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| Strategic Planning | Resources | Strategic Planning Process Notes
Strategic Planning Process Notes

            Strategic Planning

Why do we exist?

 

Organization / External

Assessment

Strategic Directions

 

Shared Vision

What do we want to be, become and be known for?

How will we get there?

Gap Analysis / Capability Review

  • Structures
  • Costs
  • Resources
  • Obstacles
  • Priorities

STRATEGIC

PLAN

Objectives

 

1.     Customer

2.     Internal Processes

3.     Employee Learning and Growth

4.     Financial

 

Analysis

SWOTT

Measures

1.   Customer

2.   Internal Processes

3.   Employee Learning and Growth

4.   Financial

 

 

 

Core Business

OUR PROCESS

Strategic Planning Process

Text Box: FOUNDATION 


  1. Organization / External Assessment
    1. History
    2. Trends
    3. Accomplishments / Setbacks

  2. Analysis
    1. Assets / Liabilities
    2. Strengths
    3. OFIs

  3. Our Core Business
    1. Mission: Why do we exist?  What is our purpose?
    2. What fundamental values guide our organization (really)?
    3. What is our value proposition?
    4. What is our Motive force[1]?

  4. Text Box: STRATEGICShared Vision
    1. What do we want to be, become or be known for?
      OR
    2. Optional futures through strategic profiling (next page)

  5. Strategic Directions
    1. What must be in place for us to achieve our vision?
      OR
    2. (Goals) What results do we need to achieve?

  6. Text Box: TACTICALObjectives: What must we do well in order to implement our strategies?
    1. (Strategy-specific objectives)
    2. Customer
    3. Financial
    4. Internal Processes
    5. Employee Learning & Growth

  1. Capability Review
    1. Structures
    2. Costs
    3. Resources
    4. Obstacles
  1. Measures
    1. Customer
    2. Financial
    3. Internal
    4. Employee Learning and Growth
  1. Action Planning
    1. What
    2. Who
    3. By When

 

Strategic Profiling[2]

An aid to strategic thinking.  Based upon its value proposition, motive force, and other current realities, the Client determines in what areas, and to what levels, it will focus its efforts in order to maximize growth.  Note that the ?tilt? of the chart is from right to left, i.e., products or services which are Breakthrough today will become standard over time ? the organization must continually innovate and allocate resources to maintain its competitiveness.

 

 

Competitive

(maintains competitiveness)

Distinct

(gains competitive edge)

Breakthrough

(achieves dominance)

Product

(Tangible purchase)

 

 

 

 

Service

(Intangible purchase)

 

 

 

Relationship

(Intangible non-purchase)

 

 

 

 

[1] ?A particularly lucrative, desirable, competitive, or other strength that the organization now possesses or wishes to develop in order to reach its desired future.?  What are we driven by?  What our customer?s require?  Our methods of service?  Depending upon the client, this may be part of the pre-work.

[2] This table is from Dr. Alan Weiss? book Process Visuals.
 
 
 
 
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