strategic planning & goals setting (1)

8/8/2019 Strategic Planning & Goals Setting (1)

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Establishing priorities what toaccomplish in future

Making choices what to do and whatnot

Pulling organization together around asingle game plan

Broad outline where resources will beallocated


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Assessment existing status

Gap Analysis existing v/s desiredstate

Strategic Plan closing the gap

Monitor Progress Scorecard/Indicators


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A Assessment

B Baseline

C Components

D Down to specifics

E Evaluate


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Vision

Mission

Values

Goals

Indicators


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Statement of how the organizationaspires to be in the future

Expression of desired end state

Long term focus of the organization

What do we want to be..


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Aga Khan University (AKU): AKU will be an autonomous, international institution of distinction,

primarily serving the developing world and Muslim societies ininnovative and enduring ways.

Coca-Cola: Our vision serves as the framework for our Roadmap and guides

every aspect of our business by describing what we need toaccomplish in order to continue achieving sustainable, qualitygrowth.

People: Be a great place to work where people are inspired to be the best theycan be.

Portfolio: Bring to the world a portfolio of quality beverage brands thatanticipate and satisfy people's desires and needs.

Partners: Nurture a winning network of customers and suppliers, together wecreate mutual, enduring value.

Planet: Be a responsible citizen that makes a difference by helping build andsupport sustainable communities.

Profit: Maximize long-term return to shareowners while being mindful of ouroverall responsibilities.

Productivity: Be a highly effective, lean and fast-moving organization.


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Role of organization in society or itsreason for being. Why we existWho we areWhat we do


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Unilever Vitality is at the heart of everything we do. It's in our brands, our

people and our approach to business.

NASA

To explore the Universe and search for life and to inspire the nextgeneration of explorers

Walt Disney To make people happy

Coca-Cola Our Roadmap starts with our mission, which is enduring. It declaresour purpose as a company and serves as the standard againstwhich we weigh our actions and decisions.

To refresh the world... To inspire moments of optimism and happiness... To create value and make a difference.


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Beliefs of the organization

Organization culture

Ethics


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We obey the law and do not compromisemoral or ethical principles ever!

We treat everyone with respect andappreciate individual differences

We are committed to forging public andprivate partnerships that combine diversestrengths, skills and resources

We carefully consider the impact ofbusiness decisions on our people and we

recognize exceptional contributions


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Write Vision and Mission Statement,and define some values for:Nestle

Johnson & JohnsonEngro

Marriot

ShellCitibank


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Goals are written statements of intentand results to be achieved

Shapes the way ahead in actionable

terms

Goals are dreams with deadlines


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Cascade from the Top Vision, Mission,Values

Critical few

Broad participation

Close the gap


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Strategic

Tactical

Operational


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Tactical goals and objectives are directly relatedto the strategic goals of the organization. Theyindicate the levels of achievement necessary inthe departments and divisions of the organization.

Tactical goals and objectives must support thestrategic goals of the organization. E.g. if a strategic goal states that the organization is

going to reduce total costs by 15 percent next year,then the different departments of the company wouldset tactical objectives to decrease their costs by acertain percentage so that the average of alldepartments equals 15 percent.


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Operational goals and objectives aredetermined at the lowest level of theorganization and apply to specific

employees or subdivisions in theorganization. They focus on the individualresponsibilities of employees. E.g. if the department's tactical goal is related to

an increase in return on assets by 5 percent,then the sales manager may have an operationalobjective of increasing sales by 10 percent.


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S - SpecificM - Measureable

A - Action oriented

R - Realistic

T - Time and Resource constrained


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Pre-GoalRequiremen

t / Theme

Goals Strategies Indicators Target Q1 Q2 Q3 Q4 Total Resources


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Indicators a tool that would point in acertain direction. It can measure structure,processes, outcomes, etc.

It is developed on following parameters: Rationale for selectionData Elements numerator and denominatorSamples sizeFrequency of measurement

ResponsibilitiesReporting mechanismBenchmarking/target


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Measure:Warehouse Fill Rate

Target goal:

98.50%

Reporting schedule:

Quarterly

Definition:The measure indicates the effectiveness of warehouse by showing its supply against requesteddemand (items) in percent.Numerator: Total Number of Items provided

_____________________________________ X 100

Denominator: Total number of Items Requested

QTR 1-2009 QTR 2-2009 QTR 3-2009 QTR 4-2009

Numerator 2543 3710 4058

Denominator 2592 3717 4059

Rate/100 98.1% 99.8% 99.9%

Critical 98.2% 99.8% 99.9%

Non-Critical 97.5% 100% 100%

Analysis:

Fill Rate in the 1sr Qtr. 2009 is 98.1% which almost near to our target of 98.5% ,

In 2nd and 3rd Qtr are 99.8% and 99.9% respectively which is above the target of

98.5%. As per our strategy we are regularly following up with Purchasing

Department to avoid Not Available Situations, meeting and coordinating with

our internal customers and review our inventory parameters. Fill Rate of Critical

items i.e. (Medical/Surgical, Laboratory and Pharmaceuticals) is 98.2%)

Action:Review Not Available items on weekly basis (CA)

Review reasons for erratic / change in consumptions patterns and discuss with

customers (CA)

Review Lead Time along with Purchase and Supplier (PA)

Review Stock - Days on Hand Report and share the same with Purchase.(PA)

Responsible:

Warehouse / Distribution / Purchase Management


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Give me a stock clerk with a goal and I'llgive you a man who will make history. Giveme a man with no goals and I'll give you astock clerk.

J.C. Penny

strategic planning & goals setting (1)

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