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Planning for Transformation at Liberty Bank
Dr. Fred Mugambi MwirigiESF Apex Strategies Limited
Introduction
Strategic planning is the process of identifying the corporate destination, working out the corporate roadmap from the present to the desired destination and filling the gaps backwards by allocating resources, actioning the roadmap and controlling the process
Contd.
Strategic planning demands that we open ourselves to possibilities of radical changes in how we perceive, think, and act
We must stretch our horizons and widen our boundaries
Is liberty Bank just a citizen of Juba, South Sudan, Africa, or a citizen of the world?
04/21/23
4Remember…Opportunities only come to those whose senses remain open to possibilities
5
Shifts to Transformation
To move forward we must plan to transform both the company and ourselves
We must trigger shifts in corporate philosophy and values and in the numerous structures and organizational arrangements that shape our current position
6
Contd.
The process of transformation is essentially a death-and-rebirth process
It is a movement from what is to what is not but should be
The movement must begin with a change of mindset
Only then can the organization begin to shift
7
It’s a movement. it begins in the mind!
Closed-up status- quo-oriented Mindsets
Open and receptive mindsets
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It’s a movement…
Growth stagnation
Focused Growth with clear objectives
And milestones
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It’s a movement…
Shrinking Resource Base
Growing and sustainableResource
Base
10
It’s a movement…
De-motivated inactiveWorkforce
Engaged and motivated workforce
11
It’s a movement…
Ineffective andinefficient
technologies
Cutting edge Objective-driven
technologies
12
It’s a movement…
Hierarchical Bureaucratic Structures
Flat efficient Structures
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It’s a movement…
Individualistic performance
Team Performance
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It’s a movement…
Market Irrelevance
Market Leadership Orientation
Rediscovering our Mission
What business are we in
Who are our customers
What are their real needs
Do we, in serving them, truly
solve their problems
Pyramid of strategic planning Pyramid of strategic planning
Stages are interrelated and interlinked
Vision
Mission
Strategic Goals
Strategic Objectives
Performance Indicators
Activities/Projects
Strategies, Goals and Policies
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Vision
Medium term objectives
Mission
Strategic Objectives
Short term objectives
Operational Policies
Grand Strategy
Tactical Policies
Strategic Policies
Tactical Strategies
Operational Strategies
C.Vs C.Vs
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Key Questions
1818
StageStage OutputsOutputs
Where are we?Where are we? External environmental analysisExternal environmental analysis Internal environmental analysis Internal environmental analysis
Where do we want to go?Where do we want to go? New vision, mission & core valuesNew vision, mission & core values Strategic objectivesStrategic objectives
HOW do we get there?HOW do we get there? StrategiesStrategies Results and operational plansResults and operational plans Required resourcesRequired resources
What practical next steps must be What practical next steps must be made to get there?made to get there?
Short-term budgetsShort-term budgets Short-term organizational, Short-term organizational,
managerial, HR, etc. decisions and managerial, HR, etc. decisions and
actions (“actions (“Quick Wins”Quick Wins”))
How do we monitor & evaluate the How do we monitor & evaluate the plan?plan?
M&E planM&E plan
General Requirements for Planning
1. Organizational readiness Recognition of need to plan Commitment to plan
2. Organizational commitment Board and volunteer commitment Staff commitment
3. Organizational Capacity Human resources Financial resources Time Technology
Specific Requirements for Planning
1. Strategic Planning Team• Board, staff,
2. Strategic Planning Budget• Establish budget, identify and allocate funding
3. Strategic Planning Facilitator(s)• Identify a facilitator to lead the process
4. Strategic Planning Partners• Internal board and staff• External community groups/government
departments/others
Support structure.
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Strategic Planning
Resources
Good-will
Shared values
Action Vision,
Mission, Strategic
goals Structures/
Systems
The transition
We plan in order to transform disjointed inputs into one whole that has capacity to solve customer problems
In Planning we begin from the known and then transit into the unknown
It is a challenging journey that requires unwavering commitment to the course
From planning to reaping
Transition comes with challenges…..
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StrategicGoal
Setting
Strategy Development
and Implementation
Activities Results
Transition Challenges
StructuresSystemsProcessesPoliticsPeople (staff) External dynamics (shifts)Resources
Transition results
Overcoming transformational challenges makes our company an adaptive organic company that respects and embraces learning and reciprocal interdependence
We stop working in cubicles (departmental boundaries) and start working in realization that we all need each other
An intricate web of interdependence (nested company) is then born
Key Planning areas
Strategic Issues Strategic objectivesStrategies Activities
Planning Grid: Activities
Liberty Bank Limited Strategic Objective One:
Growing Corporate Loans to X Billion Dollars Per Year By 2017Key Activities
2013/2014 2014/2015 2015/2016 2016/2017 2018/2019
1.
1.
1.
1.
1.
1.
Planning Grid: Departmental Milestones
Liberty Bank Limited
Departmental Milestones ICT
Activities 2012/2013 2013/2014 2014/2015 2015/2016 2016/20171.
1.
1.
1.
1.
1.
Planning Grid: List of Key Company Projects
Liberty Bank Limited
Summary of Key Company Projects Activities
2012/2013 2013/2014 2014/2015 2015/2016 2016/20171.
1.
1.
1.
1.
1.
Planning Grid: Budget Allocations
Department 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Total Remark
Marketing
Accounts and Finance
ICT
Security
HRM
Branch A
Branch B
Total
Liberty Bank Limited Departmental Budgetary Allocation to meet outlined Strategic Objectives
Monitoring and EvaluationPerformance Level
Strategy
Time Frame
Output Planned to Date Actual to Date
Variance In %
Impeding or
Impelling Factors
Responsible Person
Liberty Bank Limited Monitoring and Evaluation Instrument
Conclusion
Planning is not an activity but a processAs a company we are as good as we plan
and follow through to action the plansPlanning must be aligned with current
realityBenchmarking is key to effective planning
and corporate growth
Thank you