Strategic Planning

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Strategic Planning
Planning Overview
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Types of Plans
Strategic Plan
Corporate Plan
Business Plan
other plans
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Planning Narrative
Vision
Mission
Values
Aims
Strategy
Objectives
action
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Planning for Organisations

• Why do we exist?
• What are we trying to do?
• How do we do things?
• Who else could do it?
• When will we do things?
• How will we know if we are achieving anything?
• How can we be better?

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Planning looks at

• what needs to be done
• when it will be done
• who will do it
• what resources are needed
• how we will measure performance

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Planning Pitfalls

• Total delegation to someone else
• Total centralisation
• No articulation of the non-negotiables
• No prioritisation
• Merging of the strategic and operational
• Wrong organisational climate

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Planning to Plan
Who to involve?

• Focus of our work?
• Clear objectives
• Other plans and strategies
• Sources to be used
• Extent of research consultation
• Resources needed available
• Allocating responsibilities
• Timescale Deadlines
• Planning format communication

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Planning Requires
Planning Process

• commitment by those involved
• time
• effort
• research/analysis
• assumptions
• robust arguments
• courage

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Planning Team?

• 3 -7 people
• visionaries and actionaries
• power and respect
• range of stakeholders
• vertical and horizontal

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Key Attributes of Strategic Planning

• Revisiting/re-appraising accepted wisdoms
• setting priorities
• making assumptions
• identifying important issues and opportunities
• BEING ROBUST!

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Planning Process
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Most Grid
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Strategic
Strategic Vs Operational

• Longer term
• Abstract
• Identification of important issues and
  opportunities
• Seeking new approaches
• Effectiveness, i.e. what is achieved
• Hands-off approach
• Birds eye view
• Very long time lag between action and result
• Tends to ask What if

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Operational
Strategic Vs Operational

• Immediate or short term
• Definite
• Action
• Routine or ongoing
• Efficiency, ie how things are done
• Hands-on approach
• Worms eye view
• Quick feedback on the effectiveness of actions
• Tends to worry about What If Not

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Leadership
Vision
People
Ideas
Challenge
Measures
Results
Calculated Risk
Resources
Thinkinguntil it hurts!