Post on 25-May-2020
transcript
Business and Strategic Planning
Facilitated by: Neil Johnstone
©Photos licensed to Neil Johnstone
Housekeeping
What will we cover?• The importance of having a clear strategic direction• Common problems in being strategic and how to
tackle them• The process for developing a plan• Leading the planning process• Tools and techniques to draw up and present the plan• Costing the plan and developing a sustainable
business model
• Time Keeping• Confidentiality• There’s no such thing as a silly question• Experiment and take risks – see
possibilities not limits• Respect – space and values for others• Participation – involvement/contribution• Bit of fun!
Working Together
Introductions• Who you are• What do you do• Where• For how long• Love about your job• Personal objective
©Photos licensed to Neil Johnstone
What do you already know?
Where are you going?‘Would you tell me please which way I ought to walk from here?’ said Alice to the Cat
‘That depends a good deal on where you want to get to; said the Cat
‘I don’t much care where’ said Alice
‘Then it doesn’t matter which way you walk’ said the Cat
Lewis Carroll, Alice’s Adventures in Wonderland
Vision and MissionVisions are:
Inspirational Motivational Achievable Believable Memorable
Missions are:
Specific Measurable Attainable Relevant Time bound
Determine position
•Market•External
assessment•Internal
assessment
Develop the strategy
•Priorities•Strategic
objectives•Financial
forecasting
Build the plan
•Financial planning
•Resource planning
•Golden thread
Manage performance
•Monitor –actual/forecast
•Incentives•Act•Review &
evaluation
Where are you trying to get to?
Strategic planning framework
The Golden ThreadVision
Mission
Strategic Objectives
Departmental Plans
Personal Objectives
Rarely changes
Every 5 – 10 years
Every 3 – 5 years
Every year
Every year
Fundamentally two approaches both rely on knowing your desired future state.
1. A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.
Strategic planning begins with the desired-end and works backward to the current status. At every stage of the planner asks, "What must be done at the previous (lower) stage to reach here?"
Strategic planning
Fundamentally two approaches both rely on knowing your desired future state.
2. A systematic process beginning with the current status and lays down a path to meet envisioned desired future. At every stage the planner asks, "What must be done here to reach the next (higher) stage?"
Strategic planning
Determine position
•Market•External
assessment•Internal
assessment
Develop the strategy
•Priorities•Strategic
objectives•Financial
forecasting
Build the plan
•Financial planning
•Resource planning
•Golden thread
Manage performance
•Monitor –actual/forecast
•Incentives•Act•Review &
evaluation
Where are you trying to get to?
Strategic planning framework
Shared values
Skills
Style
Systems
Strategy
Structure
Staff
Determine positionPolitical Economic
Social Technological
Legal Environmental
P.E.S.T.L.E analysis S.W.O.T analysis
Strengths Weaknesses
Opportunities Threats
External
Internal
McKinsey 7 S model
PRODUCT
PLACEPRICE
PROMOTION
Scaling – 4 steps1.Frame the questions – Where are you in terms
of achieving your future perfect state?2.On a scale from 1 – 10, where... 1 is only just
started and 10 is we’re nearly there where would you put yourself?
3.So you’re at ‘X’ - so what is it you do currently that has got you to ‘X’? What are you doing well, what are you good at…?
4.What small step could you take that would get you further up the scale?
Based on the work of Paul Z Jackson and Mark McKergow.
Planning
VISION
Mission
Objective M1
Objective M1.1
Objective M1.2Objective
2Objective
3
ValuesValue V1
Value V1.1Value V1.2
Value 2
Strategic objective
Departmental objectives KPI’s Resource needs Budget
Objectives
Strategy
Mission
Vision xyz
abc
1 2
2.1
Business Planning
© Red Ochre 2018
May be 2 versions – one for external and another for internal Content will be adapted to meet the needs of the audience External audience use it to: To understand your enterprise To take decisions Support – Fund – Partner
Internal audience use it for: Planning, prioritising, reporting, motivating, focusing,
measuring etc.
Purpose
© Red Ochre 2018
Create credibility Inspire confidence Convince reader that risk is minimal Excite the reader Inspire the reader to take action Convince the reader they will benefit from
association
Contents
© Red Ochre 2018
Statutory & regulatory information of the enterprise A summary of what the organisation does It’s vision and mission – what it aims to achieve Strategy – What it will do Organisation – How it will achieve it (operations) Capability – governance, finance, expertise, skills etc
Top tips
© Red Ochre 2018
Tell a story – inspirational, emotional etc – not boring Include an executive summary Keep the main strategic documents as short as
possible (put the detail in the appendices) Remember Aristotle – Pathos, Ethos and Logos
Appendices
© Red Ochre 2018
Financial forecasts Management & Governance Market research Stakeholder analysis Legal information Risk management Operational information Anything else the audience might find useful.
The end
Thank youPhoto - © godfer