- - Strategy for Increased Social Impact '._. ffiatt~y \

Transcription

1 Strategy for Increaed Social Impact, - - Lyn Corbett, The Pivotal Group Conultant Inc. '._ ffitt~y \ Name, organization, poition and one thing your organization would like to achieve in the next 90 day 1

2 LERNING OBJECTIVES Unive~ of San DiegQ~ SCHOOL OF LEDERSHIP ND EDUCTION SCIENCES 1. Undertand the need to think trategically on an ongoing bai even outide of the formal trategic planning proce 2. Identify tool and practice of good trategy and learn how to implement them in your organization 3. Be introduced to an alternative approach to the traditional trategic planning proce Miion, Viion, Value & Strategy Miion the ocietal need the organization meet; anwer the quetion, why? Viion what the organization hould look like, feel like, be doing and be like at a point in the future Value the guiding principle, core belief and behavior that govern how an organization work; thee can be internal, external or both Strategy dapted from the Steven lexander group Strategic Planning Term and Proce 2

3 Strategy The Miing Component 1- ~ \ STRTEGY: Unive~ of San DiegQ~ SCHOOL OF LEDERSHIP NO EDUCTION SCIENCES Strategy i a coordinated et of action aimed at creating and utaining a competitive advantage in carrying out the nonprofit miion. -David La Piana The Nonprofit Strategy Revolution 3

4 lliv~ a/san Diego SCHOOl OF LEDERSHIP ND EDUCTION SCJENCES Core Value truth peritence reource community trength efficiency incerity dependability integrity elf-control initiative fun trut peace cleverne relationhip excellence loyalty ucce Stewardhip power widom teamwork clarity Environmentalim control flexibility ervice ecurity courage perpective profitability love competition commitment freedom determination excitement recognition friendhip order creativity learning influence pirituality happine honety jutice adventure honor originality quality cooperation innovation candor hard work humor obedience properity reponivene collaboration financial growth repect fulfillment community purpoefulne upport fairne 1.& Unive~~I ojsan Diego S(HOOl.OFL.fDlftSHI, HO EDUCTION SCllNCl.$ 4

5 Catalytic Quetion What three adjective or hort phrae bet characterize thi organization? SOfOOl.OFllOERSHIP MO EDUCTION SOENCU What will be mot trikingly different about thi organization in five year? What i the bigget gap between what the organization claim it i and what it actually i? How would we repond if a donor offered a $50- million endowment to the one organization in our field that had the bet idea for becoming a more valuable public aet? Culture of Inquiry Checklit Quetion are welcomed Differing viewpoint are encouraged Unwritten rule are explained Timely information exchange Open communication ctively eek different viewpoint Tolerate ambiguity Braintorm ilently and openly Conult outider Search widely for information Univerity ojsan DiegQ SCHOOL OF UDlRSHIP NO EDUCTION SCIENCES 5

6 daptive Learning Ii ~ Univerity ojsan DiegQ~ SCHOOL OF LED RSHIP ND EDUCTION SCIENCES == ::::, ~ CD :::::i 5 0 UJ (/) c THRESHOLD OF TOLERNCE TIME Source: Heifetz & Linky: Leaderhip on the Line,

7 Current Burne Mode/ Scope Includ e Doell2tinclude,.,.,..:J. 1 fi,.,. ~ -- """ O.,rrtfll' """"'offundl,wand..t,v fl.n:iw,.wull'h-dona1t.av or _p,... 1t..eoo..-cn. HR Real rme trate(jic Ptanring La Pi~a Conutlhg_ Catalytic Quetion PEST NLYSIS What three adjective or hort phrae bet characterize thi organization? What will be mot trikingly different about thi organization in five year? What do you hope will be mot trikingly different about thi organization in five year? On what lit, which you could create, would you like thi organization to rank at the top? Five year from today, what will thi organization key contituent conider to be the mot important legacy of the current board? In five year, what will be mot different about the board or how we govern? How would we repond if a donor offered a $50-million endowment to the one organization in our field that had the bet idea for becoming a more valuable public aet? 7

8 Catalytic Quetion PEST NLYSIS What three adjective or hort phrae bet characterize thi organization? What will be mot trikingly different about thi organization in five year? Political Factor What do you hope will be mot trikingly different Economic about Factor thi organization in five year? Sl:a911cr budna~qclo Go,,.,.ernmen1cypeeniitaD1ktY TuwticY Ch1noe1in 1hePOitical en"rironment tg11iuloll&ruldt~lil.atioll economic environme nt On what lit, which you trend could create, would you like thi organization to Lnffl ot comie>uon rank at the top? Five year from today, what will thi organization key contituent conider to be the mot important legacy of the current board? In five year, what will be Social mot Factor different about Technological the board Factor how we govern? Poc)UlalioOngrowtl'lrate ReSNrchal\ddtvelol)ment?Opola,tiOn he111t11. educauon lmd ~mot>!uly UIHtylao CllokH ana &ttll!jd-h lmp,actolglotlall zatloll Labor CO$l3 l.!1lely1;h1n11e~in the """"' Impact of e-merglng U>tflnOIOgkl:i unpact 01 techn~~ trahler tow.ardocic)cu,run1cnanoe How would we repond if a donor offered a $50-million endowment to the one organization in our field that had the bet idea for becoming a more valuable public aet? Political ecological/environmental current legilation future legilation international legilation regulatory bodie and procee government policie government term and change trading policie funding, grant and initiative home market preure- group international preure- group war and conflict 8

9 Economical home economy economy trend overea economie general taxation taxation pecific to product/ervice eaonality iue market/trade cycle pecific indutry factor market route trend ditribution trend cutomer/end-uer driver lifetyle trend demographic conumer attitude and opinion media view law change affecting ocial factor brand, company, technology image conumer buying pattern fahion and role model major event and influence buying acce and trend ethnic/religiou factor advertiing and publicity ethical iue Social 9

10 Technology competing technology development reearch funding aociated/dependent technologie replacement technology/olution maturity of technology manufacturing maturity and capacity information and communication conumer buying mechanim/technology technology legilation innovation potential technology acce, licening, patent intellectual property iue global communication SWOT nalyi "- INTERNL /[ p N 0 E G I T I V S W O T T I V E E./ E XTERN L "'I 10

11 SWOT nalyi Strength dvantage of propoition? Capabilitie? Competitive advantage? Reource, et, People? Experience, knowledge, data? Financial reerve, likely return? Marketing - reach, ditribution, awarene? Innovative apect? Location and geographical? Price, value, quality? ccreditation, qualification, certification? Procee, ytem, IT, communication? Cultural, attitudinal, behavioral? Management, ucceion? Philoophy and value? 11

12 Weaknee Gap in capabilitie? Lack of competitive trength? Reputation, preence and reach? Financial? Own known vulnerabilitie? Timecale, deadline and preure? Cahflow, tart-up cah-drain? Continuity? Effect on core activitie, ditraction? Reliability of data, plan predictability? Morale, commitment, leaderhip? ccreditation, etc? Procee and ytem, etc? Management cover, ucceion? Opportunitie Market development? Competitor' vulnerabilitie? Indutry or lifetyle trend? Technology development and innovation? Global influence? New market, vertical, horizontal? Niche target market? Geography? Tactic: e.g. urprie, major contract? Buine and product development? Information and reearch? Partnerhip, agencie? Other influence? 12

13 Threat Political effect? Legilative effect? Environmental effect? IT development? Competitor intention - variou? Market demand? New technologie, ervice, idea? Vital contract and partner? Sutaining internal capabilitie? Obtacle faced? Inurmountable weaknee? Lo of key taff? Sutainable financial backing? Economy - home, abroad? Seaonality, weather effect? lknv~ of San DiegQ SCHOOL OF LEDERSHIP ND EDUCTION SCIENCES 90 Day Micro Strategy Model 13

14 By:_/_J_ What you want: Catalytic Quetion How would we look a a take-over target to a potential or actual competitor? OUTCOMES If we could uccefully take over another organization, which one would we chooe and why? Core J-'al.ue Everything you have: Everything you will do: What ha a competitor done uccefully that we would not chooe to do a a matter of principle? What have we done that a competitor might not do a a matter of principle? What headline about thi organization would we mot like to ee? E T What headline about thi organization would we leat like to ee? What i the bigget gap between what the organization claim it i and what it actually i? C T 0 N ') Culture Sync.net By:_J_J_ What you want: Catalytic Quetion How would we look a a take-over target to a potential or actual competitor? OUTCOMES If we could uccefully take over another organization, which one would we chooe and why? What ha a competitor done uccefully that we would not chooe to do a a matter of principle? What have we done that a competitor might not do a a matter of principle? What headline about thi organization would we mot like to ee? E T What headline about thi organization would we leat like to ee? What i the bigget gap between what the organization claim it i and what it actually i? C T 0 N ') Culture Sync.net 14

15 By:_ /_J_ What you want: Catalytic Quetion How would we look a a take-over target to a potential or actual competitor? Do you have enough OUTCOMES Will Your ction aet to If meet we could your uccefully take over another organization, which one would ccomplih Your outcome? we chooe and why? Core J-'al.ue Outcome? Everything you have: Everything you will do: What ha a competitor done uccefully that we would not chooe to do a a matter of principle? What have we done that a competitor might not do a a matter of principle? What headline about thi organization would we mot like to ee? E T What headline about thi organization would we leat like to ee? What i the bigget gap between what the organization claim it i and what it actually i? C T 0 N,...) Culture Sync.net By:_J_J_ What you want: Catalytic Quetion Increae the number of individual donation by 40% How would we look a a take-over target to a potential or actual competitor? Do you have enough Will Your ction aet to meet your OUTCOMES If we could uccefully take over another organization, which one would ccomplih Your outcome? we chooe and why? Outcome? Core Value Everything you have: Everything you will do: Mexican Heritage What ha a competitor done uccefully that we would not chooe to do a a matter of principle? Determination Collaboration Integrity What have we done that a competitor Commitment might not do a a matter of principle? Network of Relationhip Conduct Board ement vailable Budget Identify 5 new Board Member What vailable headline Space Create lit of current and pat about thi organization would we mot like to ee? Mexican connection upporter E Strong Parental Bae Develop Lit of Current Vendor T What Intructor headline about thi organization would we leat Identify like to 10 ee? Buinee in Conultant urrounding community What Calendar i the bigget of Event gap between what the organization Develop claim 2 Mechanim it and of Giving what it actually i? Conduct Participant ement Hot 2 Friendraier C T 0 N,...) Culture Sync.net Include by who and when 15

16 By:_ /_J _ What you want: Catalytic Quetion How would we look a a take-over target to a potential or actual competitor? OUTCOMES If we could uccefully take over another organization, which one would we chooe and why? Core J-'illue Everything you have: Everything you will do: What ha a competitor done uccefully that we would not chooe to do a a matter of principle? What have we done that a competitor might not do a a matter of principle? What headline about thi organization would we mot like to ee? E T What headline about thi organization would we leat like to ee? What i the bigget gap between what the organization claim it i and what it actually i? C T I 0 N ') Culture Sync.net Strategic Planning Strategic planning focue on etablihing your organizational direction, etting prioritie and identifying obtacle and opportunitie that may limit or enable your to carry out it miion. -TCC Group 16

17 Traditional Strategic Planning Strategie & Long-Tenn Strategic Objective nnual Goal Department Goal Individual Goal & ction 17

18 Strategy Change Cycle i Univerity of San DiegQ SCHOOL OF LEDERSHIP ND EDUCTION SCIENCES The Nonprofit Strategy Revolution What i Strategy Built Upon? Sound Buine Model = being clear about Who we are (our miion/viion) What we do (our program) How we do it (our tructure and operation) How we finance it Univerity of San DiegQ SCHOOL OF LEDERSHIP ND EDUCTION SCIENCES Market warene = knowing What the market i Where we are in the market How we got there Where we want to go next Competitive dvantage = the ability to produce ocial value by Uing a unique aet (uch a a trength that no other imilar organization in your geographic area ha) and/or Having outtanding execution (uch a being fater or le expenive, or having better ervice, than other imilar organization in your geographic area) 18

19 Detroyer of Strategy SOfOOl.OFllOERSHIP MO EDUCTION SOENCU Shortage of time Vanihing culture of inquiry voidance of rik taking Lack of involvement of board in trategy and trategic planning Lack of viion and focu on the future Habit of holding on to old way Where do we go from here? lliv~ ojsan DiegQ" SCHOOL OF LEDERSHIP ND EDUCTION SCIENCES 19

20 Bibliography Richard P. Chait, William P. Ryan, and Barbara Taylor, in their book Governance a Leaderhip, ugget poing catalytic quetion that invite creativity and exploration, and do not depend largely on data and logic to anwer. Bell, J., Maaoka, J., & Zimmerman, S. (2010). Nonprofit utainability: Making trategic deciion for financial viability. San Francico, C : Joey-Ba. BoardSource. (2010). The handbook of nonprofit governance. San Francico, C: Joey-Ba. Wilcox, Pamela J. Expoing the Elephant: Creating Exceptional Nonprofit. San Francico: John Wiley, Bryon, John M. and Farnum K. lton. Creating and Implementing Your Strategic Plan: Workbook. San Francico: Joey-Ba, 2005, 2nd edition Benni, Warren Undertanding the Baic, in The Eential Benni, Edited by W. Benni. pp BoardSource. The Handbook of Nonprofit Governance,, pp , pp , pp , , Bibliography Collin, Jim Good To Great and the Social Sector: Monograph to ccompany Good to Great. Crutchfield, Lelie and Heather McLeod Grant Force for Good: The Six Practice of High- Impact Nonprofit. pp Logan, Dave On Tribal Leaderhip from TED Talk: Salamon, Leter M. The Reilient Sector: The Future of Nonprofit merica. In the State of Nonprofit merica. 2 nd edition. Edited by Leter M. Salamon. pp and pp Siver.Derek How to Start a Movement. from Ted Talk: Ten Key to Succeful Strategic Planning for Nonprofit and Foundation Leader TCC Group ( Ueem, Michael. Deciion-Making a Leaderhip Foundation. In Handbook of Leaderhip Theory and Practice. Edited by Nitin Nohria and Rakeh Khurana. pp Zaffron, Steve and Dave Logan. The Three Law of Performance. pp. 3-7, 36-37, & 68-69, Gro, Suan. Strategic Planning That Make a Difference,

21 CORE VLUES truth peritence reource efficiency incerity dependability initiative fun trut environmentalim relationhip excellence power widom teamwork control flexibility ervice courage perpective profitability competition commitment freedom excitement recognition friendhip creativity learning influence happine honety jutice honor originality quality innovation candor hard work obedience properity reponivene financial growth repect fulfillment community upport integrity order trength peace pirituality elf-control loyalty adventure cleverne clarity cooperation ucce ecurity humor tewardhip love collaboration upport determination fairne purpoefulne

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23 By: / / What you want: Catalytic Quetion Y/N How would we look a a take-over target to a potential or actual competitor? Y/N OUTCOMES If we could uccefully take over another organization, which one would we chooe and why? Core Value Everything you have: JLS Strategy Workheet Everything you will do: What ha a competitor done uccefully that we would not chooe to do a a matter of principle? What have we done that a competitor might not do a a matter of principle? S S E T S What headline about thi organization would we mot like to ee? What headline about thi organization would we leat like to ee? What i the bigget gap between what the organization claim it i and what it actually i? C T I O N S ~-} Culture Sync.net