Strategic Planning Asst.Prof. Vorapoj Promasatayaprot, Ph.D. vorapoj_p2004@tmail.com...

Strategic PlanningStrategic Planning

Asst.Prof. Vorapoj Promasatayaprot, Ph.D.Asst.Prof. Vorapoj Promasatayaprot, Ph.D. vorapoj_p2004@tmail.comvorapoj_p2004@tmail.com

B.P.H.(Public Health Administration), B.P.H.(Public Health Administration),

B.Sc.(Health Education), B.A.(Political Science), M.Sc.(Public Health), B.Sc.(Health Education), B.A.(Political Science), M.Sc.(Public Health), Mini MBA in Health (Chula), Ph.D.(Health System Development)Mini MBA in Health (Chula), Ph.D.(Health System Development)

Faculty of Public Health, Faculty of Public Health,

Mahasarakham University, ThailandMahasarakham University, Thailand

HealthHealth

Health is complete Health is complete physical, mental, physical, mental, social and spiritual social and spiritual well being.well being.

Health Health for Thaifor Thai

Health is complete Health is complete physical, mental, physical, mental, social and social and wisdomwisdom well being.well being.

Area for Area for Health CareHealth Care

-Health Promotiom-Health Promotiom

-Disease Prevention-Disease Prevention

-Nursing-Nursing

-Rehabilitation-Rehabilitation

-Consumer Protection-Consumer Protection

Organization Life CycleOrganization Life CycleOrganization Life CycleOrganization Life Cycle

เจริ�ญเติ�บโติเจริ�ญเติ�บโติเติมที่� เติมที่�

(Maturity)(Maturity)

ติกติ� �ติกติ� �(Decline)(Decline)

New Life New Life CycleCycle

เจริ�ญเติ�บโติเจริ�ญเติ�บโติ(Growth)(Growth)

TimeTime

DevelopmeDevelopmentnt

เริ� มติ�นเริ� มติ�น(introduction)(introduction)

A new direction in A new direction in strategicstrategic planningplanning

1.1. SpeedSpeed

2.2. Learning and renewal Learning and renewal

3.3. Leadership and Leadership and ownership ownership

4.4. CapabilitiesCapabilities

5.5. Business modelingBusiness modeling

SpeedSpeed important in the e-important in the e-

economy, economy, where being first in the where being first in the

market with a value market with a value proposition.proposition.

Learning and renewalLearning and renewal

creates a "living" creates a "living" strategy that stimulates strategy that stimulates innovation and builds innovation and builds organizational resilience organizational resilience over time.over time.

Leadership and Leadership and ownershipownership

vision, andvision, and journey must be built journey must be built

in from the start of the in from the start of the formulation.formulation.

CapabilitiesCapabilities

the heart of the heart of competitive success.competitive success.

Business modelingBusiness modeling to prioritize goals, to prioritize goals, obtain and sustain commitment,obtain and sustain commitment, guide the implementation, guide the implementation, dynamic analysis of options, dynamic analysis of options, scenarios, andscenarios, and ranges of assumptions makes a ranges of assumptions makes a

positive outcome more certain.positive outcome more certain.

Management Information Management Information SystemSystem

Fundamental of information Fundamental of information systemssystems

Solving health problems with Solving health problems with information systemsinformation systems

Information systems technologyInformation systems technology Information systems in health care Information systems in health care

process and managementprocess and management The management of information The management of information

systemssystems

Solving Problem Solving Problem ProcessProcess

Data CollectingData CollectingSituation AnalysisSituation AnalysisSynthesis for Problem IdentificationSynthesis for Problem IdentificationObjective Setting for DevelopmentObjective Setting for DevelopmentMethodology DesignMethodology DesignEvaluationEvaluation

DSPOME/DSDOMEDSPOME/DSDOME

Data Collecting : 5CsData Collecting : 5Cs

CorrectCorrect CompleteComplete ClearClear ConciseConcise CurrentCurrent

Strategic ManagementStrategic Management ProcessProcess

Strategic FormulationStrategic Formulation

ImplementationImplementation

Evaluation & ControlEvaluation & Control

Workshop for Workshop for Strategic PlanningStrategic Planning

1. Environmental 1. Environmental ScanningScanning

2. SWOT ANALYSIS2. SWOT ANALYSIS

3. VISION & MISSION3. VISION & MISSION4. POLICY, GOAL & 4. POLICY, GOAL & MEANSMEANS

ImplementationImplementation

MissionMissionGoalsGoals

ObjectivesObjectives

(Strategic(Strategic Management) Management)

PlanningPlanningStrategy/PolicyStrategy/Policy

Evaluation & ControlEvaluation & Control

InternaInternal l

FactorsFactorsExternal External FactorsFactorsSWOTSWOT

MonitoringMonitoring

Plan/Project/ActivitiesPlan/Project/ActivitiesImplementingImplementing

VisionVision

Environmental ScanningEnvironmental Scanning

ก�ริวิ�เคริ�ะห์�สภ�พแวิดล้�อมก�ริวิ�เคริ�ะห์�สภ�พแวิดล้�อมก�ริติล้�ด

เศริษฐก�จ/ก�ริคล้#ง

ก�ริปฏิ�ริ'ปก�ริศ(กษ�

ริะบบก�ริศ(กษ�

ริะบบส�ธ�ริณส+ข

ส#งคม

SWOTSWOTAnalysisAnalysis

SSituational Analysisituational AnalysisOpportunityOpportunity (O)(O)

StrengthStrength (S)(S)

WeaknessWeakness (W)(W)

Threat (T)Threat (T)

SWOT AnalysisSWOT Analysis

1.1.จ+ดแขงจ+ดแขง (Strength)(Strength)

2.2.จ+ดอ-อน จ+ดอ-อน ((WeaknessWeakness))

3.3.โอก�ส โอก�ส ((OpportunityOpportunity))

4.4.ส� งค+กค�ม ส� งค+กค�ม ((ThreatThreat))

O TO T PolicyPolicy EconomicEconomic Social & demographicSocial & demographic TechnologyTechnology

5 Forces Model5 Forces Model

External FactorsExternal Factors

5 Forces Model5 Forces Model(Michael E. Potter)(Michael E. Potter)

SubstituteSubstituteSupplierSupplierCompetitorCompetitorBuyerBuyerNew ComerNew Comer

An Environment Schemati An Environment Schematicc

An Environment Schemati An Environment Schematicc

CompetitorsCompetitors

SocialSocialTechnologyTechnology

PolicyPolicyEconomicEconomic

BuyersBuyers

SuppliersSuppliers

SubstitutesSubstitutes

New Commers New Commers

General Environment General Environment

Competitive Environment Competitive Environment Competitive Environment Competitive Environment

S WS W ManMan MoneyMoney MaterialMaterial ManagementManagement ManufactureManufacture MarketingMarketing SystemSystem StructureStructure

Internal FactorsInternal Factors

Strategic Strategic QuestionsQuestions

Who are you?Who are you? Who are our customers and Who are our customers and

suppliers?suppliers? Who are our competitors?Who are our competitors? Where are you going?Where are you going? Where are you standing?Where are you standing? How do we get there?How do we get there? How much do we have to pay?How much do we have to pay? How do we know if we are on track?How do we know if we are on track? What is our blueprint for action?What is our blueprint for action?

Value Chain Analysis Value Chain Analysis Value Chain Analysis Value Chain Analysis

InboundInboundLogisticsLogisticsOperationsOperationsOutboundOutbound

LogisticsLogistics ServicesServicesMarketingMarketing and Sales and Sales

Firm InfrastructureFirm Infrastructure

Technology DevelopmentTechnology Development

ProcurementProcurement

Primary Activities Primary Activities

S

up

port

ive

Acti

vit

ies

S

up

port

ive

Acti

vit

ies

Human Resource ManagementHuman Resource Management

Marg

inM

arg

inM

arg

inM

arg

in (Michael E. (Michael E.

PorterPorter::191985)85)

Mahasarakham University Mahasarakham University Strategic Planning Strategic Planning

((2012 – 20162012 – 2016))

MSU VisionMSU Vision Mahasarakham University is a

community-based institution of knowledge and wisdom, academically serving the community with varieties of educational systems and proper technologies, in addition to taking a leading role in research and integration of local wisdom for international recognition.

MSU MissionMSU Mission

The University’s missions include the following: Producing graduates of high capability and decency

with the aim of improving the quality of human resources to fulfill the needs of the nation;

Developing diverse educational systems and academic services of high quality;

Seeking and accumulating knowledge through integration of local and universal wisdom;

Promoting and developing research activities for academic excellence and the community’s sustainable strength.

((MSU Goals)MSU Goals)

Mahasarakham University is strongly determined to seek and accumulate knowledge and wisdom for academic excellence through studies of local wisdom and the integration of universal disciplines for individuals’ intellectual growth andself-development in the aspects of academics, ethics, and morality.

((MSU Objectives)MSU Objectives)In accordance with its philosophy, vision, and mission, as

well as the national higher educational development plan, Mahasarakham University has set up the following objectives:

To provide academic services, promoting and developing academic excellence in a wide variety of areas in order to produce and develop quality graduates and human resources;

To promote research activities for new knowledge, developing Thai wisdom for competitive potential, and strengthening local communities following the philosophy of self-reliant economy and harmonious society;

((MSU Objectives)MSU Objectives) To provide educational services and academic

development at all levels of society so as to consistently strengthen individuals’ and organizations’ sustainable potentials to create stability for effective self-reliance;

To accumulate, conserve, and develop local wisdom, creating the body of knowledge in art and culture in order to be a center for as well as a regional leader of knowledge development;

To manage and develop the university’s administrative system, for efficiency, freedom and flexibility of operation to meet society’s needs.

VisionVision

Forward ThinkingForward ThinkingThe BestThe BestThe MostThe MostThe GreatestThe GreatestThink BigThink BigFor Survive and For Survive and

GrowthGrowth

Vision’s Vision’s TOYOTATOYOTA

To become a second To become a second Ford: a leader in Ford: a leader in automotive innovationautomotive innovation

Vision’s Coca-Vision’s Coca-ColaCola

To put a Coke within To put a Coke within “arm’s reach” of “arm’s reach” of every consumer in every consumer in the Worldthe World

Vision’s CanonVision’s Canon

To “Beat To “Beat Xerox”Xerox”

Vision’s Apollo of Vision’s Apollo of NASANASA

To put a man on the To put a man on the moon before the Sovietsmoon before the Soviets

Vision’s Osotspa Vision’s Osotspa International LTD.International LTD. ((OSIOSI

))

OSOTSPA GOES OSOTSPA GOES GLOBALGLOBAL

((Shark &Shark & M-150M-150))

MissionMission DirectionDirection CoverCover Attack main responsibilityAttack main responsibility Fill problem gapFill problem gap Recognizable by customerRecognizable by customer To be vision successfulTo be vision successful

Mission ConsiderationMission Consideration PurposePurpose The business rationaleThe business rationale Standards and Standards and

BehaviorsBehaviors ValuesValues

GoalGoal

The long range aims The long range aims or end point that you or end point that you or your organization or your organization want to reachwant to reach

ObjectivesObjectives

SMART PrincipleSMART PrincipleSS = Sensible and Specific = Sensible and SpecificMM = Measurable Targets = Measurable TargetsA A = Attainable and = Attainable and

AssignableAssignableRR = Reasonable and Realistic = Reasonable and RealisticTT = Time Available = Time Available

Plans of Plans of StrategiesStrategies

The choice of The choice of alternative strategies alternative strategies needs to be consistent needs to be consistent with the overall with the overall position and direction position and direction of the firm.of the firm.

Create Plans of Create Plans of ActionAction

Develop programs/methods/plans Develop programs/methods/plans of action:of action:

The requirement for achieving The requirement for achieving set goals.set goals.

Who will do which part?Who will do which part? How the different parts tie How the different parts tie

together?together?

WhyWhy WhereWhere WhatWhat

Determine the phases of the Determine the phases of the project.project.

Determine representative that Determine representative that will be responsible for each will be responsible for each phase.phase.

Determine the beginning, Determine the beginning, middle, and end of each phase.middle, and end of each phase.

TimetablTimetableses

WhenWhen

FinancialFinancialHuman resourcesHuman resourcesTimeTime

CostsCosts

- Operating on the Environment Apply Resources - Operating on the Environment Apply Resources

Determine benchmarks Determine benchmarks

to measure strengths to measure strengths

and areas of and areas of improvement.improvement.

Plan Follow-Plan Follow-upup

Strategic Planning Implementation Strategic Planning Implementation for Governmentfor Government

Blue Print for ChargeBlue Print for ChargeStructureStructureProcessProcessPeoplePeopleInformation TechnologyInformation Technology

Thank you for your attentionThank you for your attention