An Introduction to Academic Strategic Planning

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1 An Introduction to Academic Strategic Planning Mark Sharfman Director, Division of Management & Entrepreneurship Price College of Business March 11, 2015

2 Learning Objectives By the completion of the workshop participants will: 1. Understand the basic role of strategic planning in an academic unit. 2. Know how to utilize a basic consensus building tool for strategic planning. 3. Complete the development of a S.M.A.R.T. objective.

3 The Department Head s Primary Job

4 Strategic Planning by Lewis Carroll Unfortunately we do not have this luxury!

5 Why do Strategic Planning? Because the Provost is asking you to! It can increase organizational effectiveness Allows for program level assessment Aids in good stewardship of resources Advances the cause Helps with management in a period of declining resources Supports decisions on how to spend new resources Provides information for making strategic (hard) choices

6 This is the goal Unit Effectiveness

7 This is pretty common - Combative

8 So s this - Chaotic

9 What Strategic Planning Won t Do It won t fix dysfunctional departments/teams It will not stop all organizational politics It will not get your unit more resources (But it can help justify a request) It will not solve interpersonal conflicts It will not make you a better manager IT IS NOT A PANACEA FOR ALL THAT AILS

10 Approaches to Strategic Planning Comprehensive select if you have discretion with your resources Abbreviated select if have limited or no discretion with your resources

11 Comprehensive: A Departmental Planning Process

12 Abbreviated: Current Situation, Goals, Objectives and Metrics Identify current situation - SWOT Identify goals Develop 12 month objectives (longer if realistic) Determine metrics

SWOT Strengths current sources of internal advantage, excellence or distinction etc. Weakness current internal concerns, problems, weaknesses etc.

13 SWOT Strengths current sources of internal advantage, excellence or distinction etc. Weakness current internal concerns, problems, weaknesses etc. Opportunities potential directions, achievements, prospective directions etc. Threats potential sources of external concern, pressures, losses etc.

14 What are Goals? Goals are: Big concepts or general directions Aspirations what you want to do i.e. big picture Mandated activities What goals are not: Time limited Measurable

15 Characteristics of S.M.A.R.T. Objectives Objectives are Specific Objectives are Measurable (with metrics implied) Objectives are Achievable Objectives are Results Oriented Objectives are Time Bound

16 Examples of S.M.A.R.T. Objectives Research Goal #1 By publishing high quality articles in nationally visible outlets, our goal is to achieve national reputation for research productivity for our Division. This requires every faculty member to continue to attempt to publish in the top Management or other Business journals. Objectives 1. By the completion of FY , M&E Division faculty collectively will have had at least 4 articles accepted in A level refereed journals. 2. By the completion of FY , M&E Division faculty collectively will have had at least 8 articles accepted in at least B level refereed journals. 3. By the completion of FY , M&E Division PhD students collectively will have had at least 5 articles accepted for presentation at national conferences. 4. By the completion of FY , M&E Division PhD students collectively will have had at least 2 articles accepted in at least B level refereed journals.

17 Buy-in The difference between meaningless busy work and helpful planning is faculty buy-in. What s in it for the faculty Consistency with nominal direction Overall improvement of the unit Consistency with the plan is the basis for an argument for more resources for individuals and the unit Performance consistent with the plan helps stave off threats to individual and unit resources.

18 Directions: UNIVERSITY OF OKLAHOMA Department STRATEGIC PLANNING WORKSHEET MISSION PORTION As individuals, please complete this worksheet. Keep in mind the Department is the unit of analysis for this exercise. Please list the five most important elements of what you think ought to be part of the core of the TEACHING MISSION of the Department Please list the five most important elements of what you think ought to be part of the core of the RESEARCH/CREATIVE ACTIVITY MISSION of the Department Please list the five most important elements of what you think ought to be part of the core of the SERVICE MISSION of the Department

19 GOAL DEVELOPMENT WORKSHEET What is the big concept? Why do you want to achieve it? What do you need to do specifically to get there i.e. what objectives does this goal imply? Do you have or can you get the resources to achieve the big concept?

20 SWOT ANALYSIS WORKSHEET The purpose of a SWOT analysis is help us organize our thinking about the current and nearterm future issues for the Department. Please list three STRENGTHS of the Department. (For example, market advantages, particular competencies etc.) Please note that strengths are internal issues/competencies/characteristics etc. of the College of Architecture that make completing the mission elements easier, more likely or more effective. These can be college-wide issues or Division specific items that affect the entire college directly or indirectly Please list three WEAKNESSES of the Department. (For example, areas for improvement, lagging areas etc.) WEAKNESSES are internal issues/lack of competencies/ negative characteristics etc. of the College of Architecture that make completing the mission elements harder, less likely or less effective. These can be college-wide issues or Division specific items that affect the entire college directly or indirectly Please list three OPPORTUNITIES available to the Department. (For example, areas of growth, new ideas etc.) Please list three THREATS facing the Department. (For example, major competitors, potential sources of loss or harm)

21 Writing S.M.A.R.T. Objectives Developing sound objectives is critical to managing performance. Each year you will set objectives for the upcoming year/evaluation period. Using S.M.A.R.T. objectives will support your unit s mission for the same period. A S.M.A.R.T. objective is defined as one that is specific, measurable, achievable, results-focused, and time- bound. Below is a definition of each of the S.M.A.R.T. objective criteria. Specific: Objectives should be simplistically written and clearly define what you are going to do. Specific is the What, Why, and How of the S.M.A.R.T. model. Example: By August 1, 2009, implement a new performance management system for Classified Staff, A& P Faculty, and University Staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Explanation of Example: Implement a new performance management system for Classified Staff, A& P Faculty, and University Staff = what using clearly defined processes and guidelines = how so employees and managers can competently evaluate performance and develop their careers = why Measurable: Objectives should be measurable so that you have tangible evidence that you have accomplished the objective. Usually, the entire objective statement is a measure for the project, but there are often several short-term or smaller measurements built into the objective. Example: By August 1, 2009, implement a new performance management system for Classified Staff, A& P Faculty, and University Staff using clearly defined processes and guidelines so employees and managers can evaluate performance and more competently develop their careers. Explanation of Example: The essential metric is whether or not the system is operational by August 1 st. Achievable: Objectives should be achievable; they should stretch your unit slightly so you feel challenged, but defined well enough so that they can be achieved. You must possess the appropriate knowledge, skills, and abilities needed to achieve the objective. You can meet most any objective when you plan your steps wisely and establish a timeframe that allows you to carry out those steps. As you carry out the steps, you can achieve objectives that may have seemed impossible when you started. On the other hand, if an objective is impossible to achieve, you may not even try to accomplish it. Achievable objectives motivate employees. Impossible objectives de- motivate them. Example: By August 1, 2009, implement a new performance management system for Classified Staff, A& P Faculty, and University Staff using clearly defined Adapted from UVA HR, Employee Development 1

22 Explanation of Example: processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. In order for you to reach this objective, you must have a skill set, in this case in the area of performance management, that allows you to understand the nature of the objective, and the objective must present a large enough challenge for you to remain interested in and committed to accomplishing it. Results-focused: Objectives should measure outcomes, not activities. Example: By August 1, 2009, implement a new performance management system for Classified Staff, A& P Faculty, and University Staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Explanation of Example: The result of this objective is a process that allows employees and managers to more competently evaluate performance and develop their careers, not the individual activities and actions that occur in order to make the objective a reality. Time-bound: Objectives should be linked to a timeframe that creates a practical sense of urgency, or results in tension between the current reality and the vision of the objective. Without such tension, the objective is unlikely to produce a relevant outcome. Example: By August 1, 2009, implement a new performance management system for Classified Staff, A& P Faculty, and University Staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Explanation of Example: August 1, 2009 provides you with a time-bound deadline. The concept of writing S.M.A.R.T. objectives is very important for accomplishing department and University objectives. It is also critical for ensuring good communication between faculty and supervisors so there are no surprises during annual performance evaluations. The following questionnaire will assist you in creating S.M.A.R.T. objectives. Begin by writing your objective as clearly and concisely as possible. Then answer the related questions. Conclude by revising your objective, in the space allotted. Adapted from UVA HR, Employee Development 2

23 S.M.A.R.T. Objective Questionnaire Objective: 1. Specific. What will the objective accomplish? How and why will it be accomplished? 2. Measurable. How will you measure whether or not the objective has been reached (list at least two indicators)? 3. Achievable. Is it possible? Have others done it successfully? Do you have the necessary knowledge, skills, abilities, and resources to accomplish the objective? Will meeting the objective challenge you without defeating you? 4. Results-focused. What is the reason, purpose, or benefit of accomplishing the objective? What is the result (not activities leading up to the result) of the objective? 5. Time-bound. What is the established completion date and does that completion date create a practical sense of urgency? Revised Objective: Adapted from UVA HR, Employee Development 3

24 Division of Management & Entrepreneurship (M&E) Strategic Goals and Objectives GOAL: Enhance our National and International Reputation Research By publishing high quality articles in nationally visible outlets, our goal is to achieve national reputation for research productivity for our Division. This requires every faculty member to continue to attempt to publish in the top Management or other Business journals. o Objectives 1. By the completion of FY , M&E Division faculty collectively will have had at least 4 articles accepted in A level refereed journals. 2. By the completion of FY , M&E Division faculty collectively will have had at least 8 articles accepted in at least B level refereed journals. 3. By the completion of FY , M&E Division PhD students collectively will have had at least 5 articles accepted for presentation at national conferences. 4. By the completion of FY , M&E Division PhD students collectively will have had at least 2 articles accepted in at least B level refereed journals. GOAL: Engage in Continuous Improvement in Undergraduate and Graduate Education Overall First, we will prioritize our teaching capabilities. There are courses at the undergraduate, masters, and doctoral levels and across a variety of sub-disciplines Human Resources, Organizational Behavior, Strategic Management, Entrepreneurship, and International Business. If we emphasize one we must by necessity deemphasize the others Second, we will target our use of adjunct professors for delivery of needed elective coursework. o Objectives 1. By the completion of FY , a new program of study for the Management Major will be approved by the PCB Undergraduate Program Committee 2. By the completion of FY , the average Evaluation of the Instructor and the Evaluation of the Course scores for M&E Division faculty courses will exceed the PCB average by 5%. 3. By the completion of FY we will have a sports management concentration approved and begin to offer courses. 4. By the completion of FY , we will hire one additional clinical faculty member to teach sports management plus to aid in program development.

25 5. By the completion of FY , we will hire one additional tenure-track faculty member to teach human resource management and aid in program development Undergraduate The M&E Division is committed to quality undergraduate education. We provide quality learning experiences in two courses in the Business Core, as well as courses for our majors Our Principles class provides a foundation for all business majors and is vital to recruiting Management majors. We will maintain and upgrade the quality of this class. Business Strategy/Policy is a critical course that helps our graduating seniors understand the strategic dynamics of running an entire organization by integrating all of the various business disciplines. The course also develops students communication and presentation skills. We will enhance this capstone course consistent with current and evolving University General Education capstone standards, including an increased experiential component of this class and the overall undergraduate degree program. Doctoral o Objectives 1. By the completion of FY , we will provide at least two professional development activities (e.g. panels on interviewing skills, resume development or employment projections for management majors) for undergraduates sponsored by external constituencies. 2. By the completion of FY the M&E Division Board of Advisors will expand their mentoring program top serve at least 20 M&E majors.. 3. By the completion of FY we will increase by 5 companies the number of companies recruiting management majors at OU. Our faculty seeks to continue finding ways to improve the preparation, training, and placement of our Ph.D. students. o Objectives 1. By the completion of FY , we will place two doctoral students in a peer or better institution. GOAL: Continue to develop an effective work climate/culture The M&E Division s goal is to have an engaged community of scholars committed to excellence in research and teaching, both individually and collectively. To accomplish this goal, we will continue to: 1. Foster a collaborative research and learning environment among faculty and students. 2. Facilitate collegial relationships based on mutual trust, respect, and consideration. 3. Proactively develop emerging scholars. 4. Encourage participation based on the unique contribution of each member, with each person contributing equitably. 5. Promote an environment that is community-based, where members are consistently available and accessible for collaboration, advice, and mentoring.

26 GOAL: Expand Efforts with External Constituencies During FY we developed a professional advisory board for the Division. This group has begun to work effectively with students both in terms of professional development and community involvement activities. During the FY we plan to expand our activities with respect to external constituencies in the following ways: o Objectives 1. Develop a bi-annual newsletter to communicate Division of Management & Entrepreneurship activities to interested external constituencies. 2. Create a development site on our web-page. GOAL: Implement the Entrepreneurship Center Strategic Plan During FY we developed an extensive plan for the Center for Entrepreneurship and the Entrepreneurship program. During FY we will continue to identify the resources to implement as much of that plan as is possible. METRICS The method for evaluating our achievements on most of the objectives will be simple counts (articles), calculations (student evaluations) data collection (rankings and placements) or subjective judgments (PhD student placements). One other metric might include research productivity of graduates their first 3-4 years after graduation (number of A publications, total number of refereed publications, etc.). Another would be the number of undergraduate courses that enhance the breadth of coverage referenced above.

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