Strategic Planning: To Plan or Not To Plan. Strategic Planning and Organizational Change in Interpretive Services November 2013

Transcription

1 Strategic Planning: To Plan or Not To Plan Strategic Planning and Organizational Change in Interpretive Services November 2013

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3 Agenda Review 1. Intros and questions 2. Why do strategic planning 3. Strategic planning: What it is and is not 4. Strategic planning readiness 5. Into the mine! 6. Questions 7. Adjourn

4 Introductions This is who we are Tell us who you are

5 Question and Answers What questions do you want answered today? What are your expectations for this session?

6 Why do strategic planning, anyway? To address: Changing social and economic trends Changes in funding Changes in organization direction or purpose Changes in leadership and staffing

7 Five Questions Five Key Questions for Defining Strategic Planning* Where does the organization want to be? How will the organization know when it gets there? Where is the organization presently? How does the organization get there? What will change, in an ongoing sense, in the organization s environment?

8 Five Reasons Exercise Exercise: At your seat, list up to 5 reasons why you would want to do a strategic plan (be as specific as you can). Then, list at least 5 obstacles that you can think of now. List 5 internal and/or external resources (i.e. budget, staff, meeting space, etc.) can you use support the project? When we give the signal, go ahead and share with your group. Appoint one person to facilitate and another person to report out a summary of the results

9 Strategic Planning: What It Is Long term in scope, usually 3-5 year period Addresses key issues in your organization Considers current and future external trends as part of planning Considers internal trends and situations as part of planning Can affect work processes and positions Can affect how resources are allocated Develops specific steps and timing for goals and objectives to be realized

10 Strategic Planning: What It Is Not Not a Master Plan Not a General Plan Not a Financial Plan Not an Interpretive Plan Not an Action Plan

11 Example of a Strategy Implementation Map

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16 Strategic Plan Readiness Exercise: SP Readiness Assessment From your seat, fill out the checklist Score the results Move to the table with a similar score range Discuss and report out

17 Is Your Leadership Ready For The Plan Journey? Key Readiness Factors Checklist: Sponsorship Organization and project communications Understanding the organizational culture Internal and external resources Clarity of purpose Levels of Participation

18 Typical Elements of a Strategic Plan Vision/ Mission/ Guiding Principles Strategic Purpose and Focus Organization Description Environmental Scan Goals and Objectives Strategic Steps/ Direction Evaluation Steps

19 Into The Mine of Eternal Prosperity You have been chosen to lead a gold mining expedition into the famous Mine of Eternal Prosperity. Your appointment is conditioned upon how you answer the following questions. Answer each one with no more than one or two sentences.

20 Mine Expedition Plan 1. Who is (what is the title) of your organizational sponsor? 2. Briefly describe your mining organization and mission 3. Describe the purpose of this mining expedition 4. What is the mine environment like? What is the market for the gold? 5. How will you sustain this expedition over time? 6. How will you know when you are successful?

21 Mine Expedition Response Move into your assigned groups Designate a facilitator and a person to report out Each group will develop their own answer to each of the questions After 10 minutes we will check-in to see how each group is progressing Once complete, each group will report out its answers

22 Back At The Assay Office Before you go back home: Write two questions that you need answered Share in your group Put questions into the categories Report out

23 Adjourn Fill out the survey Stay for questions with presenters

24 Endnotes *(Source: Haines, Stephen G. (2000). The systems thinking approach to strategic planning and management. Boca Raton, FL: St. Lucie Press, p. 38. )