week 3-strategic planning
Post on 14-Apr-2018
219 Views
Preview:
TRANSCRIPT
-
7/27/2019 Week 3-Strategic Planning
1/24
Strategic Planning
What is strategic planning? A process ofdevelopingand maintaining
consistency or fit between an organizations
objectives and its resources and its changingexternal environment.
110/16/2013
-
7/27/2019 Week 3-Strategic Planning
2/24
10/16/2013 2
-
7/27/2019 Week 3-Strategic Planning
3/24
Why do Strategic Planning?
Defines the organizations direction
Communicates the overall corporate thinking
Ensures effective use ofresources
Serves as a framework fordecisions or forsecuring support
Sets the framework formonitoring progress and
evaluating results
Stimulates change
Avoids wastage of time and other resources
310/16/2013
-
7/27/2019 Week 3-Strategic Planning
4/24
Components of the Strategic Planning
Process
Vision
Mission
Core values
Objectives
Strategies
Policies
Other components of the operatingenvironment
410/16/2013
-
7/27/2019 Week 3-Strategic Planning
5/24
10/16/2013 5
-
7/27/2019 Week 3-Strategic Planning
6/24
10/16/2013 6
-
7/27/2019 Week 3-Strategic Planning
7/24
How does planning influence or guide
change?
It is the first step in initiating
organizational change
It helps to triggeror preempt change
It helps to determine where an
organization is headed, how it will get
there and how it will know it actuallygotthere
710/16/2013
-
7/27/2019 Week 3-Strategic Planning
8/24
Summary of Strategic Planning
Stage Outputs
Where are we? External environmental analysis Internal environmental analysis
Where do we want to go? New vision, mission & core values
Strategic objectives
HOW do we get there? Strategies
Results and operational plans
Required resources
What practical next steps
must be made to getthere?
Short-term budgets
Short-term organizational,
managerial, HR, etc. decisions and
actions (Quick Wins)
How do we monitor &evaluate the plan? M&E plan810/16/2013
-
7/27/2019 Week 3-Strategic Planning
9/24
10/16/2013 9
-
7/27/2019 Week 3-Strategic Planning
10/24
Scenario Planning
The process ofidentifying and linking variousresources to various opportunities in different
configurations to understand different
outcome /possibilities. Its Complex but important process in the
organization.
1010/16/2013
-
7/27/2019 Week 3-Strategic Planning
11/24
Scenario planning illustrated
11
Resourcecluster A
Resourcecluster B
Resourcecluster C
Resourcecluster D
Opportunity Pool
Outcome COutcome BOutcome A Outcome D
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
12/24
Why does strategic planning sometimes fail?
1. Failure to understand the reason for the plan- thecustomer
2. Inability to predict environmentalreaction
3. Over-estimation of resource competence
4. Failure to coordinate
5. Failure to obtainsenior management commitment
6. Failure to obtain employee commitment7. Under-estimation oftime requirements
8. Failure to follow theplan
1210/16/2013
-
7/27/2019 Week 3-Strategic Planning
13/24
Strategies, Goals and Policies
13
Vision
Medium termobjectives
Mission
StrategicObjectives
Short termobjectives
OperationalPolicies
GrandStrategy
TacticalPolicies
StrategicPolicies
TacticalStrategies
OperationalStrategies
C.Vs C.Vs
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
14/24
What is a Vision?
Planning begins with a vision.
Possible definitions:
A mental perception of the kind of environment is tobe created within a broad time horizon
A shared image of what an org.
wants to become
resonates with all & helps them feel proud, excited
& part of something bigger
It is the pursuit of the dream, share image of
success or shared perception of the futureenvironment that really motivates people to worktogether
1410/16/2013
-
7/27/2019 Week 3-Strategic Planning
15/24
Characteristics of an effective vision:
Imaginable: Conveys a picture of what the future willlook like
Desirable: Appeals to the long-term interests of
employees, customers and stakeholders
Feasible: Comprises realistic, attainable goals
Focused: Is clear enough to provide guidance in
decision making
Flexible: Is general enough to allow individualinitiative and alternative responses in light of changing
conditions
Communicable: Is easy to communicate1510/16/2013
-
7/27/2019 Week 3-Strategic Planning
16/24
Become the company most known for changingthe worldwide image of Japanese products as
being of poor quality. (Sony 1950s)
An Apple on every desk
(CEO, Apple Computers)
To be a university of global excellence in
training, research and innovation for
development (JKUAT)16
Examples of Visions
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
17/24
What is a Mission?
An elaboration of the vision statement
Defines thebasic reasons for the existence andhelps legitimize existence in society
Common intentto which everyone in the
organization can point captures the broadpurpose and functions of the
organization
Contents of a mission statement:
Purpose statementWhy do we exist? What isthe ultimate result of our work?
Business statementWhat activities do we do toaccomplish the purpose?
1710/16/2013
-
7/27/2019 Week 3-Strategic Planning
18/24
To drive the integration of ICT in research and learningthrough quality, cost effective and efficient provision of ICT
services and to be a key partner in the evolving informationsociety(Kenya Education and Research Network)
To offer accessible quality training, research, and innovationin order to produce leaders in the fields of Agriculture,
Engineering, Technology, Enterprise Development, BuiltEnvironment, Health and other Applied Sciences to suit theneeds of a dynamic world(JKUAT)
18
Examples of Mission statements:
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
19/24
What are Guiding Values?
Other names: core values, corporate philosophy orguiding principles
Definitions:
values that guide principles for corporate actions and ethicalbehavior, define the character of relations with stakeholders,and set management style and corporate culture
the organizations essential and enduring tenets - a small setof timeless guiding principles that require no external
justification
reflection of the deeply held values and tend to beindependent of the external environment
1910/16/2013
-
7/27/2019 Week 3-Strategic Planning
20/24
CVs describe what organizational members:
really care about
hold dear
makes them stick
One way to determine whether a value is a CV is to ask:
would this value continue to be supported if circumstanceschanged?
Examples of CVs:
integrity
fairness and justiceexcellent and friendly customer service
team work
innovation
professionalism, etc20
Cont
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
21/24
Integrating Vision, Mission, Guiding Values
21
Today
Future
VisionMission
Guiding Values
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
22/24
Vision, Mission, Guiding Values Mission
Arrow connects Today and Future
Means Mission statement must work not only todaybut for the intended life of strategic plan
Vision
Arrow does not begin at Today but at some point inthe future
Means Vision statement is not true in the present, butonly in the future
Guiding Values
Both Vision and Mission statements reside in a sea ofguiding values GVs influence everything
2210/16/2013
-
7/27/2019 Week 3-Strategic Planning
23/24
Transition from Planning to reaping
The transition comes with challenges..
23
StrategicGoalSettingStrategy
Development
and
Implementation
Activities Results
10/16/2013
-
7/27/2019 Week 3-Strategic Planning
24/24
Transition Challenges
Structures
Systems
Processes
Politics
People (staff)
External dynamics (shifts)
Resources
2410/16/2013
top related