the evolution of strategic planning:
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The Evolution of Strategic Planning:Strategic Thinking
The Evolution of Strategic Planning:Strategic Thinking
David Kaplan, PhD
ACA Chief Professional Officer
800-347-6647x397
ACA-SR Meeting
October 2007
David Kaplan, PhD
ACA Chief Professional Officer
800-347-6647x397
ACA-SR Meeting
October 2007
CHANGECHANGE
Strategic Thinking vs. Strategic PlanningStrategic Thinking vs. Strategic Planning Asking the right questions Focus Mindset Centrality Timeframe Nimbleness Fun!
Asking the right questions Focus Mindset Centrality Timeframe Nimbleness Fun!
Asking the Right Questions Asking the Right Questions
What do we know about our members and prospective members wants and preferences that is relevant to this issue?
What do we know about current realities and evolving dynamics of that is relevant to this issue?
What do we know about our “capacity” and “strategic position” that is relevant to this issue?
What are the ethical implications of our choices?
What do we know about our members and prospective members wants and preferences that is relevant to this issue?
What do we know about current realities and evolving dynamics of that is relevant to this issue?
What do we know about our “capacity” and “strategic position” that is relevant to this issue?
What are the ethical implications of our choices?
Focus Focus
The focus of strategic thinking is on your core
member
The focus of strategic thinking is on your core
member
Focus QuestionsFocus Questions Who is your core member? How many members on your board
are representative of your core membership?
What do you need to do differently to ensure ample representation of your core member on your board?
Who is your core member? How many members on your board
are representative of your core membership?
What do you need to do differently to ensure ample representation of your core member on your board?
Mindset Mindset
The mindset of strategic thinking revolves around your
members rather than your entities
The mindset of strategic thinking revolves around your
members rather than your entities
Mindset QuestionMindset Question
If our members were watching us during our Board meetings, would they say that they are getting their money’s
worth?
If our members were watching us during our Board meetings, would they say that they are getting their money’s
worth?
CentralityCentrality
Strategic thinking is done by the Board rather than
parceling strategic planning out to a
committee.
Strategic thinking is done by the Board rather than
parceling strategic planning out to a
committee.
There is no more important Board activity than to engage in strategic
thinking. It is the reason Boards exist.
There is no more important Board activity than to engage in strategic
thinking. It is the reason Boards exist.
Centrality QuestionsCentrality Questions
How involved is your Board in critical decision making?
How can you improve the Board’s involvement in decision
making?
How involved is your Board in critical decision making?
How can you improve the Board’s involvement in decision
making?
Timeframe Timeframe
Strategic thinking stays in the present and near future
Strategic thinking stays in the present and near future
Timeframe questionsTimeframe questions
What meaty and important issues are both present and on the horizon for your members (especially your core constituency)?
What threats are present and on the horizon for your members (especially your core constituency)
How can you design a permanent and ongoing system to regularly scan the environment?
What meaty and important issues are both present and on the horizon for your members (especially your core constituency)?
What threats are present and on the horizon for your members (especially your core constituency)
How can you design a permanent and ongoing system to regularly scan the environment?
Nimbleness Nimbleness
Boards that think strategically can respond quickly to
unanticipated needs, events and opportunities
Boards that think strategically can respond quickly to
unanticipated needs, events and opportunities
Nimbleness QuestionsNimbleness Questions
If you found out that a bill to restrict the use of any test or inventory to psychologists in
your state was on the Governor’s desk awaiting his signature, would anything be
done?
What system can you design to be nimble and respond to unanticipated needs, events,
and opportunities?
If you found out that a bill to restrict the use of any test or inventory to psychologists in
your state was on the Governor’s desk awaiting his signature, would anything be
done?
What system can you design to be nimble and respond to unanticipated needs, events,
and opportunities?
Fun Fun
It is much more fun to be a leader in a Board that utilizes
strategic thinking!
It is much more fun to be a leader in a Board that utilizes
strategic thinking!
A Strategic Thinking ExerciseA Strategic Thinking Exercise
What parts of your branch structure work to promote a continual reinvention that meets the ever-changing needs of members?
What parts of your branch structure do not work to promote a continual reinvention that meets the ever-changing needs of members?
Based on the above discussion, what do you need to do?
What parts of your branch structure work to promote a continual reinvention that meets the ever-changing needs of members?
What parts of your branch structure do not work to promote a continual reinvention that meets the ever-changing needs of members?
Based on the above discussion, what do you need to do?
Another Strategic Thinking Exercise
Another Strategic Thinking Exercise
What branch products, services and initiatives give members value for their money. How do you know?
What new products, services, and initiatives would make your branch membership more valuable or even indispensable? How do you know?
What could be your branch signature product?
What branch products, services and initiatives give members value for their money. How do you know?
What new products, services, and initiatives would make your branch membership more valuable or even indispensable? How do you know?
What could be your branch signature product?
Topics for Today’s PracticeTopics for Today’s Practice
1. How can the SR best foster leadership development?
2. How can we facilitate communication and interaction among branches in the SR?
3. How can the SR utilize our business meeting time most effectively and efficiently?
4. How should the SR utilize technology?
5. What areas are not being addressed by the SR that need to be addressed?
6. What is the best approach for facilitating SR critical decision making?
1. How can the SR best foster leadership development?
2. How can we facilitate communication and interaction among branches in the SR?
3. How can the SR utilize our business meeting time most effectively and efficiently?
4. How should the SR utilize technology?
5. What areas are not being addressed by the SR that need to be addressed?
6. What is the best approach for facilitating SR critical decision making?
Asking the Right Questions Asking the Right Questions
What do we know about our members and prospective members wants and preferences that is relevant to this issue?
What do we know about current realities and evolving dynamics that is relevant to this issue?
What do we know about our “capacity” and “strategic position” that is relevant to this issue?
What are the ethical implications of our choices?
What do we know about our members and prospective members wants and preferences that is relevant to this issue?
What do we know about current realities and evolving dynamics that is relevant to this issue?
What do we know about our “capacity” and “strategic position” that is relevant to this issue?
What are the ethical implications of our choices?
ResourcesResources
The Will to Govern Well by Glenn Tecker, Jean Frankel, and Paul Meyer. Published by ASAE; ISBN 0-88034-224-2; available at the ASAE website address listed below.
Millennium Membership: How to Attract and Keep Members in the New Marketplace by Mark Levin. Published by ASAE; ISBN 0-88034-163-7; available at the ASAE website address listed below.
7 Measures of Success: What Remarkable Associations Do That Others Don’t by ASAE & The Center for Association Leadership; ISBN 0-88034-272-2
The Will to Govern Well by Glenn Tecker, Jean Frankel, and Paul Meyer. Published by ASAE; ISBN 0-88034-224-2; available at the ASAE website address listed below.
Millennium Membership: How to Attract and Keep Members in the New Marketplace by Mark Levin. Published by ASAE; ISBN 0-88034-163-7; available at the ASAE website address listed below.
7 Measures of Success: What Remarkable Associations Do That Others Don’t by ASAE & The Center for Association Leadership; ISBN 0-88034-272-2
Resources Resources
American Society for Association Executives (www.asaenet.org)
The Center for Association Leadership (www.centeronline.org)
American Society for Association Executives (www.asaenet.org)
The Center for Association Leadership (www.centeronline.org)
The Evolution of Strategic Planning:Strategic Thinking
The Evolution of Strategic Planning:Strategic Thinking
David Kaplan, PhD
ACA Chief Professional Officer
800-347-6647x397
David Kaplan, PhD
ACA Chief Professional Officer
800-347-6647x397