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1. Strategic Planning Change Drivers from Inside of A Tertiary Education Organization A Caribbean Perspective by: Dr. Aubrey Armstrong

What is Strategic Planning

Internal and External Drivers

The balanced Scorecard

Mistakes to avoid

A holistic View(Annex - 1)

The effective Organization in a Period of change(Annex 2)

It is absolutely necessary for every business to search for the idea that will make the future and to start to work on its realisation.

Big business.seems able to coast for a long time on the courage, work, and vision of earlier executives before they erode and run down.

Peter Drucker

But the future always does come, sooner or later.And it is always different.Even the mightiest company will be in trouble if it doesnot work toward the future.It will lose distinction and leadership.All that will be left is big-company overhead.It will neither control nor understand what is happening.

Peter Drucker

By daring not to take the risk of making the new happen, management takes, by default, the greater risk of being surprised by what will happen.This is the risk that even the largest and richest company cannot afford to take.

Peter Drucker

Strategic Planning is the process of deciding on the objectives of the organization, on changes in these objectives, on the resources used to attain these objectives, and on the policies that are to govern the acquisition, use,and disposition of these resources.

Robert Anthony, Planning and Control

(Harvard Business School Division of

Research, 1965)

Strategic Planning is the continuous process of making present entrepreneurial (risk-Taking) decisions systematically and with the greatest knowledge of their futurity organizing systematically the efforts needed to carry out these decisions; measuring the results of these decisions against expectations through organized,systematic feedback

Peter Drucker, Management: Tasks

Responsibilities, Practices,

(Harper and row, 1974)

For us strategy is the pattern of objectives, purposes or goals, and major policies and plans for achieving these goals,and major policies and plans for achieving these goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be

C R Christensen, etal, Business

Policy: Text and Cases (Irwin, 1973)

Strategic Planning is a planning for the fulfillment of the Organizations fundamental purposes. It includes the process of establishing and clarifying purposes, and determining the major means and Pathways (Strategies) through which these objectives will be pursued.

Peter B Vaill

Environment Turbulent

Multiple Demands From Various Pressure Groups in the Environment

National Planning Systems are weak

Ambiguous Missions/Lack of clearly defined and articulated policies

Conflict Political-Administrative-Technical

Partisan Political Considerations Paramount

Central Political system of decision-making

Objectives are not clear for the Organization. The various units of the Organization, or the various managers in the Organization

Roles of the Various Levels of Managers are unclear

Planning trends is not comprehensiveStrategic But Crisis Oriented

Organization Structures are not carefully designed but usually exist as a matter of historical accident

Control processes are ineffective- Objectives being unclear in the first Place

Management by Survival-Not By results

The Misuse of power(Debilitating results Tendency to Humiliation)

Inability to say no

The tendency to Information Hoarding (Inability to effectively Communicate)

Weakness of Formal Communication Structures and the Concomitant Growth of informal ones

The tendency to Personalize Conflict

The Tendency to Organization Disloyalty

The tendency to Individual rather than team Action/Recognition

Unwillingness to develop subordinates

Unwillingness to have performance measured

What? Should We Benchmark

Who? Should we benchmark against

Measuring your own performance and Balanced Scorecard

FINANCE / RESOURCES

As a Cost Center

Value for money

Control of operating/ expense budget

HUMAN RESOURCE MANAGEMENT

The competencies we require to accomplish our strategy in the context of staffing and training and development

The standards and consequences we require to accomplish our strategy in the context of performance reviews and rewards/motivation

The structure we need to accomplish our strategy and the communication strategy to be employed in the context of leadership, teamwork, communication.

The work processes we require to accomplish our strategy in the context ofrole clarity and responsibility, project standards, change management and process improvement.

CUSTOMER RELATIONSHIPS

Understand customers needs by developing closer relationships

Provide high quality products and services desired by customers

Optimize the delivery channels, aligning to meet evolving customer needs

Communication (tone, clarity, medium)

PROCESSES/OPERATIONS

Efficient management of projects on time/within budget

Response time and accuracy of products/ service to all our customers needs

Integrity of records security

Improvement in workflow

Quality control

In the context of the emerging socio-economic and political environment and

the strengths, weaknesses and competitive position of the College, the

following were identified as the key areas of strategic emphasis in which the

organization must commit major resources over the plan period. These goals

have been organized within the context of a Balanced Scorecard.

Financial or Resource Mobilization

Financial Management

Customer

Stakeholder/Partner Relationship;

Customer Enhancement;

Accreditation of the Institutions Programmes.

Internal Business Process

Information Technology Enhancement Knowledge Systems;

Physical Facilities

Learning and Growth

Organizational Development;

Human Resource Management;

Development of Pedagogy and Andragogy

Quality programmes core areas;

Identifying new niche markets;

Innovating offering and delivering quality non-traditional and specialized educational training;

Keeping the soul and traditions of the institution while making and maintaining strategic alliances (regionally and internationally as well as locally);

Ensuring dedicated, loyal and committed staff.

Empowering staff, students and core constituencies;

Embracing technology and operational innovation;

Contributing to national, organizational and self development;

Improving leadership capacity / capability of our students to global standards;

Strategic infrastructural development;

Ensuring ongoing excellence and accreditation of the Institution and its progreammes.

Where Strategic planning has not been integrated into the organizations total management system. e.g. a strategic planning committee set up with specific meeting periods;

lack of understanding of the different dimensions of planning. (Learning, communication, Team Building, Motivation);

Key stakeholders at different levels in and out of the organization not properly engaged, or contributing to the planning activities.;

The lack of a formal Quality Assurance process and office.

5.Vesting responsibility for planning solely in a planning department. and there is no broad planning process set out as an SOP.

6.In many organizations, management expects that the plans as developed will be realized.

7. Attempting too much at once.

8.Management fails to operate by the plan. but puts it on the shelf.

9. extrapolation and financial projections are confused with planning.

10.Inadequate inputs used in the planning.

11.Many organizations fail to see the overall / big picture of planning.They get caught up on little details.

12. Not rolling out the plan to major stakeholders who can facilitate and implement it.

13. Not internalizing and institutionalizing the planning process so that it is ongoing and major internal and external environmental changes are picked up along the way and no major surprises hit the organization.

14. Not having an ongoing performance evaluation system capable of measuring the progress or lack thereof in achieving the strategic goals.

Holistic Planning allows the top management of a company to look at an enterprise as a whole and the inter-relationship of the parts

Provides a mechanism for the inter-related parts to be

co-ordinated

Sets a Framework for decision making throughout a company

Provides a basis for discussion of divergent means and negotiation of different positions

Provides a basis necessary for performance management (both quantitative and qualitative) i.e. Balanced Scorecard:- Imagination, Innovation, Creativity, Motivation also needs to be considered.

Channels of Communication

Managerial orientation/Training

Sense of Participation/Team Building

Learning

Planning is expensive

Planning is difficult

It attracts internal resistance

Imposes limitations and limits choice

The Effective Organization

(Internal Drivers)

Purposes

Shared Vision, Missions [Clarity, consensus, commitment]

Clear objectives

Clear Roles

Environment

Sensitivity to the environment

Ability to analyze the environment

Informal Norms and Values

Professional

Collegial

Structure

Adaptive/Flexible

Problemsolving capability

Change capability [collaborative review/ revitalization]

Team work as norm

Leadership

Post-Bureaucratic

Knowledge of human systems

Practical theories of guidance

Interpersonal competence

Competence in change and adaptation

Planning/Control

Broad based/visionary/holistic

Performance/programme/budgeting

Participative/collaborative planning systems

Management by objectives and results

Technology/Operating/Mechanisms

Innovative

Problem-solving

Ongoing training/development

Leveraging knowledge

Capitalizing on the wealth of expertise within (without)

Our organizations depend on centralized knowledge, systems and technologies good explicit knowledge

In a Knowledge Era

Leveraging Knowledge

Sharing knowledge freely across boundaries