Strategic Planning: Tools to Take Home with You

Transcription

1 Strategic Planning: Tools to Take Home with You CASE Summer Institute for Advancement Services Nashville, Tennessee Lynne Becker

2 Overview of Today s Discussion * Importance of Mission Vision Issues Phases of Strategic Planning Tools for Analysis Outline of Process Lessons Learned and Best Practices References

3 What are our goals for today s presentation? We learn something practical that we can take home with us and use. We have steps outlined for the first thing we can do when we get back in the office next Monday. Others?

4 What are our Ground Rules? Everyone participates Ask questions when you don t understand Stay within the time limitations Others?

5 What kinds of things will we do during this session? We will have two break outs so we can actually experience part of a process of strategic planning. We will ask for feedback on a regular basis about how we are doing and take any necessary corrective actions.

6 Importance of Mission * We have to learn in our community organizations what is needed to perform. We know that we need a clear focus on mission. We need to define what results we are after, and to assess and stress what we re doing and how we re doing it constantly to make sure that we put our scarce resources of people and money where we get the most for them. Good intentions are no longer enough, we have to be result-focused and opportunityfocused. Peter Drucker

7 Strategic planning is an oxymoron. Henry Mintzberg This is the discipline of innovation. It means having a clear mission. It means defining what you mean by results. It means the ability and willingness to abandon where you don t get results. And then when you find the real opportunity, the unique opportunity where you can make the greatest difference, zone in on it, and reassess and reassess and reassess. This is a discipline. Peter Senge

8 Alice Where should I go? Cat Where do you want to go? Alice I don t know Cat Then it doesn t matter Lewis Carroll Alice in Wonderland

9 The process of creative leadership has as its task envisioning and bringing about changes which have beneficial long term consequences for the individuals involved, the organization as a whole, and the total society of which that organization is a part Leadership is about vision, communication, empowerment and action. The Center for Creative Leadership

10 Vision Issues * Clarity about mission and vision is both an operational and a spiritual necessity. Mission provides a guiding star, a long-term purpose that allows you to balance the inevitable pressures between the short term and the long term. Vision translates mission into truly meaningful intended results and guides the allocation of time, energy, and resources. In my experience, it is only through a compelling vision that a deep sense of purpose comes alive. Peter Senge

11 Managers by nature are pragmatic; ultimately they are concerned about results and must concentrate on how, not just why. The danger is that short-term goals can obscure larger purposes. Here again, language matters. After all, vision an image of the future we seek to create is synonymous with intended results. As such, vision is a practical tool, not an abstract concept. Visions can be long term or intermediate term. Multiple visions can coexist, capturing complementary facets of what people seek to create and encompassing different time frames. Leaders who lack vision fail to define what they hope to accomplish in terms that can ultimately be assessed. While mission is foundational, it is also insufficient because, by its nature, it is extraordinarily difficult to assess how we are doing by looking only at the mission. For this we need to stick our necks out and articulate an image of the future we seek to create. Results-oriented leaders, therefore, must have both a mission and a vision. Results mean little without purpose, for a very practical and powerful reason: a mission instills both the passion and the patience for the long journey. While vision inspires passion, many failed ventures are characterized by passion without patience. Peter Senge

12 Mission and Vision Statements Mission Vision Purpose A guiding star a longterm purpose An image of the future we seek to create Style Brief, pithy Succinct statement of what your organization is/does Written in the present state Longer and substantial Outlines results and outcomes The optimal state a stretch for the organization Often incorporates references to values, key stakeholders/customers and the industry Written in the future tense (e.g. we will be ) Basis for the strategic plan the bull s eye

13 Examples Mission To help our donors make distinctive, lasting and substantial improvements in the life of the university Vision Based on our values of innovation, entrepreneurship and loyalty, we will be the best program among our peers. We will know our donors, and serve them with enthusiasm on a timely basis

14 Phases of Strategic Planning * Phase 1: Planning Process Steps Phase 2: Taking Stock (situation analysis) Phase 3: Formulating Strategic Direction Phase 4: Drafting & Refining the Plan Phase 5: Monitoring the Plan

15 Planning Process Steps: 1. Assess the appropriateness of a strategic planning process. 2. Obtain clear sponsorship. 3. Cultivate political support for the project. 4. Convene a steering committee. 5. Outline roles. 6. Allocate human and budgetary resources. 7. Decide objectives of the planning process.

16 Planning Process Steps (continued): 8. Clarify design principles. 9. Discuss desired benefits. 10. Acknowledge costs and discuss how to minimize. 11. Discuss how to overcome perceived obstacles. 12. Decide strategic planning approach. 13. Create timeline. 14. Communicate structure of process to employees, volunteers and other participants.

17 Tools for Analysis* Design Assumptions Employee involvement would greatly enhance the selected strategic directions. Leaders must actively shape the process, listen well, and adjust the process as it unfolds. Flow Chart Data Collection Techniques Facilitators/Planning consultants Advancement experts Retreats Individual-Small Group-Large Group Cycles Brainstorming Consensus Weighted Voting Surveys/Audits/Focus Groups Environmental Scans Benchmarking Studies Ichikawa Diagrams Root Cause Analysis Histograms/Pareto Charts Force-Field (+/-) Tables

18 Types of data collection: Brainstorming Consensus Weighted Voting Ishikawa (Fishbone) Diagram Force Field Analysis Root Cause Analysis

19 Breakouts Group 1 using your own organizations as context, reach consensus on the 5 greatest strengths & 5 greatest weaknesses of advancement services. Group 2 & 3 reach consensus on what you see as being the 5 most significant external trends to affect advancement services over the next 3 years. Group 4 reach consensus on what you see as being the hallmarks of the best advancement services operations. Group 5 & 6 reach consensus on what you see to be the top 5 characteristics of the best advancement services operations in 3-5 years time.

20 Findings from Data Collection Technology on cutting edge Customer Service lifestyle & mass customization Communications excellent core strategy Human Resources well resourced staff and volunteers Organizational Processes understanding of cost and value of programs Growth influence on campus External Forces economic focus

21 Outline of Process * 8) Checking it for sense 7) Considering your options 1) Knowing what is changing out there 9) Deciding how to do it 2) Knowing your organization 3) Bringing it together 6) Finding the gaps 5) Deciding where you are going 4) Forecasting where you are going

22 Outline of Process Definitions Strategic planning can be thought of as having three constituent parts: Strategic Analysis Strategic Direction Strategic Implementation

23 Outline of Process Definitions cont. Gathering Information Knowing what is changing out there Knowing your organization Bringing it together (Strategic Analysis) Taking Decisions Forecasting where you are going Deciding where you are going Finding the gaps (Strategic Direction) Taking Action Considering your options Checking it for sense Deciding how to do it (Strategic Implementation)

24 Breakouts Group 1 take one of your greatest strengths and list goals, strategies and tactics to sustain and grow it over the next 1-3 years. Group 2 & 3 take one of your external trends over the next 1-3 years and list goals, strategies and tactics for optimizing on it. Group 4 take one of your best hallmarks and list goals, strategies and tactics to sustain it over the next 1-3 years. Group 5 & 6 take one of the top characteristics in 3-5 years time and list goals, strategies and tactics to position for it.

25 Breakout Reporting Framework for Notes for the Rest of the Conference Best Practice Opportunity for Improvement Topical Issue Imperative Issue Goals Strategies Tactics

26 Lessons Learned and Best Practices * University of Washington Case Study Document Example for Monitoring Progress Operating Plans Quarterly Reporting Communication Strategy for Short-term & Long-term

27 Other Best Practices?

28 Other Lessons Learned?

29 References * Strategic Planning: The Nine Step Program - Horne & Wootton A deliberate, proactive, explicit approach Thinking Skills for Managers - Horne & Wootton An entrepreneurial, emergent approach Managing Changes Horne & Wootton Identifies the key questions you will need to ask when managing strategic changes. Personal Development of Strategic Managers Horne & Docherty Looks at personal skills and competencies and other attributes that are helpful when trying to do this work.

30 Titles Strategic Planning for Nonprofit Organizations (Text and Workbook) - Bryan W. Barry To strengthen the capacity of individuals and organizations through a five step program

31 Strategic Planning: Tools to Take Home with You Questions? Thank you! Lynne Becker