Upload
morgan-clarke
View
216
Download
0
Embed Size (px)
Citation preview
1
2005 IEEE Region 10 AGM31 March, 2005
Strategic PlanningDr. Jung Uck Seo, FIEEE
Chair, IEEE Transnational CommitteePast Director, IEEE Region 10
This presentation is based on the information from www.mindtools.com
2
Leah Jamieson, 2005 VP-Publication Services and Products
We are in a time of change.
The future of the IEEE will depend
on our ability to combine our great
strengths with forward-looking
approaches in member services,
new technologies, and products.
3
The way I understand and interpret
We are in a time of challenge.
The future of the IEEE will depend on our strategic
planning based on the analysis of our strengths, weaknesses,
opportunities, and threats.
4
What Is Strategic Planning?What Is Strategic Planning?
• A process for determining• Where you are• Where you intend to be• How you’re going to get there
5
Why Do It?Why Do It?
• To control the things you can control and deal with the things you can’t
• One way for your organization to add superior value to your customers
• It’s your responsibility as a manager
• If you don’t do it, someone else will
6
The Generic ProcessThe Generic Process
Define current state
Analyze trends
Define future state
Analyze gap
Develop plan
7
Getting PreparedGetting Prepared
• Make it a group project – invite everyone to participate
• Make decisions by consensus, not majority rule
• If possible, get a neutral facilitator
8
Getting Prepared (continued)Getting Prepared (continued)
• Question everything, “assume nothing” – be prepared to put yourself out of business
• As manager, you set the tone – be careful about what you say and do, discuss the “undiscussable”
9
Getting Prepared (continued)Getting Prepared (continued)
• Look ? years out
• Allow enough time (? months minimum)
• Plan series of ?-day meetings with several weeks between each session
10
Defining the Current StateDefining the Current State
• Business definition
• Customer analysis
• Competitor analysis
• Strengths/Weaknesses/Opportunities/
Threats (SWOT) analysis
11
Business DefinitionBusiness Definition
A single paragraph that answers the following questions:
• What is your offering?
• Who buys and consumes it?
• What do they get out of it?
14
Customer AnalysisCustomer Analysis
• Who are they (who makes buying decision)?
• What are their key goals, objectives, and strategies?
• How are they organized?
• What are their critical success factors?
• How do they value for technical information?
15
Customer AnalysisCustomer Analysis
• In your team, discuss what you would like to learn about your customers• External – what are the job? what do they
like or not like?• Internal – how can we help them? what are
their expectations?• How much money do you want to spend?• What skills levels do they have?
23
Competitor AnalysisCompetitor Analysis
• Who are they? (think broadly)• What are their capabilities?• How do we compare?• What are our sources of competitive advantage
(what do we do differently or better)?• What are our strengths, weaknesses, opportunities,
and threats? (SWOT analysis)
24
Competitor Analysis (continued)Competitor Analysis (continued)
• In your teams, discuss who you believe to be your major competitors:• engineers and programmers• marketing, testing and QA, field service• customer service, training, HR, IS depts• outsourcing, independent contractors• accountants, other tech pubs departments• project leaders, product managers QA: Quality Assurance, HR: Human Resource, IS: Information Source
29
SWOT AnalysisSWOT Analysis
Strengths Weaknesses
Opportunities Threats
Knowledge of products
Good to excellent quality
Good operating and managing processes
Solid technical background
Perceived as experts in Web design
No multimedia experience
Don’t have relationships with decision-makers
Weak strategic thinking and business skills
Perceived by some as slow and expensive
Customers need to get more value from information
Leverage Web expertise to create multimedia
Strong demand for information and knowledge of solutions
Continued trend toward outsourcing
New generation of IT tools makes it easier for developers to think they can do work themselves
Customers do not value our information
30
SWOT Analysis (continued)SWOT Analysis (continued)
• In your teams, list four major strengths and four major weaknesses.
31
Analyze TrendsAnalyze Trends
• External forces that drive businesses:• Economics• Resources and environment• International factors• Social change• Technology• Politics
32
Products of Trends AnalysisProducts of Trends Analysis
• List of trends (brainstorm)
• Certainty vs. impact matrix
• Short list of most significant trends
33
Degree of Certainty Vs. ImpactDegree of Certainty Vs. Impact
Must plan for
Minimum resources
if any
Maintain flexibility
in plan
Forget it
High Low
High
Low
Degree of certainty
Impact on business
34
Defining the Future StateDefining the Future State
• What it takes to win
• Vision
35
What It Takes to WinWhat It Takes to Win
Given the most significant trends we identified:
• How can we gain power relative to others in the industry?
• Which customers should we serve?
• Which customer values should we address?
• Which competitors should we focus on?
38
VisionVision
A shared mental picture of how we would like the business to be...
“If you can’t see it, you can’t become it.”
39
Qualities of a VisionQualities of a Vision
• Comes from the mind and heart – asks too much of us
• We alone can make these statements – people recognize them as ours
• Radical and compelling – dramatizes wishes, hopes, and aspirations
• Conscious image that is the cause of our current behavior
40
Creating a VisionCreating a Vision
• Could be a set of statements, a picture, or both
• Should be developed and must be understood and shared by the entire organization
• Should focus on customers, end-users, and other stakeholders
46
Analyzing the GapAnalyzing the Gap
You know where you are (current state)
You know where you intend to be (future state/vision)
So how do you get there?
48
Developing a RoadmapDeveloping a Roadmap
• What needs to be in place at milestones between now and the target date (~five years from now)?
49
Developing a Roadmap (continued)Developing a Roadmap (continued)
• Develop a set of goals, objectives, strategies, and tactics with timelines and responsibilities
or• Develop a milestone chart populated
with events, activities, and metrics
53
Developing a Roadmap (continued)Developing a Roadmap (continued)
• Review work of teams with entire group
• Formalize roadmap in a document distributed/available to everyone
54
List of ObstaclesList of Obstacles
• In your team, develop a short list of obstacles
• For each obstacles, develop at least one possible solution
58
Promoting Your Vision and PlanPromoting Your Vision and Plan
Publicize and promote vision/plan with critical stakeholders:
• Your organization
• Your management
60
Promoting Your Vision and PlanPromoting Your Vision and Plan
• Discuss ways in which you can obtain recognition for your vision and plan.
61
Do’s and Don’t in Planning
62
Why Plan? Avoid wasting effort:
It is easy to spend large amounts of time on activities that in retrospect prove to be irrelevant to the success of the project. Planning helps you to achieve the maximum effect from a given effort.
Take into account all factors, and focus on the critical ones:This ensures that you are aware of the implications of what you want to do, and that you are prepared for all reasonable eventualities.
Be aware of all changes that will need to be made:If you know these, then you can assess in advance the likelihood of being able to make those changes, and take action to ensure that they will be successful.
Gather the resources needed:This ensures that the project will not fail or suffer for lack of a critical resource.
Carry out the task in the most efficient way possibleSo that you conserve your own resources, avoid wasting ecological resources, make a fair profit and are seen as an effective, useful person.
63
Why Do People Avoid Planning? (Organizational problem)
Poor reward structuresWhere an organization often failing to reward success. This often results in a situation where it is better for an individual to do nothing than risk trying to achieve something, fail and be punished.
Fire-fightingAn organization can be so deeply embroiled in crisis management that it simply does not have the time to plan.
The 'get stuck in' cultureAn organization may oppose planning as a waste of time. Managers are so experienced in a job that they do not appreciate that they are planning. The approach cripples inexperienced staff by denying them the benefits of planning, and puts load on experienced managers.
Opposition to Time & Expense of PlanningTime spent on planning is an investment. Some organizations are culturally opposed to spending resources.
64
Why Do People Avoid Planning? (Individual problem)
Laziness
Lack of Commitment and Resistance to Change
Fear of Failure
Experience
Poor Experience of Planning
65
The Planning Cycle
Planning is best thought of as a cycle, not a straight-through process: once a plan has been devised it should be evaluated. This evaluation may be cost or number based, or may use other analytical tools. This analysis may show that the plan specified may cause unwanted consequences, may cost too much, or may simply not work.
66
Elements of a Good PlanHave a clear statement of the current situation Have a clear aim Reflect the resources available Detail the tasks to be carried out, whose
responsibility they are, their priorities and deadlines.
Explain control mechanisms that will alert the manager to difficulties in achieving the plan.
Plan for contingencies, so that a rapid and effective response may be made to crises, perhaps at a time when you are at a low ebb or are confused following a set-back.
67
To Make a Plan Effective, You have to: Involve people affected by the plan to gain their support Explain why the plan is being carried out Sell & resell the benefits to everyone involved Ensure that the required resources are available and
remain available As far as possible keep to existing ways of doing things.
This avoids unnecessary disruption.Build in milestones and review progress. This helps to
keep a sense of movement in the plan, and allows achievement to be rewarded
Use KISS (Keep It Simple and Straightforward) Keep the plan flexible Consider transitional arrangements - how will you keep
things going while you implement the plan?
68
Thank you for your attention!