Strategic%20Framework

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Strategic Framework
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Philosophy
Strategy is the direction and scope of an
organisation over the long-term, which achieves
advantage for the organisation through its
configuration of resources within a challenging
environment, to meet the needs of markets and to
fulfill stakeholder expectations. In contrast to
long-term planning (which begins with the current
status and lays down a path to meet estimated
future needs), strategic planning begins with the
desired-end and works backward to the current
status.
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Sigmoid Curve
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Types of Organisational Change
Incremental
Strategic
Reorientation
Tuning
Anticipatory Reactive
Re-creation
Adaptation
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Business Strategy Design vs. Execution
Design Organisational Leadership
Execution Operational Leadership
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Where?
What?

How?
Why?
Organisational Meaning
Inspire
Influence
People/relationships
Systems/processes
Results/growth
Partnerships
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Legal Framework
ACT No. 19 of 2002 Commission for the Promotion
and Protection of the Rights of Cultural,
Religious and Linguistic Communities Act, 2002.
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The Six Driving Forces Underpinning the CRL Act
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The Values Underpinning the CRL Act
Build on a foundation of
Equality, non-discrimination free association
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Nation Building (Unity in Diversity) A Journey
not a Destination

• Value driven
• Peace and
• Harmony
• Friendship
• Humanity
• Tolerance
• National Unity
• Mutual Respect

Managerial Leadership and meaningful engagement
with community councils and appropriate
Institutions
Equality, non-discrimination free association
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Institutional Mechanisms Created by the CRL Act
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Design methodology

• To build peoples trust and commitment deep in
  the ranks and inspire their voluntary
  cooperation, companies need to build execution
  into strategy from the start.
• A culture of trust and commitment motivates
  people to execute the agreed structure not to
  the letter, but to the spirit.
• W. Chan Kim Reneé Mauborgne (Blue Ocean
  Strategy).

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Strategic Planning Process (SPP)
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Strategic Planning Process (SPP)

• Past performance operational and strategic
  (successes and failures).
• PEST(H) political, economical, sociocultural,
  technological, historical.
• SWWOT strengths, weaknesses, why?',
  opportunities, threats.

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Strategic Planning Process (SPP)

• Mission, vision, values, strategic objectives.
• Action items, measures and targets.
• Finalise strategic plan including roll-out
  (strategy deployment).

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Strategic Planning Process (SPP)
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Mission, Vision and Values

• VALUES
• We will be the change we want to see by
  integrating the values underpinning the CRL Act
  into our organisational fiber through
• Peace and Harmony
• Friendship
• Humanity
• Tolerance
• National Unity
• Mutual Respect

MISSION To be an agent of social transformation,
we acknowledge represent and celebrate unity in
diversity.

• VISIONThrough networking, community- and youth
  development we enable the co-existence of
  cultures, religions, and languages in a model
  which serves as an example to South Africa and
  the rest of the world.

CODE OF CONDUCT
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Strategic plan

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Strategic plancontinue

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The ultimate purpose
All citizens and communities, despite their
cultural, religious and language differences work
together in peace and harmony towards prosperity
and a brighter future for all.
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Development of strategic scorecard

• The proposed template

Strategic objective Output Measure Owner Frequency Weight Target
Research and Development Establish maintain partnerships with stakeholders
Strategic objective Output Measure Owner Frequency Weight Target

Legend Strategic objectives What are those
aspects critical to do right in order to achieve
the objectives Output What need to be
achieved/delivered Measure How will we know if
a good job was done Owner Who in your team will
be responsible for this output Frequency How
often will it be measured Weight What is the
relevant importance of the value driver Target
Specifically what need to be achieved as part of
the standard job responsibilities
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Requisite organisational structure

• Structure must always follow strategy. Therefore,
  after a common understanding and acceptance of
  the strategic framework of the CRL Commission, we
  will decide upon the most appropriate structure
  to execute the mandate of the Commission.
• Of particular interest will be to pursue the
  thinking behind a matrix organisational structure
  to support the management structure.

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Statutory Structure

• Strategy
• Functional Mapping
• Org Analysis
• Role clarification
• Job profiles
• Job Grading
• Org structure

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Budget
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Closure
It ought to be remembered that there is nothing
more difficult to take in hand, more perilous to
conduct, or more uncertain in its success, than
to take the lead in the introduction of a new
order of things. Niccolò Machiavelli (May 3,
1469 June 21, 1527)
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Thank you for your support