Strategic Planning

Things to Consider Things to Consider when Strategic when Strategic

PlanningPlanning

Duane HamptonDuane Hampton

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STRATEGIC PLAN

MARKETING PLAN

LONG-RANGE

P

LAN

PLAN OF WORK

? ?

?

?

??

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Toward Integrated Toward Integrated PlanningPlanning

Strategic PlanPlan of Work

IntegratedPlanning

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Integrated PlanningIntegrated Planning

Strategic

Operational

Tactical

3-5 Years

1-3 Years

1 Year or less

Goals for Strategic PlanningGoals for Strategic Planning

To Build “Prepared Minds”To Build “Prepared Minds” – to make sure that – to make sure that decisions makers have a solid understanding of decisions makers have a solid understanding of the business, its strategy and the assumptions the business, its strategy and the assumptions behind that strategy, thereby making it possible behind that strategy, thereby making it possible for executives to respond swiftly to challenges for executives to respond swiftly to challenges and opportunities as they occur in real time.and opportunities as they occur in real time.

To Increase the innovativeness of your business To Increase the innovativeness of your business unit strategiesunit strategies – to provide a strategic focus and – to provide a strategic focus and drives strategic creativity.drives strategic creativity.

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Strategic Strategic PlanningPlanningA disciplined effort to A disciplined effort to produce fundamental produce fundamental decisions and actions decisions and actions that shape and guide that shape and guide what an organization what an organization is, what it does, and is, what it does, and why it does it. why it does it.

From, Terry Gifford, Don Pettit Michael W. DuttweilerCornell Cooperative ExtensionMay 2002

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Strategic Strategic PlanningPlanning

(short definition)(short definition)

““The process of The process of building a vision and building a vision and

the means to the means to carry it out”carry it out”

“Strategic Planning and the Non Profit Board” by Dabney G. Park, Jr.“Strategic Planning and the Non Profit Board” by Dabney G. Park, Jr.

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Long-range planningLong-range planning generally generally involves development of a plan for involves development of a plan for accomplishing a goal or set of goals accomplishing a goal or set of goals over a period of years assuming over a period of years assuming predictable, fairly static conditions.predictable, fairly static conditions.

Strategic planningStrategic planning assumes the need assumes the need to be responsive to a dynamic, to be responsive to a dynamic, changing environment. changing environment.

From: Alliance for Non-Profit Management 2002From: Alliance for Non-Profit Management 2002

Strategic Planning Strategic Planning vs.vs.

Long-Range Long-Range PlanningPlanning

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Components of Planning Components of Planning ProcessProcess

The chargeThe charge LeadershipLeadership Organizing groupOrganizing group Support for processSupport for process TimetableTimetable Relationship to other Relationship to other

decisionmakingdecisionmaking Desired outcomesDesired outcomesFrom: Strategic Planning: A Human Resource Tool for Higher Education. College and From: Strategic Planning: A Human Resource Tool for Higher Education. College and

University Personnel Association. 121 pp.University Personnel Association. 121 pp.

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Planning Development

Strategy/Methods

ProgramDelivery

Needs/Opportunities

Indicators

Results- Outcomes- Impacts

Niche &Priorities

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Levels of PlanningLevels of Planning

Plan of WorkDirection/Strategy

Operations/Tactics Activity Plans

Implementation Plans

Getting the Getting the Most from Most from PlanningPlanning

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What can planning What can planning do for you?do for you?

Promotes self assessment and Promotes self assessment and continuous improvement.continuous improvement.

Positioning for future success.Positioning for future success. Provides framework for Provides framework for

decision making; helps make decision making; helps make tradeoffs explicit.tradeoffs explicit.

Promotes feasibility testing.Promotes feasibility testing. Demonstrates stewardship of Demonstrates stewardship of

resources/ responsiveness to resources/ responsiveness to needs.needs.

From Terry Gifford, Don Pettit Michael W. DuttweilerCornell Cooperative ExtensionMay 2002

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What do “good” What do “good” plans look like?plans look like?

““Fit” with need and organizational Fit” with need and organizational context.context.

Well documented.Well documented. Includes strategic, operational and Includes strategic, operational and

tactical components as tactical components as appropriate. appropriate.

Involvement/communication plan.Involvement/communication plan. Clear accountability for Clear accountability for

implementation.implementation. Plan for follow-up and use.Plan for follow-up and use. Timeframe and means for Timeframe and means for

updating.updating.

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Planning AdvicePlanning Advice Stay flexible and adaptable. Stay flexible and adaptable.

Remember that Remember that planningplanning and and life life often do occur simultaneously.often do occur simultaneously.

Remember that different groups view Remember that different groups view a planning process differently at a planning process differently at different times.different times.

From: Strategic Planning: A Human Resource Tool for Higher Education. College and From: Strategic Planning: A Human Resource Tool for Higher Education. College and University Personnel Association. 121 pp.University Personnel Association. 121 pp.

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Planning PitfallsPlanning Pitfalls

Regarding the plan as an endpointRegarding the plan as an endpoint Regarding the plan as unalterableRegarding the plan as unalterable Failing to question assumptionsFailing to question assumptions Failing to gain organizational Failing to gain organizational

commitmentcommitment Adopting the wrong goalsAdopting the wrong goals Imposing unnecessary limitationsImposing unnecessary limitations

From: Gordon, G.L. 1993. Strategic Planning for Local Government, From: Gordon, G.L. 1993. Strategic Planning for Local Government, International City/County Management Association. 119 pp.International City/County Management Association. 119 pp.

Focus on Focus on Strategic Strategic PlanningPlanning

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Steps in Strategic PlanningSteps in Strategic Planning1. Initiating and agreeing on a planning1. Initiating and agreeing on a planning

processprocess

2. Identify organizational mandates2. Identify organizational mandates

3. Establish an effective organizational3. Establish an effective organizational

vision for the futurevision for the future

4. Clarify organizational mission and 4. Clarify organizational mission and valuesvalues

5. Assess the external environment:5. Assess the external environment:

Opportunities and ThreatsOpportunities and Threats

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Steps in Strategic PlanningSteps in Strategic Planning

6. Assess the internal 6. Assess the internal

environment: Strengths and environment: Strengths and

WeaknessesWeaknesses

7. Identify Key Strategic Issues7. Identify Key Strategic Issues

8. Formulate strategies to 8. Formulate strategies to

manage issuesmanage issues

9. Plans for use, review, and 9. Plans for use, review, and

updating updating

From Terry Gifford, Don Pettit Michael W. DuttweilerCornell Cooperative

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What is needed andfeasible in yourservice area?

OPPORTUNITIES/ THREATS

What do youintend to do?

MISSION

What are youcapable of doing?

STRENGTHS/ WEAKNESSES

THE “FIT”

from “Strategic Planning Notebook”, Wilder Foundation

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Why Initiate Strategic Why Initiate Strategic Planning?Planning?

To clarify future directionTo clarify future direction To survive and flourish To survive and flourish To solve organizational problemsTo solve organizational problems To build teamworkTo build teamwork To direct the organization’s To direct the organization’s

futurefuture

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When When NotNot to Initiate to Initiate Strategic Planning?Strategic Planning?

When facing an organizational crisisWhen facing an organizational crisis When there is no leadership buy-inWhen there is no leadership buy-in When implementation is unlikelyWhen implementation is unlikely When costs outweigh benefitsWhen costs outweigh benefits

From Terry Gifford, Don Pettit Michael W. DuttweilerCornell Cooperative

Strategic Planning ProcessStrategic Planning Process

Strategic PlanningStrategic Planning

MarkMarket et DriveDriverr

Tech. Tech. RoadmaRoadmapp

Prod. & Prod. & Service Service RoadmaRoadmapp

Tactical Tactical PlansPlans

DS DS MarkMarketet

One One stop stop ShopShop

Bundling Bundling ServicesServices

HPI HPI MarkMarketet

IncreasIncreased ed usage usage of of alternatalternative ive fuelsfuels

New New Product Product developmedevelopmentnt

PipePipe—line —line Int.Int.

Strategic Initiatives

In-Progress

Scenario PlanningScenario Planning

TodayToday 20102010 20202020




MarkeMarket t DriverDriver






DS DS MarkMarketet

HPI HPI MarkMarketet

WateWater r MarkMarketet

3YIP

Market Drivers

Industry Roadmap

Voice of Customer

Competitive Landscape

Disruptive Technologies

Regulatory Issues

Political

Economic Climate

Technology Roadmapsand

Different Scenarios

3rd Party Products

New Products

New Services

Modified Products

Acquisitions and Mergers

Roadmap Development ProcessRoadmap Development ProcessProduct RoadmapDevelop Future State

YearYear

20072007Market Market DriversDrivers

20082008Market Market DriversDrivers

20092009Mkt.Mkt.

DriversDrivers

20102010MarketMarketDriversDrivers


20122012Mkt.Mkt.

DriversDrivers


New ProductNew Product DevelopDevelop Intro.Intro. GrowthGrowth GrowthGrowthMaturitMaturityy

RationaRationalizelize DevelopDevelop

New ServiceNew Service AssessAssess DevelopDevelop Intro.Intro. GrowthGrowth GrowthGrowth DevelopDevelop

3rd Party 3rd Party ProductProduct AssessAssess DevelopDevelop Intro.Intro. GrowthGrowth GrowthGrowth

RationalizRationalizee

Product Product ModificationModification ModifyModify

IntroductiIntroductionon GrowthGrowth GrowthGrowth GrowthGrowth DevelopDevelop

Acquisition and Acquisition and MergerMerger AssessAssess AssessAssess

AcquirAcquiree Intro.Intro. GrowthGrowth GrowthGrowth DevelopDevelop

Sales / Marketing Sales / Marketing RelationshipRelationship

Outstanding

Very Satisfactory

Satisfactory

Average

Not Satisfactory

Poor

Horrible

Expected Result

Actual Results

1. Lead Quality

2. Lead Quantity

3. Collateral Quality

4. Messaging

5. Lead Distribution

6. Web site Quality

7. Service

8. Responsiveness

9. Time spent in field

10. Available Resources/Case Studies

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Business

Strategic Planning