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Strategic Leader
& Strategic Planning
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A strategy is a plan of action designed to achieve a particular goal.Strategy deals with the how part rather than the what.
Road map to the future
Strategic _VWUWÕMLN_adjective -relating to the
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How Leaders Think: The Strategic Mindset
Is adaptive to realities and flexible in choice of tactics. Recognizes that once action begins, thegame board is fluid, offering both new threats andnew opportunities.
Where possible, tries to achieve multiple
objectives with singular action
Has the discipline to remain composed when theunexpected occur s.
Let us examine«
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Capitalizes on crises or change, turns them toadvantages
Stays future focused
Doesn¶t signal punches
Knows what can be conceded or lost, and what is essential to retain, preserve or gain.
How Leaders Think:
The Strategic Mindset
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How Leaders Think: The Strategic Mindset
Doesn¶t bluff when stakes are critical
Maintains forward momentum
Uses surprise and speed to advantage
Does not rest on old glories
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How Leaders
Think:
The Strategic Mindset
Taps diver se points of view in planning
Master of the art of ³what¶s possible.´
Prefer
staking the offen
sive
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If you fail to plan. You plan tofail
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The Management Cycle
Planning
Evaluation
Implementation
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Strategic Management
Involves four processes:
1. Situational Analysis
2. Strategy Formulation
3. Strategy
Implementation
4. Strategic Control
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Strategic Management
INTERN AL
SITUATIONEXTERN AL
ENVIRONMENT
Political, Regulatory,
Economic, Technological,
Social, Competitive
Vision,
Values,
Culture, Finance,
Organization
Human
Resources,
Marketing, Information
Systems
-philosophy of managing that attempts toorchestrate a fit between the organization¶s external
environment and its internal situation
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EXTERN AL
ENVIRONMENT
Political, Regulatory,
Economic, Technological,
Social, Competitive
INTERN AL
SITUATION
Vision,
Values,
Culture,
Finance,
Organization
Human
Resources,
Marketing,
Information
Systems
Strategic Management-philosophy of managing that attempts toorchestrate a fit between the organization¶s external
environment and its internal situation
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Strategic Planning Is the actual process
of creating strategy
Identifying the desired
future of the institutionand developing
decision guidelines
Result
sin a plan or strategy
Organization-specific
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Linking Strategy Formulation with
Situational Analysis: Check Procedure
Strategies selected by the organization should«« address external opportunities or threats
« draw on internal strengths or fix weaknesses
« keep the organization within the parameter s of the mission
« move the organization toward the vision« make progress toward achieving one or more of the orgznl goals
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Benefits of being Strategic
a. Pro active, data driven and forward looking.
b. Institution will have a self-concept, specific goals, guidance and consistency in decision making
c. Leader s would under stand the present, think about
the future and recognize the signals that suggestchange
d. There will be both vertical and horizontalcommunication
e. Overall coordination within the organization will be
improvedf . Innovation and change will be encouraged within the
organization
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WHYWHATHOW
Th e
of a Strategic Small Group.
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WHYWHATHOW
Th e
Th e Purpose
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OUR PUR POSE
Our Reason for Being
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If we don¶t know what we¶re looking for ,
we¶ll never find it.
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A compelling and delicious Vision
We strive to be excellent through exceedingour guests¶ expectations by providing a diningexperience that is Sensual, Spiritual andSavory.
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WHYWHATHOW
Th e
Th e Met h odology
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F undamental Strategic Questions to ask
Where are we now? (Assessment) Where are we now? (Assessment)
Where do we need to be? (Gap / Future Where do we need to be? (Gap / Future
End State)End State)How will we close the gap (Strategic Plan)How will we close the gap (Strategic Plan)
How will we monitor our progressHow will we monitor our progress
(Balanced Scorecard)(Balanced Scorecard) What is your niche? What is your niche?
Who is your customer? Who is your customer?
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STRENGTHS
CAPITALIZE
SHORE UP
INVEST
IDENTIFY
INTERNAL
PRIMARY DATA
CONTROLLABLE
EXTERNAL
SECONDARY DATA
UNCONTROLLABLE
Customer Feedback
Employees Feedback
SEGMENTS
PERFORMANCE
RESOURCES
PROCESS
INDUSTRY
POLITICAL
ENVIRONMENTAL
SOCIAL TECHNOLOGY
ECONOMIC
LEGAL
COMPETITORS
CUSTOMER FEEDBACK
OPPORTUNITIES
WEAKNESSES THREATS
SWOT ANALYSIS
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Ansoff Product/Market Growth Matrix
The Prod uct/Mar ket Grid of Ansoff is a model that has proven to be veryuseful in business unit strate gy processe s to determ ine business growt h
opport unities. The Prod uct/M arket Grid ha s two dimensions: prod ucts andmarkets
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WHYWHATHOW
Th e
Th e C h ange Levers
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AWESOMELY SIMPLE
The Key Strategies
of a Strategic
Church
John Spence
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1.0 Christ-like leadership
«its about inspiring
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2.0 involvement
«its about engaging
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3.0
communicating to Godthroug h prayers &
communicating the vision
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Two keys to an effective vision:
Over-communicate
LIVE it every day
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4.0 learning
«its about building skills and competence
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Ellen G. W h ite
The Lord desires you to study yourBibles. He has not given any additionallight to take the place of His Word. This
light is to bring confused minds to HisWord, which, if eaten and digested, is asthe lifeblood of the soul. Then good
works will be seen as light shining indarkness. (Letter 130, 1901.)
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Conclusion
Putting it all together apply strategic management,strategic planning and strategies to become a StrategicChurch
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MORAL
Our Spiritual Gif ts are only useful if you
are at the right place!
Where are you now?
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I s t h ere a better way?
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Strategies
Our attitude when we plan should result in thiskind of prayer: God, we want your will aboveeverything else. We¶re not just asking you to bless whatever plan we devise²we want your wisdom. We want to move by your directionand in your timing. Please guide our thoughtsand keep our hearts tuned to yours.
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