World Class Process for Strategic Planning 2012 - Veteran · teeters on the brink of disaster. ... Theft and Diversio of Nuclear Materi ... Cti thSttiPlCreating the Strategic Plan

A World Class Process for A World Class Process for St t i Pl iSt t i Pl iStrategic PlanningStrategic Planning

Preparing for the FuturePreparing for the FutureDecember 2012

Jack JekowskiInnovative Technology Partnerships, LLCgy p ,

Innovative Technology Partnerships, LLC

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Wh t i St t i Pl i ?What is Strategic Planning?

• A process that can:– Identify key issues impacting an organization– Create awareness of world events and technology– Bring key members of the organization together for

t t i di istrategic discussions– Create action items to enhance the viability of the

organization and better prepare for the futureorganization and better prepare for the future– Motivate individuals to work common goals– Stimulate innovation and entrepreneurship

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– Prioritize activities when limited resources are available


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Wh El C S i Pl i B ?What Else Can Strategic Planning Be?

• It can also be a process that:– Becomes steeped in non value-added activitiesp– Becomes a stand-alone “project”, sapping

resources from the organization with little impact– Creates barriers between management and the rest

of the organization

There is nothing magic about strategic planning - it is the application of a set of tools that, when properly used, can focus the attention and expertise of leaders

iti l d isi m ki t s s ss d i bilit Wh mm i t d t

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on critical decision making to ensure success and viability. When communicated to the organization and supported by leaders, it can also be a powerful motivator to achieve high levels of efficiency and employee satisfaction.


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A D il d Vi f S i Pl iA Detailed View of Strategic Planning

Environmental Scan• Interviews• Review assessments• Collect and review data

D l t k h ld t

Planning Meetings• Identify driving forces• Identify strengths,

weaknesses, opportunities

Issues Development• Issues analyses• Strategic discussions• Future visioning/Scenario

Pl i• Develop stakeholder set• Examine market and

competitors

ppand threats

• Identify issuesPlanning

• Validate Vision and Mission

Strategic discussions occur in every step

Strategy Development• Identify strategies, tactics,

actions and teams• Prioritize• Develop time lines, metrics

Strategy Deployment• Publish Strategic Plan• Publish summary pamphlet• Brief and involve all

stakeholders

Monitor and Feedback• Gather performance data• Report status in public

meetings• Improve process

and milestones• Assign responsibilities

stakeholdersImprove process

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But remember…the greatest value is the stimulation of strategic discussions!


TMCreating the Environment forS i Pl iStrategic Planning

• Commitment from senior management• Commitment to open discussions• Quality time away from the workplace• Focus by senior management on external events and

willingness to change/adapt strategies as they unfold• Open communications with entire organization• Recognition of accomplishments and development

of lessons learned from failures

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T l f St t i Pl iTools of Strategic Planning• Environmental Scan SWOT Driving Forces Critical• Environmental Scan, SWOT, Driving Forces, Critical

Uncertainties, Issues Management, Quality Tools– Gathering available information on the organization, the external

environment and the competition; discussing information in theenvironment, and the competition; discussing information in the context of the strategic position of the organization; and using tools to analyze and summarize

• Quality Criteria Guides – BaldrigeQ y C G g– A world-class process to allow an organization to better prepare itself

in today’s highly competitive environment• Process management/feedback – ISO 9001 and ISO 14001Process management/feedback ISO 9001 and ISO 14001

– Ensures that critical organizational processes are documented and that progress is tracked and improvement strategies implemented

• Scenario Planning - Future Visioning

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Scenario Planning - Future Visioning– A tool used to take a long view of the future - what strategies will

position the organization for success no matter what happens


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E i t l SEnvironmental Scan• Various techniques used to gather information concerning• Various techniques used to gather information concerning

the organization to build a common knowledge base among the management team:

SWOT St th d W k ( ll i t l) d– SWOT – Strengths and Weaknesses (usually internal), and Opportunities and Threats (usually external) for the organization

– Issues management – Identification of key issues impacting the organization may involve formal analysisorganization, may involve formal analysis

– Driving Forces – external events and situations that impact the organization, can be broken down into Social, Technological, Economic, Environmental, and Political (STEEP)

– Assessments, audits and other pertinent information– Competitor analysis – who are they, what do we know about them?– Critical Uncertainties – possible future events that would have a

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pcritical impact on the organization, but are uncertain in how or when they will occur or turn out


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TMBaldrige Criteria: A World Class Process for Assessment

8http://baldrige.nist.gov/Criteria.htm


TMBaldrige Criteria:Th O i i l P filThe Organizational Profile

9Used as an initial self-assessment, the Organizational Profile helps identify potential gaps in key

information and provides a starting focus for identifying performance requirements


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B ld i C i i S i Pl iBaldrige Criteria: Strategic Planning

10The Strategic Planning Criteria provides a methodology and guideline for an

organization to ensure that it has a robust planning system


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TMISO:An International Process StandardISO 9000 d ISO 14000 f ili f t d d• ISO 9000 and ISO 14000 are families of standards

• ISO 9001: 2008 is concerned with “quality management” – what an organization does to ensure that its products or services satisfy the

t ’ lit i t d l ith l ticustomer’s quality requirements and comply with regulations.• ISO 14001: 2004 is primarily concerned with “environmental

management” – what an organization does to minimize harmful effects th i t d b it ti ition the environment caused by its activities.

• Both standards require continuous performance improvement• Both ISO 9001: 2008and ISO 14001: 2004 concern the way an

organization goes about its work, and not directly the result of this work; in other words, they both concern processes, and not products

11http://www.iso.org/iso/home.htm


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What is Scenario Planning? Innovative Technology Partnerships, LLC

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What is Scenario Planning?

A tool used to stretch the imagination of A tool used to stretch the imagination of leaders to anticipate and prepare for probable futures and to speculate and p p

ponder upon improbable futures…

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What Scenarios Require Innovative Technology Partnerships, LLC

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What Scenarios Require A constant feeding through rich, diverse, and thought-provoking

information Becoming aware of your own “filter” and continuously readjusting it to let

in more data about the world Educating yourself on the views of others Educating yourself on the views of others Research, research, research Keeping track of new technologies, one of the most important drivers of

future eventsfuture events Knowledge of the “fringes” – in the 21st Century, the Blogosphere An understanding of the driving forces – Society, Technology, Economics,

Environment and PoliticsEnvironment, and Politics Vocabulary, imagery and rhythm Remarkable people

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A Champion and support resources An understanding of the mental maps of decision makers


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Creating the Scenarios Innovative Technology Partnerships, LLC

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Creating the Scenarios

Environmental ScanEnvironmental Scan

Interviews – the “mindset of management”

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Critical Uncertainties

Unc

erta

inty

2

Extreme Descriptors

Future World WFuture World X

(SWOT)

Driving Forces

Critical Uncertainty 1

Crit

ical

U

Extreme DescriptorsExtreme Descriptors

Predetermined events

141Extreme Descriptors

Future World Y Future World Z


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Identifying Robust Strategies Innovative Technology Partnerships, LLC

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Identifying Robust Strategies

THE GLOBAL NUCLEAR DANGER J. Jekowski THE GLOBAL NUCLEAR DANGER

S i A i

• Growing incidents of nuclear leakagecreate an inevitable path toward use byrogue states• US abandons Nunn-Lugar andreestablishes a testing readiness posture• US abrogates ABM treaty and deploys anABM system• Nuclear incident of 2000

September 9, 1998 Many scenario developments will identify a small number of strategies in each scenario

Scenario A Scenario B

Thef

t and

Div

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nof

Nuc

lear

Mat

eria

ls

“The Dominos Fall”“Prepare for the Terrorists”

Strategy A-1Strategy A-2Strategy A 3

Strategy B-1Strategy B-2Strategy B-3

that are similar - these are the “robust strategies” that should take top priority for the organization -

•CTBT Stalls•Russia political and economicupheavals drive return to nationalism•Nuclear Weapons remain the powersymbol for nation states - Nuclearweapons states abound• Russia resumes testing to ensureviability of stockpile•North Korea Tests, Israel announcesNWS status, Iran and Syria announceplans for nuclear programs

The Proliferationof NuclearWeapons States

o

• CTBT succeeds - SBSS usedas bargaining chip•India and Pakistan disarm• START III implemented, butto levels that assure non-NWSsome level of security• Iraq invaded• Russian economic reformsand Western interventionbegins road to improvement•Famine in North Koreacreates basis for unification

Strategy A-3 Strategy B 3

Strategy C-1Strategy C 2

Strategy D-1

allowing it to be better prepared no matter what world evolves. By rehearsing other strategies

Scenario C Scenario D• Fissile Cut-Off Treaty signed

creates basis for unification

“A Delicate Balance”“A Glimmer of Hope”

Strategy C-2Strategy C-3

Strategy D-2Strategy D-3

for each future world, the management team is better prepared to respond to any event

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Scenario C • Fissile Cut-Off Treaty signed• NPT sets date for total eliminationof Nuclear Weapons• START III leapfrogs Start II• MPC&A technologies evolve andare embraced by nuclear states

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The Evolution of a Scenario Innovative Technology Partnerships, LLC

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The Evolution of a Scenario THE GLOBAL NUCLEAR DANGER

G i i id t f l l k

J. JekowskiSeptember 9, 1998

As the world enters the third millennium, it t t th b i k f di t With th

Scenario A Scenario B

• Growing incidents of nuclear leakagecreate an inevitable path toward use byrogue states• US abandons Nunn-Lugar andreestablishes a testing readiness posture• US abrogates ABM treaty and deploys anABM system• Nuclear incident of 2000

n als

teeters on the brink of disaster. With the proliferation of weapons of mass destruction, mankind no longer has the luxury to allow others to exercise unilateral actions in support of extreme agendas. The potential for a single

•CTBT Stalls•Russia political and economicupheavals drive return to nationalism•Nuclear Weapons remain the powersymbol for nation states - Nuclearweapons states abound• Russia resumes testing to ensureviability of stockpile

The Proliferationof NuclearWeapons States

Thef

t and

Div

ersio

nof

Nuc

lear

Mat

eria

“The Dominos Fall”

• CTBT succeeds - SBSS usedas bargaining chip•India and Pakistan disarm• START III implemented, butto levels that assure non-NWSsome level of security• Iraq invaded• Russian economic reforms

d W t i t ti

“Prepare for the Terrorists” incident to take the lives of millions of people, impact the economy of countries or regions in the trillion of $$, and effect social change of unprecedented scale requires the creation of a new global social conscience and rule of law

Scenario C Scenario D• Fissile Cut-Off Treaty signed

•North Korea Tests, Israel announcesNWS status, Iran and Syria announceplans for nuclear programs

and Western interventionbegins road to improvement•Famine in North Koreacreates basis for unification

“A Delicate Balance”“A Glimmer of Hope”

new global social conscience and rule of law. Unfortunately, mankind has acquired the power for such destruction before it has developed a responsible social structure. In this unstable world a sequence of discontinuities, particularly

Fissile Cut Off Treaty signed• NPT sets date for total eliminationof Nuclear Weapons• START III leapfrogs Start II• MPC&A technologies evolve andare embraced by nuclear states

Constructed in 1998

those for which an inappropriate, or no response occurs, could lead mankind to those desolate worlds so often depicted by Hollywood. It is of paramount importance that world leadership understands the consequences of their actions or

Revisited in 2000

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1998 understands the consequences of their actions or inaction and engage in strategic conversations that identify critical indicators that could lead to the unimaginable…

2000


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C ti th St t i PlCreating the Strategic Plan• Organizations may have different hierarchical definitions for

their plan elements – here is one that can be used as a guide:

CorporateValues G lValues

Vision & Mission

Goals

Strategies

Actions/Tasks

PerformanceMeasures

Results and

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FeedbackEvaluation


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TMDeveloping Time Lines and A i i R ibilitiAssigning Responsibilities

R li i i li b i d k l• Realistic timelines must be assigned to key goals, strategies and objectives

Well thought out metrics must be tied to each– Well thought-out metrics must be tied to each– Individuals/teams must be assigned ownership– Simplified reporting mechanisms must be establishedSimplified reporting mechanisms must be established– Management attention must be paid throughout

E x e c . / C C / I S m e e t i n gM a y 5 8 2 0 0 3 E C r e p o r t t o N S F o n

C C A d o p t s B y l a w s a n d S t r a t e g i c P l a n

D r a f t N e t w o r k S t r a t e g i c P l a n

M a j o r s i t e r e v i e w b y N S F

C O S IM e e t i n g

L a t e J u l y

T o w n M e e t i n g sI L T E R m e e t i n g s

S P W o r k i n g G r o u p s

M i n i S y m p o s i u m a t O S T P ?( N A B M e e t i n g ? )

N e w S i t e s

2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6

C o o p e r a t i v e A g r e e m e n tM a r c h 1 , 2 0 0 3

N a t i o n a l A d v i s o r y B o a r dJ u n e 1 9 - 2 0 , 2 0 0 3

M a y 5 - 8 , 2 0 0 3A l l S c i e n t i s t s m e e t i n g

S e p t . 1 8 - 2 1 , 2 0 0 3

N e t w o r k O f f i c e S t r a t e g i c P l a n n i n g P r o c e s s

pS t r a t e g i c P l a n

F e b . 2 0 0 4B u d g e t P r o p o s a lN e t w o r k O f f i c e

S t r a t e g i c P l a n n i n gJ u n e 5 - 6 , 2 0 0 3 N e t w o r k O f f i c e A n n u a l

r e p o r t Y e a r 1B u d g e t P r o p o s a l

D e c . 1 , 2 0 0 3

N e t w o r k O f f i c e A n n u a l r e p o r t Y e a r 2

D e c . 1 , 2 0 0 4I n c l u d e d e t a i l s o f s t r a t e g i c p l a n n i n g

p r o c e s sB u d g e t P r o p o s a l


D e c . 1 , 2 0 0 6


D e c . 1 , 2 0 0 5

O c t o b e r , 2 0 0 5

2 0 0 8R e n e w a l

P f N t k

R e n e w a l p r o p o s a l r e q u e s tS u b m i s s i o n b y J u n e 1 , 2 0 0 8

C o n t i n u e d y n a m i c r e v i e w o f S t r a t e g i c P l a n

y

C h a i r E l e c t i o nA p r i l

C C M e e t i n g

U N M A n n u a lm e e t i n g

U N M A n n u a lm e e t i n g

U N M A n n u a lm e e t i n g U N M A n n u a l

m e e t i n g

18E x e c u t i v e / C C S t r a t e g i c P l a n n i n g P r o c e s s

I m p l e m e n t m o r e e f f e c t i v e s y s t e m o f m a n a g e m e n t a n d b i - d i r e c t i o n a l

c o m m u n i c a t i o n b e t w e e n N e t w o r k O f f i c e a n d L T E R r e s e a r c h c o m m u n i t y

R e v i e w b y N A B a n d P r o j e c t D i r e c t o r

P r o c e s s f o r N e t w o r k O f f i c e C o n t r a c t

C o n t i n u e d y n a m i c r e v i e w o f S t r a t e g i c P l a n

C u r r e n t N e t w o r k O f f i c e c o n t r a c t e n d s F e b . 2 8 , 2 0 0 9

P o s s i b l e I L T E R g r a n t c o m p e t i t i o n

A S M S u r v e y

S i t e S u r v e y


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P M t/F db kProcess Management/Feedback

• Strategies and Actions must be tracked to ensure not only that they are being accomplished, but also to ensure unwanted behaviors and unintended consequences are not being dri en b themnot being driven by them

• Simplified reporting is a key, but must be sufficient to create strategic discussionsL d hi d ff

1998-2004 STRATEGY #1Position NM MESA for greater financial stabilityJan-June, 1999• Leadership and staff must

be willing to accept changesand discard strategies and

Strategic Tactic/Action Progress AreasStatus

Jan June, 1999

• Fill in this area with specific progress itemsE. Expand partnerships with federal agencies in

New Mexico

TeamEvangeline Sandoval Trujillo,Roberto Valenzuela, ElizabethGallegos, Miquel Robles, Jack

gactions that are no longerpertinent

Improvement Opportunities Action Plans for Improvements

On Schedule Minor Problems Major Problems

• Describe how the improvement opportunities will be implemented• Identify “opportunities” for achievingthe strategy/tactic/action

g , q ,Jekowski

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Strategy Leader


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P bli i i th PlPublicizing the Plan

• Provides the necessary public/peer pressure through organizational and management changes

• Builds organizational focus and trust• Acknowledges work of organization• Provides the basis for budget requests

Examples:Examples:• Wide publicity while plan is in process• Publicizing some of the key issues being addressed – provide opportunitiesfor input

d di i i f i d fi l l ( fl il )

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• Broad dissemination of summarized final result (newspaper, flyers, email, etc.)• Follow up on results of actions – update strategies based on current events• Reward successes


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I th Fi l A l iIn the Final Analysis

S i Pl l f l if h i• Strategic Plans are only of value if they are in constant use by management – strategic planning is not a “one-off” event!is not a one off event!

• The strategies and actions developed today might not be the right ones for tomorrow– The more robust and complete your planning process is,

the more long-lived your strategies will be• A constant refreshing of the strategic plan is• A constant refreshing of the strategic plan is

required based on data, feedback, external driving forces and the resulting open, strategic discussions

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Documents

World Class Process for Strategic Planning 2012 - Veteran · teeters on the brink of disaster. ... Theft and Diversio of Nuclear Materi ... Cti thSttiPlCreating the Strategic Plan