STRATEGIC FRAMEWORK

Philosophy

Strategy is the direction and scope of an organisation over the long-term, which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations.

In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status.

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Sigmoid Curve

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Types of Organisational Change

Incremental Strategic

Anticipatory

Reactive

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Design: Organisational Leadership

Business Strategy Design vs. Execution

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Execution: Operational

Leadership

Why?

How?

What?

Results/growth

People/relationships

Systems/processes

Partnerships

Where?

InspireInfluence

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Organisational Meaning

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ACT No. 19 of 2002: Commission for the Promotion and Protection of the Rights of

Cultural, Religious and Linguistic Communities Act, 2002.

Legal Framework

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The Six Driving Forces Underpinning the CRL Act

Build on a foundation of :

Equality, non-discrimination & free association

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The Values Underpinning the CRL Act

Equality, non-discrimination & free association

Value driven:

Peace and Harmony Friendship Humanity Tolerance National Unity Mutual Respect

Managerial Leadershipand meaningful

engagement with community councils

and appropriate Institutions

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Nation Building (‘Unity in Diversity’) A Journey not a Destination

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Institutional Mechanisms Created by the CRL Act

Design methodology

‘To build people’s trust and commitment deep in the ranks and inspire their voluntary cooperation,

companies need to build execution into strategy from the start.

A culture of trust and commitment motivates people to execute the agreed structure – not to the letter, but

to the spirit.’

W. Chan Kim & Reneé Mauborgne (Blue Ocean Strategy).

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Strategic Planning Process (SPP)

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• Past performance – operational and strategic (successes and failures).

• PEST(H) – political, economical, sociocultural, technological, historical.

• SWWOT – strengths, weaknesses, ‘why?', opportunities, threats.

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Strategic Planning Process (SPP)

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• Mission, vision, values, strategic objectives. • Action items, measures and targets. • Finalise strategic plan including roll-out (strategy deployment).

Strategic Planning Process (SPP)

Strategic Planning Process (SPP)

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Mission, Vision and Values

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MISSION:To be an agent of social transformation, we acknowledge; represent; and celebrate unity in diversity.

• VISION:Through networking, community- and youth development we enable the co-existence of cultures, religions, and languages in a model which serves as an example to South Africa and the rest of the world.

VALUES:We will be the change we want to see by integrating the values underpinning the CRL Act into our organisational fiber through:

• Peace and Harmony• Friendship• Humanity• Tolerance • National Unity• Mutual Respect

CODE OF CONDUCT

Strategic plan

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Strategic plan…continue

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All citizens and communities, despite their cultural, religious and language differences work

together in peace and harmony towards prosperity and a brighter future for all.

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The ultimate purpose

Development of strategic scorecardThe proposed template :

Strategic objective

Output Measure Owner Frequency Weight Target

Research and Development

Establish & maintain partnerships with stakeholders

Legend:Strategic objectives: What are those aspects critical to do right in order to achieve the objectivesOutput : What need to be achieved/deliveredMeasure : How will we know if a good job was doneOwner : Who in your team will be responsible for this outputFrequency : How often will it be measuredWeight: What is the relevant importance of the value driverTarget : Specifically what need to be achieved as part of the standard job responsibilities

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Strategic objective

Output Measure Owner Frequency Weight Target

Requisite organisational structure

Structure must always follow strategy. Therefore, after a common understanding and acceptance of the strategic framework of the CRL Commission, we will decide upon the most appropriate structure to execute the mandate of the Commission.

Of particular interest will be to pursue the thinking behind a matrix organisational structure to support the management structure.

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Statutory Structure

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• Strategy• Functional

Mapping• Org Analysis • Role

clarification• Job profiles• Job Grading• Org structure

Budget

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Closure

‘It ought to be remembered that there is nothing more difficult to take in hand, more perilous to

conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of

things.’

Niccolò Machiavelli(May 3, 1469 – June 21, 1527)

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