Strategic Planning Myths, Facts, and Magic

A custom Presentation for VSAE 2014 Conference

Transcript

1. STRATEGIC PLANNING 5 MYTHS, 5 FACTS, AND THE MAGIC
2. INTRODUCTIONS: THE SPARK MILL
3. 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?
4. WHERE IS YOUR PLAN TODAY? •  How old? •  Measurable? •  Action oriented? •  Dust Magnet?
5. WHO HAS CONTROL? •  First, assess your culture. •  What can you control and what is out of your control? •  Alliances and Relationships
6. STRATEGICPLANNING DEMANDS STRATEGICTHINKING
7. • 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
8. STRATEGY & VISION
9. MISSION VS VISION MISSION VISION Why you exist Desired end state Use to make decisions Inspirational Long-term change
10. STRATEGIC VS TACTICAL STRATEGIC TACTICAL Future Present Long-Term Immediate Anticipatory Reactive Growth-Oriented Survival-Oriented
11. STRATEGIC PLAN DOs •  Internal and external •  Dream, Synthesize, Plan •  Finance •  Measures
12. 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
13. 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
14. 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
15. 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
16. WHAT CAN A PLAN LOOK LIKE?
17. WHAT ELSE COULD IT LOOK LIKE?
18. 5 MYTHS
19. STRATEGIC PLANS ARE STUPID
20. 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.
21. STAFF/BOARD MEMBERS CAN WRITE ONE
22. YOU CAN DO ONE IN A WEEKEND RETREAT
23. THEY ARE ALWAYS PAINFUL
24. 5 FACTS
25. 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
26. 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 ? ? ?
27. 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
28. 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
29. 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
30. 1 2 3 PROCESS IS IMPORTANT
31. GOOD PLANS CAN: •  Increase membership •  Strengthen programs •  Make your job easier •  Give you a permission" slip to act
32. WHERE THE MAGIC IS
33. •  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
34. TAKE THIS
35. MAKE THIS
36. IMPLEMENTATION
37. BOARDS
38. MOTIVATING • Setting Commitments
39. MOTIVATING • Action Plans
40. • 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
41. 804-852-6409 QUESTIONS NOW or LATER? to talk: 804.852.6409" to write: sarah@thesparkmill.com P /thesparkmill T @thesparkmill F /thesparkmill