Strategic ManagementThe Ultimate Goal of
Strategic Planning
Kathy Brandt, MS
the kb group
the-kb-group.com
Why Plan Strategically?
• Engage in facilitated strategy debates and discussions
• Involve employees in setting and implementing long-term goals
• Develop data-driven guestimates and then test them
• Create a framework for future decisions
Why Plan?
• Create synergy and buy in regarding strategy among leaders, staff and board
• Teach and encourage the leadership team to think strategically
• Identify gaps in what you have and what you need to meet goals
Why Plans Fail
• Planning sessions focus on minutiae
• Anecdotes used as a proxy for data
• Looking backwards instead of forwards
• Letting the actions of competitors drive strategy
• Focusing on tactics rather than strategy
• Once finalized, the plan is ignored
When is it Time to Plan?
• Every X number of years
• Major shifts in the environment
– Funding
– Competition
– Policy/regulatory
• Changes in leadership
Which Process?
• SWOTT
• AI
• Dots /refining priorities
• Scenario planning
• All of the above
• None of the above
KB’s Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
– Creates buy in
– Provides input from the “implementation team”
– Results in a more well-rounded strategy
– Identifies champions
– Teaches strategic thinking
KB’s Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
2. Establish a framework for decision making
– Develops questions that can be used to evaluate future initiatives
– Communicates the process for future decisions
– Helps leaders say yes (and no)
– Informs budget, staffing and other priorities
– Defines the data needed to make informed decisions
Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
2. Establish a framework for decision making
3. Set stretch goals that are realistic given your resources
– Challenges the organization to grow and evolve
– Identifies champions for new initiatives
– Creates opportunities for staff be creative
– Establishes the organization as an innovator
Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
2. Establish a framework for decision making
3. Set stretch goals that are realistic given your resources
4. Assign responsibilities and a time line
– Involves staff, teams, board members and volunteers
– Establishes milestones
– Prioritizes initiatives
– Informs the annual budget and staffing plan
Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
2. Establish a framework for decision making
3. Set stretch goals that are realistic given your resources
4. Assign responsibilities and a time line
5. Develop a monitoring process
– Facilitates accountability
– Establishes the metrics to measure
– Engages the governing body in oversight
Strategic Planning “Essentials”
1. Engage “content experts” and staff in the process
2. Establish a framework for decision making
3. Set stretch goals that are realistic given your resources
4. Assign responsibilities and a time line
5. Develop a monitoring process
6. Communicate regularly with everyone– Provides the opportunity to ask questions
– Helps staff understand the context of their work
– Allows leaders to showcase their team’s successes
– Celebrates “wins”
Start Big, Define the Descriptive Vision
• As a result of our work we will __________
• If we do not succeed, then ___________ (what we are trying to prevent, avoid, eliminate, improve – helps to clarify the vision)
• We’ll know we are successful when _________
• Incremental progress will be measured by __________
Use Data, Not Hunches
• Be sure you know what the organization and community needs, don’t rely on hunches
• Ask stakeholders
• Remember that the past isn’t an indicator of anything regarding the future
• Look far and wide for best practices
• Bring questions, not answers
Strategic Planning Questions
• What was our biggest failure this year? How can we fix it?
• What was our biggest success? How can we repeat it?
• What internal forces stood in the way of success this year ? What can we do about that?
• What internal force was most responsible for success? How can we create more of that?
Leadership Questions
• What single data point did we least want to hear this year?
• What is the single metric you/we will measure success by ? What are you/we doing about it?
• If you fired yourself today, and came in tomorrow with a clean sheet, what would you do?
More Questions
• What is our organization passionate about doing?
• What are we best in the world at?
• Within our mission, how can we build a sustainable resource engine?
• Who will our customers be five years from now?
• What do we need to do to meet their needs?
• What do we want to put in place to evolve and better serve our stakeholders?
• What do we need to concentrate on to dramatically exceed our goals and objectives?
What Format?
• Narrative
• Visual
• Tables
• Hybrid
Goal:
Objectives KeyInitiativesQtr/Yr
Indicators
1. ·
2. ·
·
Monitoring and Managing Essentials
• Everyone and anyone should be able to access the work plan
• The plan is used to establish staff annual goals
• Performance reviews are informed by participation and progress
• Leaders rely on the plan to guide decisions
• The governing body is never surprised at the end of the year
Staff Engagement with Finished Plan
• Review goals
• Ask (or assign) each department to work with one goal
• Devote time at each staff meeting for department report on a goal
• Present quarterly updates on progress towards goals
• Solicit feedback related to changes in plan
Is the New Strategy…
• Relevant to and built from our vision, mission values?
• Does it improve the experience of our patients/families, community, staff or volunteers?
• Could it significantly change the way people think about us? If so, how?
• Does it necessitate a fundamental change in how we do our work? If so, is that good?
• Will it significantly change our financial profile?
Strategic Planning Checklist
• An engaged organization develops the plan
• Data is used to develop the plan
• The plan includes stretch goals or BHAGS
• The plan is actionable
• An annual work plan based on the strategic plan guides the work of every team
• Each initiative includes specific indicators to measure progress
Resources and References
• The Balanced Scorecard Institute
• The Bridgespan Group
• Strategic Planning Doesn’t Have to Kill Creativity
• 10 Questions to Jumpstart Your Strategic Planning Process
