12
INTRODUCTION TO DESIGNING & IMPLEMENTING COHERENT GROWTH STRATEGIES January 2012 Natalie Walrond Consulting, We achieve more when we pull toget

NAW LLC Growth Planning Slides

Embed Size (px)

DESCRIPTION

Natalie Walrond Consulting LLC's approach to growth planning, especially for education organizations

Citation preview

Page 1: NAW LLC Growth Planning Slides

INTRODUCTION TO DESIGNING & IMPLEMENTING COHERENT GROWTH STRATEGIES

January 2012

Natalie Walrond Consulting, LLCWe achieve more when we pull together

Page 2: NAW LLC Growth Planning Slides

2

INTRODUCTION

Natalie Walrond Consulting LLC specializes in strategic planning that results in comprehensive and coherent growth plans. Our projects are tailored to each client’s needs and range from assessing impact and understanding the ecosystem in which clients work, to setting growth goals and prioritizing growth opportunities, to designing a coherent plan for the future. We bring a strong point-of-view about the mission of improving public education to serve all children well, and we believe that in this crowded and ever-changing landscape, a thoughtful strategy is an essential first step to achieving an organization’s goals. Our clients vary in maturity, business model, and need. A coherent, comprehensive growth strategy is comprised of three big areas of work and several sub-pieces. Our strategic planning process can be illustrated this way:

I. Discovery II. Prioritization III. Planning

Page 3: NAW LLC Growth Planning Slides

3

A COMPREHENSIVE GROWTH STRATEGY

• …is aligned with the organization’s mission and vision, and guides all major areas of work.

• …comes from the organization, not the consultant. I design and facilitate a good process to elicit your best thinking.

• …reflects the interdependencies of all parts of the organization.

• …illustrates the aspirations, limitations, and priorities of the board and leadership team.

Page 4: NAW LLC Growth Planning Slides

4

GROWTH PLANNING PARTICIPANTS

ROLES RESPONSIBILITIES WITH RESPECT TO STRATEGIC PLANNING

Board Set priorities and strategy toward missionApprove metrics and milestones toward missionHold ED or CEO accountable for achieving mission

Executive Director or CEO

Lead the organizationPartner with board to set priorities and strategy toward missionHold staff accountable for achieving mission

Leadership Team

Establish milestones and metrics toward mission

Staff Specialists

Execute the workCollect data

Customers Provide feedback on impact

Partners Collaborate and share risk

Funders Inform priorities and opportunities

Competitors Provide benchmarking data

Consultant Design, guide, and manage the process

Page 5: NAW LLC Growth Planning Slides

5

INTRODUCT ION TO MISS ION, V IS ION , THEORY OF CHANGE , THEORY OF ACT ION

Purpose of the Organization

Mission

How the education space will change

Theory of Change

How the organization participates in the Theory

of Change

Theory of Action

What the education space can be

Vision

The Goal The path to the goal

Th

e O

rgan

izati

on

Th

e E

du

cati

on

Sp

ace

Page 6: NAW LLC Growth Planning Slides

6

THREE PHASES OF GROWTH PLANNING

I. Discovery• Assessment of organizational effectiveness• Analysis of ecosystem

II. Prioritization

• Alignment of growth and impact goals with mission and vision

• Identification of universe of growth & impact strategies

• Analysis of potential strategies• Prioritization of potential strategies

III. Planning

• Program strategy• Marketing & Sales Strategy• Funder & Partnership Strategy• Staffing Strategy• Key milestones & metrics• Learning agenda• Long range financial model• A Coherent Strategy Including All of These

Components

Page 7: NAW LLC Growth Planning Slides

7

NINE STEPS TO GROWTH PLANNING

I DiscoveryII

Prioritization

III

Planning

1. Review Aspirations: Mission,

Vision, Theories of Action & Change

2. Due diligence on

internal status

S

W

3. Due diligence on

external status

O

T

4. Gap Analysis

8. Articulate impact of key strategies on

every aspect of the organization

9. Identify metrics,

milestones, risks and their

mitigation strategies, and

learning agenda

5. Identify strategies

7. Prioritize Strategies

6. Analyze Strategies

Page 8: NAW LLC Growth Planning Slides

8

PHASES OF GROWTH PLANNING

PHASE ACTIVITIES OUTCOMES

I. Discovery Use internal documents, interviews, focus groups, surveys, and research to evaluate the organizations performance to date.

An assessment of organizational effectiveness and an ecosystem assessment, which illustrate areas of strengths, weaknesses, opportunities, and threats

II. Prioritization

From the outcomes of the discovery phase:• Surface potential strategies• Analyze strategies• Prioritize strategies

An analysis of potential growth and impact strategies

III. Planning Design component strategies to support each key initiative:• Program strategies• Marketing and sales strategy• Funder & partnership strategy• Staffing strategy • Long range financial model• Key milestones & metrics• Learning Agenda

A coherent, comprehensive growth plan

Page 9: NAW LLC Growth Planning Slides

PHASE I : DISCOVERY

Program alignment with

the Mission, Vision, Theory of

Change, & Theory of Action

Market Knowledge,

including competitors and

collaborators

Evaluation of Internal Systems,

including staffing, go-to-

market strategies

Evaluation of Impact for all

constituencies

Long Range Financial Model, including metrics

& milestones

The discovery process allows an organization to beginning planning with a shared understanding of its successes and challenges. It is an essential part of starting an informed planning process. Components of discovery include:

Page 10: NAW LLC Growth Planning Slides

10

PHASE I I : PRIORITIZATION

High Impact

Low Risk

Low Cost

A list of potential growth and impact strategies is generated based on what we learn in the discovery phase, and those opportunities are prioritized based on impact, cost, and risk.

Page 11: NAW LLC Growth Planning Slides

11

PHASE I I I : PLANNING

Key Initiatives

Program Strategy

Marketing & Sales Strategy

Partnership & Funder Strategy

Staffing Strategy

Long Range Financial

Model

Learning Agenda

Key Metrics &

Milestones

Key strategies anchor a comprehensive growth strategy and inform all major functions of the organization.

Page 12: NAW LLC Growth Planning Slides

12

NATALIE’S BIOGRAPHY

Natalie Walrond is the founder and principal of Natalie Walrond Consulting, LLC. Natalie brings to her engagements 18 years of experience in education, finance, and strategy for both for-profit and nonprofit organizations. Her advisory, communication, project management, and group facilitation skills were developed in a variety of roles: investor, management, board leadership, and outside consultant. Natalie earned a bachelor’s degree in international studies and international business from Trinity University and an MBA from the University of Chicago, with concentrations in analytic finance and policy studies.  She earned the Chartered Financial Analyst designation in 1999.

In addition to her consulting practice, Natalie serves on the boards of several education organizations:  Beyond 12, Envision Education, and Live Oak School.  For more information please go to http://nataliewalrond.com/