Strategic Planing & Time Management

8/8/2019 Strategic Planing & Time Management

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Welcome


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Thought for the Day

Believe, the world is mirror


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STRATEGIC PLANING

&

TIME MANAGEMENT

By

B . Athiyaman


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What is Strategic Planning

Process to establish priorities on what you will

accomplish in the future

Forces you to make choices on what you will do

and what you will not do

Pulls the entire organization together around a

single game plan for execution


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Fundamental Questions to Ask

Where are we now? (Assessment)

Where do we need to be? (Gap / Future End

State)

How will we close the gap (Strategic Plan)

How will we monitor our progress (Balanced

Scorecard)


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Failing to plan is planning to fail


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Strategic Planning


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A Good Strategic Plan should .

. . Address critical performance issues Create the right balance between what the

organization is capable of doing vs. what the

organization would like to do

Cover a sufficient time period to close the

performance gap

Visionary convey a desired future end state

Flexible allow and accommodate change

Guide decision making at lower levels

Operational, tactical, individual


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Strategic Planning

First Stage of Strategic Planning may involve:

Futures Thinking

Thinking about what the business might need to do1020 years ahead

Strategic IntentsThinking about key strategic themes that will inform

decision making


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Strategic Planning

The Vision

Communicating to all staff where the organisation isgoing and where it intends to be in the future .Allows the firm to set goals.

Aims and Objectives:

Aims long term target

Objectives the way in which you are going to achieve

the aim .


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Strategic Planning

Example:Aim may be for a chocolate manufacturer to

break into a new overseas market.Objectives: Develop relationships with overseas suppliers Identify network of retail outletsConduct market research to identify consumer needsFind location for overseas sales team HQ


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Strategic Planning

Once the direction is identified:

Analyse position

Develop and introduce strategyEvaluate:

Evaluation is constant and the results of the evaluationfeed back into the vision.


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Analysis


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SWOT

Strengths identifying existing organisational strengths

Weaknesses identifying existing organisational

weaknessesOpportunities what market opportunities might there

be for the organisation to exploit?

Threats where might the threats to the future successcome from ?


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Political: local, national and international political developments how will theyaffect the organisation and in what way/s?

Economic: what are the main economic issues both nationally andinternationally that might affect the organisation?

Social: what are the developing social trends that may impact on how theorganisation operates and what will they mean for future planning?

Technological: changing technology can impact on competitive advantage veryquickly!

PEST


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Five-Forces

Developed by Michael Porter: forces that shape and influencethe industry or market the organisation operates in.

Strength of Barriers to Entry - how easy is it for new rivals toenter the industry?

Extent of rivalry between firms how competitive is the existing

market? Supplier power the greater the power, the less control the

organisation has on the supply of its inputs.

Buyer power how much power do customers in the industryhave?

Threat from substitutes what alternative products and servicesare there and what is the extentof the threat they pose?


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Required Inputs

Changing strategy will impact on the resources neededto carry out the strategy:

Specifically the impact on:

Land opportunities for acquiring land fordevelopment -field sites, etc.,

Labour ease of obtaining the skilled and unskilledlabour required

Capital the type of capital and the cost of the capitalneeded to fulfil the strategy


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Evaluation

Strategy

Continuous Feedback through the Balanced

Scorecard


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Time Management


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At this talk you will learn to:

Clarify your goals and achieve them

Handle people and projects that waste your time

Be involved in better delegation

Work more efficiently with your boss/advisorLearn specific skills and tools to save you time

Overcome stress and procrastination


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Remember that time ismoney

Ben Franklin, 1748Advice to a young tradesman


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Outline

Why is Time Management Important?Goals, Priorities, and PlanningTO DO ListsDesks, paperwork, telephonesScheduling YourselfDelegationMeetings

TechnologyGeneral Advice


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Why Time Management is Important

The Time Famine

Bad time management = stress

This is life advice


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The Problem is Severe

By some estimates, people waste about 2 hours per day.

Signs of time wasting:

Messy desk and cluttered (or no) files

Cant find things

Miss appointments, need to reschedule them lateand/or unprepared for meetings

Tired/unable to concentrate


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Hear me Now, Believe me Later

Being successful doesnt make you manage yourtime well.

Managing your time well makes you successful.


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Goals, Priorities, and Planning

Why am I doing this?

What is the goal?

Why will I succeed?

What happens if I chose not to do it?


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Procrastination

Procrastination is the

thief of time

Edward YoungNight Thoughts, 1742


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Avoiding Procrastination

Doing things at the last minute is much moreexpensive than just before the last minute

Deadlines are really important: establish themyourself!


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Thank You

Documents

Strategic Planing & Time Management