear Vision: What is the aspirational future
state for your organization and/or clients?
• Identify Strategic Goals/Outcomes: Actions or end
results that achieve your mission or overcome
challenges.
• Identify Strategies: Specific actions that drive each goal
or outcome.
LONG-TERM PLAN
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Issue- or Theme-Based Model
• Identify Critical Issues: Involve key influencers in
identifying challenges and opportunities.
• Establish Desired Outcomes: What must be
accomplished at the end of this plan?
• Brainstorm Solutions: Capture all reasonable ideas,
prioritize and strengthen them.
• Craft Action Plans: Identify specific activities that
address the most important solutions.
SHORT-TERM PLAN
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Alignment Model
• Frame Current State: Review organization’s mission,
programs, resources and support needs.
• Assess Current State: What’s working, and what’s not
working.
• Identify Adjustments: Craft strategies to adjust what’s
not working.
• Create or Revise Plan
FINE TUNING
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1
2
3
PROCESS IS
IMPORTANT
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GOOD PLANS CAN:
• Increase membership
• Strengthen programs
• Make your job easier
• Give you a permission"
slip to act
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WHERE THE MAGIC IS
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• Determine the case for change: Why does your
organization need to engage in strategic planning now?
• Assess readiness: Capacity, Leadership, Support,
Resistance?
• Define the scope of the plan: Long-term, short-term,
fine-tune?
• Establish level of engagement: Who needs to be involved
and why?
• Identify a leader: Who will champion this?
GETTING READY
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TAKE THIS
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MAKE THIS
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IMPLEMENTATION
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BOARDS
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MOTIVATING
• Setting
Commitments
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MOTIVATING
• Action Plans
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• Describe the organization’s case for change.
• Identify 3 biggest challenges to a successful
planning process.
• Identify 3 biggest opportunities for a successful
planning process.
MAKE IT HAPPEN
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804-852-6409
QUESTIONS
NOW or LATER?
to talk: 804.852.6409"
to write: [email protected]
P /thesparkmill
T @thesparkmill
F /thesparkmill