PSITE PEER! PReParE for OD

Strategic Planning April 28-30, 2011

Plan Formulation

• 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 is the PROCESS by which the GUIDING MEMBERS of an organization ENVISION its future and develop the necessary PROCEDURES AND OPERATIONS to achieve that future.

“Plans are nothing; planning is everything”

Dwight D. Eisenhower 

Why Strategic Planning• Helps people define the institution over the next n years• Creates a directional document, to guide while not limiting future

opportunities• Enables the organization to align strategic objectives with

financial and human resources• Provides a mechanism to continually review

If you don't know where you’re going, any road will get you there. Lewis Caroll

When to Plan

1. Strategic planning should be done when an organization is just getting started

2. Strategic planning should also be done in preparation for a new major venture

3. Strategic planning should also be conducted at least once a year in order to be ready for the coming fiscal year

4. Each year, action plans should be updated.

Components of Integrated Planning

The Grand Fallacy of Planning

Because…………Analysis is not Synthesis;

Then ……………Strategic planning is not a Strategy Function

Analysis cannot substitute for synthesis.

Ultimately: “Strategic Planning is proved to be an oxymoron”

Planning Process

The Present Current State

The Future Envisioned

State

The ChallengesGap Analysis

The StrategyPlan of Action

Enabling Environment Analysis of internal/external environment

Vision/mission for the organization

Strategic goals and objectives

Gap analysis Identification of challenges and opportunities

Addressing the challenges

Action plans

Vision An Image of our Desired Future

-Peter Senge on the 5th Discipline

Dreams In Action Hopefulness + Helpfulness

- Paul Stoltz on AQ

“Strategic planning is worthless -- unless there is first a strategic vision.” Jonathan Nais Bitt

References• SAIDI Organization Planning System module• Organization Development & Change

– T. Cummings & C. Worley• Six Thinking Hats

– Edward de Bono• The Laws of the Fifth Discipline

– Peter Senge

Vision

An expression that does not merely state what products or services an organization intends to deliver.

Begin with the End in MindDr. Stephen Covey

Vision to Action

Vision

•Spirit of the Organization

Passion

•Soul that Uplifts

Action

•Body in Motion

Vision, Inspiration and Momentum

Effective leaders normally – though not always – start by developing a vision, subsequently addressing inspiration and momentum as well.

The vision for an organization is unlikely to be effective if it is the brainchild of only one parent. The vision usually serves its purpose better if it is developed collaboratively.

Henry Ford’s Vision‘I will build a motor car for the great multitude... It will be so low in price that no man making good a good salary will be unable to own one and enjoy with his family the blessing of hours of pleasure in God’s great open spaces...

‘When I’m through, everybody will be able to afford one, and everyone will have one. The horse will have disappeared from our highways, the automobile will be taken for granted [and we will] give a large number of men employment at good wages.’

The Hallmarks of a Compelling Vision

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A dynamic story – not merely a ‘snapshot’ image

• Responsible to the organization’s history and needs• Grounded in market facts, insights and foresight• Offering a better tomorrow

‘Impressionistically complete’ – not an encyclopaedia

• Focused on specific changes needed • Highlighting the priorities and inclusive of the steps, required• Linkable to measurable goals

Laden with meaning Providing meaning to people’s (work) lives, stimulating them to fulfil their potential

Memorable • Novel in reframing or providing perspective• Can be summarized in a short tag-line

Max Landsberg

Functions of Vision• The first function of a vision is to inspire members to do

their best.

• A well-crafted vision guides people in making decisions. It instructs employees to stay the course during the routine

decision making.

Guidelines in Languaging Vision

• A noun phrase with appropriate qualifiers expressing what the organization would like to be years from now

• The statement includes spoken and unspoken hopes and dreams

Mission

• A synthesis of what members and customers see as the “business” of the organization

• It is built upon your core values

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Four Basic Elements of Mission

WHAT?

(Customers’ Needs; Products or Services)

WHY(Purpose)

HOW?

(Activities, Technologies, Methods)

WHO?

(Customer or Client Groups)

Mission Statement: Uses and Focus

• It provides the context for the formulation of specific lines of business and the strategies by which the organization will operate;

• It determines how resources will be allocated and what the general pattern of growth and direction will be for the future.

• The focus of the mission statement should be internal to the organization

Guidelines inLanguaging Mission

• A mission is the carrier of the action statement; must be expressed in a verb phrase + modifiers/qualifiers

• It reflects the values, beliefs and philosophy of operations of the organization

• It reflects the distinctiveness competence of the organization

General Guideline

According to Laurie Beth Jones:

“A V-M statement must be brief enough that you

can recite it at gunpoint!”

Values

• A values statement describes the principles and beliefs that guide the operations of the organization.

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Sample Vision Statement Shangri-La Hotel Manila

An Experience that awes each

and every customer

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Sample Mission Statement Shangri-La Hotel Manila

We are a Total Hotel committed to establishing a level of cohesion,

goodwill, understanding and service not found in any organization. We will

achieve professional and personal

fulfillment through:

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Continuous Education and Training;

Enabling participation of all in the decision-making process affecting our lives at Shangri-La Manila; and

Active involvement in community development and in the protection of our environment

Sample Mission Statement (cont.) Shangri-La Hotel Manila

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Sample Vision Statement CARD MRI

CARD MRI is the global leader in the Microfinance industry owned and led by members upholding the core values of excellence, competence, integrity, family spirit, humility, and simplicity

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Sample Mission Statement CARD MRI

1. Build sustainable financial and capacity building institutions owned and led by socially and economically challenged families;

2. Provide continued access to integrated microfinance and social development credit with education, leadership with a heart, innovative community programs) services to an expanding membership base by organizing and empowering women and their families; and

3. Continue upholding the highest standards of stewardship of financial, human and institutional resources.

Sample Vision1

_______is the catalyst recognizing the role of ICT as the forefront for economic growth and development on which the very future of both individual and nation building rests.

Shared VisionQuestions to Start Us Thinking

• Describe a time when you felt most involved in the big picture of the organization. Tell me about situation. How did you know you were involved in the big picture? What about the situation brought out the best in you?

• Reflecting back on the situation you just described, what did you learn about how to create shared vision within a team, department or whole organization?

Visions of a Better World Questions to Start Us Thinking

• What do you see today (not future possibilities, but beginning to happen right now) that gives you hope for the future? This could be something on a global scale, or a personal experience. It could have to do with social or political events or it could have to do with what you’ve experienced in this organization or your community.

• If a genie appeared right now in front of you, and offered to grant you three wishes to heighten vitality and effectiveness in this organization, what would these three wishes be? What do you wish for the organization and the people involved?

• If a genie appeared right now in front of you, and offered to grant you three wishes to heighten vitality and effectiveness in this organization, what would these three wishes be? What do you wish for the organization and the people involved?

Shared VisionQuestions to Start Us Thinking

• As a result of the work of the organization, how will the community or the lives of the organization’s constituents be changed?

• What will the community look like?

How will its members interact?

• How will the organization be perceived in the community? What will be its image? When people describe the organization, what terms will they use?

MissionQuestions to Start Us Thinking

• What will the organization do to accomplish the vision?

• What types of services s will the organization provide (educational services, economic development services, etc.)?

• Who will be the primary beneficiaries of these activities?

ValuesQuestions to Start Us Thinking

• Why is it important for this organization to carry out its activities?

• In all of the organization’s activities, what should be the underlying principles that cannot be compromised?

Integrity in ActionQuestions to Start Us Thinking

• When have you felt that your actions have spoken for the best in who you are? What made this possible?

• Who, in this organization, do you admire for walking their talk? Tell a story that illustrates this person’s integrity in action.

• Today, we spent a lot of time in meaningful and inspiring conversation. What three things could you do when you leave here that would be in alignment with the values and hopes we have talked about?

Winning TeamworkQuestions to Start Us Thinking

• What are the qualities in your existing team that most foster enthusiasm, information sharing and collaboration towards common goals?

• Describe the best, most winning teamwork that you have ever seen or been a part of.– What was it about the team’s activities that caused you to

define them as the best?– What were all the conditions that allowed that winning

teamwork to emerge?

• What can we do to foster winning teamwork at an even higher and more consistent level, throughout our organization?

Inspirational LeadershipQuestions to Start Us Thinking

• Recall a time when you worked with someone you considered to be an inspirational leader. Describe the situation. What made it inspirational for you? Who was the leader and what did he/she do that inspired you?

• What do you most value and appreciate about leadership in your organization?

• When people are in leadership positions, what two or three things can they do that will help you be the best you can be?

Community ServiceQuestions to Start Us Thinking

• Describe a time when you did some meaningful community service. What was the high point of this experience? What did it feel like? What was your contribution? What resources does your organization have that would benefit the community? How have your organization and the community cooperated meaningfully in the past?

• Dream into the future… your organization and your community have a wonderful mutual partnership. What does this look like? What three things might have been done in order to create this partnership?

Breakout SessionGroup Presentation

SWOT ANALYSIS

SWOT ANALYSISQuestion Guidelines

Internal Assessment

Strength

Where we can outperform others What advantages does your organization have? What do you do better than anyone else?

Weaknesses

Where can others outperform us What could you improve? What should you avoid? What factors lose you sales?

ExternalAssessment

Opportunities

How we might enhance our successes Where are the good opportunities facing you? What are the interesting trends you are aware of?

Useful opportunities can come from such things as: Changes in technology and markets on both a broad and narrow scale. Changes in government policy related to your field. Changes in social patterns, population profiles, lifestyle.

Threats

What/who might threaten our success What obstacles do you face? What is your competition doing that you should be worried about?

SWOT AnalysisAssessment Areas/Sources

Internal Analysis Assessment Combination of the following sources

Administrative policies and procedures Community leaders

Composition, capacity and performance of the board of directors

Private and public funding sources

Staff capacity Legislators, government officials and government agencies (national/local) levels

Fund-raising capacity Local and regional planning agencies

Financial status Research departments of local universities

Financial management systems Local organizations engaged in similar activities

Volunteer resources Advocacy or public interest groups focusingon related issues

Facilities Neighborhood institutions

Program performance and effectiveness Other key stakeholders

Public image

Fishbone Diagram

• The fishbone diagram is an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects.

Another Popular Model: Fishbone Diagram

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Fishbone Diagram: Major Categories

4 Ms 4 Ps 4 Ss

MachineMethodMaterialManpower

PeopleProcessPoliciesProcedures

SystemsSkillsSurroundingsSuppliers

1-45

2005 Pearson Prentice Hall 1-46

How is a fishbone diagram constructed?

1. Draw the fishbone diagram....2. List the problem/issue to be studied in the "head of the fish".3. Label each ""bone" of the "fish“ (major categories) 4. Use an idea-generating technique (e.g., brainstorming) to identify

the factors within each category that may be affecting the problem/issue and/or effect being studied.

Culture as Strategic Advantage Questions to Start Us Thinking

• When you think back to your beginnings with this organization, what were your most positive and powerful first impressions? What first attracted you to the organization and its people?

• When you reflect on your time with this organization, what is the greatest contribution it has made to you and your life?

• When you think of organizations that you consider to the best employers in your community or profession, what is it about their culture that makes them attractive to you? How might we create more of that quality within our own culture?

Strategic Advantage Questions to Start Us Thinking

• What do you believe are this organization’s most significant strategic advantages?

• Which of these strategic advantages gives you the greatest sense of pride and purpose? Why?

• Consider the collective impact of all of our strategic advantages on such things as our financial performance, position in the community, position in the industry, and future potential. What has been the most significant positive outcome of our use of these advantages?

• How would you envision us building upon or leveraging them so they would become even greater advantages in the future?

Strategic Opportunities Questions to Start Us Thinking

• What trends and changes are you seeing in the world that excite you and give you a sense of confidence in the possibilities for the organization’s future?

• Given these trends, imagine our organization ten years from today. What do you see? Be creative as you answer questions such as:– What industries do we serve? Who are our key customers?– What products or services do we offer?– How many employees do we have? With what skills? At

how many locations?– How do we do our work?

Technology that Serves Questions to Start Us Thinking

• Describe the single most significant contribution that technology currently makes to you, our organization, and our customers. In what ways are your work and your quality of life enhanced through access to this customers?

• What are the three most important enhancements you would wish for in our current technology, in order to have it be more of service to you and our customers?

• Imagine an organization in which technology only exist in service of the people who are within and outside the organization:– What types of technology are employed– What kind of training and development precedes people’s used of the

technology– How is the technology maintained, updated, and enhanced over time

Breakout SessionGroup Presentation

Goals General statements of mileposts you need to meet to achieve your vision Broad in purpose. It needs further definition to make it real

(objectives and strategies). Answers the question, “What is the organization committed to achieve?”

Objectives The target results which the System seeks to attain in order to attain the Goal. Should be SMART – that is, the GOAL has been further analyzed and made: Specific, Measurable, Actionable (or attainable), Realistic (do-able) and Timely (set a date)

Strategies Spell out the specific steps or activities needed to facilitate the realization of the Objectives. Is the approach to achieve the GOAL and make it a reality – what will happen

Goals, Objectives and Strategies

Goal ObjectiveMeasure Goals may not be strictly

measurable or tangibleMust be measurable and tangible.

Time Frame Longer term Short to medium term

Meaning The purpose toward which an endeavor is directed.

Something that one's efforts or actions are intended to attain or accomplish; purpose; target.

Principle Based on ideas Based on fact

Plan Broad plan Narrow plan

Action Generic action Specific action

Example I want to achieve success in the field of AI research and do what no one has ever done.

I want to complete this thesis on AI research by the end of this month.

Goals, Objectives and Strategies

Goal Objective Strategy

Goals, Objectives and StrategiesExample

Focus Areas

VisionMissionValues

Partnership

Extension

Research

Education

Community

Members

Empowered Leadership

Collaboration

Strategic Planning FrameworkOutput

VALUES

Industry

Academe Gov’t.

Clark ICT Council

INDUSTRY+GOV’T.~Labor & HR Policy~Incentives~Community Support~Security~Infrastructure~Needs Assessment

GOV’T.+ACADEME~Higher Education Policy~Curriculum Review~Technical Support~Bridge Programs

ACADEME+INDUSTRY~Internship~Dual Training Systems~Technical Support~Active Referral Networks

ICT Council Tri-Partite Framework

Opportunity Area for Cooperation

PSITE Framework???

Breakout SessionGroup Presentation

The 6 Thinking Hats

Six Thinking Hats®

A Framework For Parallel Thinking

In Teams

What is parallel thinking?

At any moment everyone is looking in the same direction

The 6 Thinking Hats

The 6 Thinking Hats

“Ninety Percent of all thinking mistakes by adults are mistakes in perception,

not mistakes in logic.”

Dr. Edward de Bono

“Four steps to achievement: Plan purposefully,

Prepare prayerfully,Proceed positively,

Pursue persistently.”William Arthur Ward

References• SAIDI Organization Planning System module• Organization Development & Change

– T. Cummings & C. Worley• Six Thinking Hats

– Edward de Bono• The Laws of the Fifth Discipline

– Peter Senge