Initials: ____________Huntington CopperSTRATEGIC PLANNING Vision = Should The Vision broadly states and should not’s that go The Vision does set the to Vision (core values) make policies and procedures, g decisions and generally brrunning the organization.” Mission = Why The Mission is a statemen to fulfillin g the Vision. It b especially in relation to em Project No: 0511-0 Value Practice - 2 May 16, 2011 Page 1 of 2 - Overview he company’s reason for being and define vern an organization’s decisions and de ne for the company’s culture. “A strong cul s leading people much easier, reduces the ives everyone a foundation from which to ings simplicity and clarity to many of the “p Verne Harnish t ofwhythe company is doing what it is doi ings focus and attention on the essentials ployees and customers. 05Initials: ________Client the should’s sired behavior. ure driven by the need for stacks ofake tough ople” aspects ofng along the path f the company
Transcript
Initials: ____________ Huntington Copper
STRATEGIC PLANNING
Vision = Should
The Vision broadly statesand should not’s that goThe Vision does set the toVision (core values) makepolicies and procedures, gdecisions and generally br running the organization.”
Mission = Why
The Mission is a statemento fulfilling the Vision. It bespecially in relation to em
Project No: 0511-0Value Practice - 2May 16, 2011Page 1 of 2
- Overview
he company’s reason for being and definevern an organization’s decisions and dene for the company’s culture. “A strong culs leading people much easier, reduces theives everyone a foundation from which toings simplicity and clarity to many of the “pVerne Harnish
t of why the company is doing what it is doiings focus and attention on the essentialsployees and customers.
The Targets define where the company should be in 3 to 5 years. The minimumTargets should state the services offered, customers served and the amount of business expected from these customers. Strategy is the plan you design to achievethe Targets. The strategic plan (or strategic emphasis) identifies the resources requiredprovide the services and how the company plans to utilize the resources to becompetitive in the market. In simple terms these are the Core Competencies of thefirm.
Goals = What
The Goals are what the Company / Business Units need to accomplish in the next year to begin achieving the Targets. The Goals are stated two ways; first as Metrics thatmust be achieved to measure progress, and secondly, as Initiatives that must beaccomplished.
Actions = How
Actions are quarterly activities stating how the Business Unit is going to achieve theannual goals. As with the Goals, these must be stated as the critical numbers (Metrics)and the specific Actions.
Schedule = When
Schedule is the weekly breakdown of the quarterly Actions and tells the organizationwhen the Actions will happen. As Owners, you need to set the pace and determine:What needs to happen first and when? What happens next and when? Which Actionsare linked cross-functionally, and what impact will these shared activities have on your ability to get things done?
“While struggling through the details involved in completing this part of the pyramid,remember: Nothing ever gets done in any organization until it shows up on somebody’sweekly To Do list – and I do mean weekly! Quit thinking in monthly increments anddrive all measurements, deadlines and deliverables to weekly increments. It may bepainful in the doing, but it needs to be done.” Verne Harnish
People - Top of the PyramidPeople are an important and precious asset in any organization, but especially in aservice organization. This is who performs the work outlined in the strategic plan tofulfill the targets.
You cannot control people (no matter how bad we want or think we can). However,your opportunity is to influence their behavior. Achieving your business targets isaccomplished when the entire organization is aligned with your vision and strategy.
