Strategic Planning

1
Strategic Planning

• Key to the success of an organization

2
If you fail to plan, you plan you fail

• ,
• In Leadership

3
Definition

• Strategic Planning is an organizations process
  of defining its strategy, or direction, and
  making decisions on allocating its resources to
  pursue this strategy, including its capital and
  people.
• Strategizing is determining the future of an
  organization by considering its actual state and
  putting up steps toward a better future.

4
The Meaning of a Strategy

• From Greek (stratigo), the art of the general. It
  is a combination of the ends ( goals) for which
  the organization is striving and the means (
  policies) by which it is seeking to get there.
• Sometimes, organizations summarize goals and
  objectives into a Mission Statement and/or a
  Vision statement. Others begin of Mission and
  Vision and use them to formulate goals and
  objectives.

5
Tools and Techniques Used in Strategy

• Various business analysis techniques can be used
  in strategic planning, including SWOT analysis (
  Strengths, Weaknesses, Opportunities, and
  Threats), PEST analysis (Political, Economic,
  Social, an Technological), STEER analysis (
  Socio-cultural, Technological, Economic,
  Ecological, Regulatory factors), and EPISTEL
  (Environment, Political, Informatic, Social,
  Technological, Economic, and Legal) to determine
  the actual situation of the organization.
• We choose to use the simplest of all, which SWOT
  analysis.

6
Main Key questions in Strategic Planning

• What do we do? Objet of our strategy
• (For) Who (m) do we do it? Beneficiary
• When do we do it? Time frame
• Why do we do it? Rationale-is it relevant?
• Where do we do it? Place, venue and location of
  the project
• How do we do it? Means to be used (Resources
  spiritual (Mental) Human Financial
  Material.
• In business they can add another question How
  can we avoid or beat competition. Their idea is
  more of defeating the competitors than to excel.

7
The Essence of a Strategy

• A Strategic Planning is viewed in many
  organizations as a process for determining where
  an organization is going over the next year
  (short term) or more typically 3 to 5 years (
  Long term).
• However, some organizations extend their vision
  to 20 years e.g. Kenya with vision 2030.

8
Understanding Strategic Planning

• Though the past could be important, the present
  is very important, and the future, the most
  important.
• In order to determine where it is going, an
  organization needs to know exactly where it
  stands, then determine where it wants to go and
  how it will get there.
• The strategy is therefore a tool for effectively
  plotting the direction of a company however
  strategic planning itself cannot foretell exactly
  how the market will evolve and what issues will
  surface in the coming days in order to plan the
  organizational strategy. Therefore, strategic
  innovation and tinkering have to be a cornerstone
  for the survival of the organization in times of
  turbulence in business climate.

9
Three Big Steps Before Strategizing

• Vision Statement
• Mission Statement
• Values

10
1. Vision Statement

• Vision is needed in order to render it in the
  form of a statement.
• Vision defines the desired or intended future
  state of an organization or enterprise in terms
  of its fundamental objective or strategy
  direction.
• A Vision Statement is a long term view, sometimes
  describing how the organization would like the
  world in which it operates to be.
• It concentrates in the future it is a source of
  inspiration. It provides clear decision making
  criteria.
• For example a charity working with the poor might
  have a vision statement which reads A world
  without poverty.

11
Features of An Effective Vision Statement

• Clarity and lack of ambiguity
• Vivid and clear picture
• Description of a bright future
• Memorable and engaging wording
• Realistic aspirations
• Alignment with the organizational values and
  culture
• An organizational Vision Statement must become
  assimilated into the organizations culture I
  am working in order to put a man on the moon.

12
Reflection on the ECD Vision

• Destined To Fly

13
The Role of Leaders

• Leaders have the responsibility of communicating
  the vision regularly, creating narratives that
  illustrate the vision, acting as role-models by
  embodying the vision, creating short-term
  objectives compatible with the vision, and
  encouraging others to craft their own personal
  vision compatible with the organizations overall
  vision.
• Mission Statements need to be subjected to an
  internal and an external assessments.
• The internal assessment should focus on how
  members inside the organization interpret their
  mission statement.
• The external assessment which includes all of
  the business stakeholders is important since it
  offers a different perspective. The
  discrepancies between the two can give insight on
  the organizations Mission Statement
  effectiveness.

14
2. Mission Statement

• Mission Defines the fundamental purpose of an
  organization or enterprise, succinctly describing
  why it exists and what it does to achieve its
  vision.
• It informs you of the desired level of
  performance.
• The Mission Statement is used to set out the
  picture of the organization now and in the
  future.
• A Mission Statement provides details of what is
  done and answers the question What do we do?.
  For example, the charity might provide job
  training for the homeless and unemployed

15
3. The Importance of A Mission Statement

• A Mission Statement can resemble a Vision
  Statement in a few companies, but that can be a
  grave mistake.
• A Mission Statement provides a path to realize
  the vision in line with its values.
• The Mission Statement can galvanize people to
  achieve defined objectives if it can be
  elucidated in SMART ( Specific Measurable
  Achievable Relevant Time-bound ).

16
4. The Advantage of Having a Mission/Vision
Statement

• It crates values for those who get exposed to the
  statement, and those prospects are managers,
  employees, and sometimes even customers.
• Statements create a sense of direction and
  opportunity. They are both part of the
  strategy-making process.
• Some use just one of them as a longer tem of the
  other. The Vision should describe why it is
  important to achieve the Mission.
• A Mission Statement defines the purpose or
  broader goal for being in existence and can
  remain the same for decades if crafted well. The
  Vision statement is more specific to what the
  enterprise can achieve itself.
• The Vision should describe what will be achieved
  in the wider sphere if the organization and the
  others are successful in achieving their
  individual missions.

17
5. Mission. Vision and Success

• In long time established organizations, Mission
  comes before Vision while in new Business, Vision
  comes before Mission
• In Any way, you need to know your fundamental
  purpose the Mission -, your current situation
  in terms of internal resources and capabilities (
  strengths and/or weaknesses) and external
  conditions ( Opportunities and/or threats), and
  where you want to go the Vision for the future.
• It is important that you keep the end and or
  desired result in sight from the start.

18
6. Another Way to define Vision/Mission Statements

• By posing two main questions, you can also
  differentiate between a Vision Statement and a
  Mission Statement.
• Firstly, What aspirations does the organization
  have for the world in which it operates and has
  some influence over?. The answer to this
  provides the basis for the Vision Statement.
• Secondly, What can (and/or does) the
  organization do or contribute to fulfill those
  aspirations?. The answer to this question
  determines the Mission Statement.

19
8. Core Values and Culture

• Values are beliefs that are shared among the
  stakeholders of an organization.
• Values drive an organizations culture and
  priorities and provide a framework in which
  decisions are made. For example, Knowledge and
  skills are the keys to success or give a man
  bread and feed him for a day, but teach him how
  to farm and feed for life.
• These example values may set priorities of
• self-sufficiency over shelter.
• A Culture is the basis and the foundation of
  your general behavior in the organization. It
  makes you to be known as such.

20
ECD CORE VALUES AND CULTURE

• Lets reflect on Values and Culture
• Destined to fly
• 1. Faithfulness, honesty, commitment,
  accountability , integrity, morality(spiritual).
• 2. Human Resources skills, knowledge,
  commitment, responsibility, teamwork, excellence
• 3. Financial Resources self-support, integrity,
  accountability, faithfulness, transparency,
• 4. Material/infrastructure cleanliness,
  excellence, new technology,
• 5. Five core values Integrity, Commitment,
  Excellence, Teamwork, Professionalism.
• Vision Statement ECD to be an organization
  where Integrity, Commitment, Excellence,
  teamwork, and professionalism are part of our
  culture.

21
Strategic Planning Outline

• Planning a business includes Analysis of the
  Current situation and the Marketing Plan Strategy
  and objectives.
• 1. Mission Statement
• 2. Vision and Vision Statement- find main goals
  and core values/culture
• 3. Analysis of the past year(s) - SWOT
• 4. Goals (the ideal-preferred future)
• 5. Objectives (action plans)
• 6. Activities ( Action steps)
• 6. Targets outcomes.
• 7. Resources to be committed
• 8. Implementation of the plan
• 9. Control monitor and get feedback from
  implemented processes to fully control the
  operation
• 10. Evaluate the whole process.

22
Definition of A goal

• Goals describe future expected outcome or states.
• They provide programmatic direction.
• They focus on ends rather than means
• Example 1 Provide high quality information
  services that satisfy user needs
• Example 2 Acquire or make available, in a
  timely manner, all externally produced
  information resources needed by the organization

23
A Definition of An Objective

• Objectives are clear, realistic, specific,
  measurable, and time-limited, statements of
  action which when completed will move towards
  goal achievement.
• Objectives tell how to meet a goal.
• Generally two types 1. Outcome objectives
  (action plans) address the end to be obtained.
  2. Process objectives (Action steps) specify the
  means to achieve Outcome objectives (some sources
  call these action objectives, some call them
  activities to accomplish).

24
How to Write Objectives

• Outcome Objectives examples
• - To provide information on ECD workers
  throughout the Division
• - To provide online database for Union workers
  in ECD
• Process objectives begin with words such as
  provide, train, serve,
• Process objectives examples
• -To have a 75 of Fields secretaries trained in
  bookkeeping by December 2011 (Quantity, Quality,
  time)
• - By November 2011, all employees will be aware
  of the content of the Employee Book.
• Note Outcome objectives can be in the form
  ultimate, intermediate or immediate.

25
Difference between Goal and Objective

• Goals are broad, objectives are narrow
• Goals are general intentions, objectives are
  precise
• Goals are intangible, objectives are tangible
• Goals are abstract, objectives are concrete
• Goals cant be validated as they are, objectives
  can be validated
• One Goal can have many objectives, but many
  objectives relate to one goal.
• Examples
• Goal To know about the human body
• Objective 1 Name all the bones in the human
  body
• Objective 2 Name the respiratory organs in the
  human body

26
Achieving Excellence Through Planning

• Planning is a very important activity for the
  life of an organization
• Thats why they should end with a roadmap
• A strategic Plan has to be as simple as possible
  so that it may be easily translated into action
  plans
• Words and the level of language must be
  accessible to the majority of the people, so that
  they may own the whole process
• Goals must bond and complete each other (Goals
  sequencing)
• Goals must be ranked in value.
• Goals can also be defined as short-term,
  medium-term or long term they should be
  challenging (Big Hairy Audacious Goal BHAG)

27
WHY CHOOSE SWOT ANALYSIS

• It helps the organization to assess itself in
  order to know where it is, and to correct the
  future trend.
• SStrengths
• WWeaknesses
• OOpportunities
• TThreats
• It is advisable to find the above things in
  specific and important areas of your goals ( or
  preferred futures).
• When you will be planning, please keep them in
  mind to design responses to the challenges or
  opportunities posed by them. They can also help
  you set your core values and culture.

28
Conclusion

• A Strategic Plan is an instrument that brings
  change and advancement in the life of an
  institution
• It must be simple and understandable
• It must be audacious, but realistic
• It must be needs-oriented
• It must be people-oriented
• It must be mission-oriented
• It must be intentional, pro-active and innovative
• It must be comprehensive