DEVELOP AND IMPLEMENT STRATEGIC PLANS FACILITATOR MANUAL & ASSESSMENT BSBMGT616A

DEVELOP AND IMPLEMENT STRATEGIC PLANS FACILITATOR MANUAL & ASSESSMENT BSBMGT616A

Precision Group (Australia) Pty Ltd 9 Koppen Tce, Cairns, QLD, 4870 Email: info@precisiongroup.com.au Website: www.precisiongroup.com.au BSBMGT616A Develop and Implement Strategic Plans ISBN: 978-1-74238- Copyright Notice No part of this book may be reproduced in any form or by any means, electronic or mechanical, including photocopying or recording, or by an information retrieval system without written permission from Precision Group (Australia) Pty Ltd. Legal action may be taken against any person who infringes their copyright through unauthorised copying. These terms are subject to the conditions prescribed under the Australian Copyright Act 1968. Copying for Educational Purposes The Australian Copyright Act 1968 allows 10% of this book to be copied by any educational institute for educational purposes, provided that the institute (or the body that administers it) has given a remuneration notice to the Copyright Agency Limited (CAL) under the Act. For more information, email info@copyright. com.au or visit www.copyright.com.au for other contact details. Disclaimer Precision Group has made a great effort to ensure that this material is free from error or omissions. However, you should conduct your own enquiries and seek professional advice before relying on any fact, statement or matter contained in this book. Precision Group (Australia) Pty Ltd is not responsible for any injury, loss or damage as a result of material included or omitted from this material. Information in this course material is current at the time of publication.

Table of Contents 2 Legend 3 Qualification Pathways 4 Qualification Rules 5 Introduction 7 BSBMGT616A/01 Confirm Organisational Vision and Mission Key Points Check with stakeholders that organisational vision and mission are still held to be current and are supported Make any changes or refinements to vision or mission statement as required Review or develop organisational values to support the vision and mission statement Gain support for strategic planning process from all relevant stakeholders 13 True or False Quiz 15 BSBMGT616A/02 Analyse the Internal and External Environment Key Points Determine information requirements and undertake or commission research to deliver relevant information Analyse political, economic, social, and technological developments in a global context Seek advice from appropriate experts wherever necessary Identify and consider strengths and weaknesses of existing and potential competitors and allies Analyse organisation s strengths, weaknesses, opportunities and threats Consider co-operative ventures that are supported by risk and cost-benefit analysis, are consistent with the organisational vision, mission and values, and provide for due diligence Check that analysis of internal and external environment is consistent with the perspectives of other informed people 27 True or False Quiz 29 BSBMGT616A/03 Write Strategic Plan Key Points Document relevant research and background for inclusion in the strategic plan Formulate strategic objectives and strategies needed for the future Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators Circulate strategic plan for comment, support and endorsement 33 True or False Quiz 1

35 BSBMGT616A/04 Implement Strategic Plan Key Points Communicate strategic plan to all relevant parties Brief people with a specific role in relation to strategies Use performance indicators to monitor progress in implementing plan Make necessary refinements to plan Evaluate achievement of objectives at agreed milestones Review effectiveness of plan and consider methods for improving strategic planning processes 41 True or False Quiz 42 Summary 43 Bibliography 45 Assessment Pack Use considered risk taking in your grey area...and others will follow you! Legend This symbol indicates the beginning of new content. The bold title matches the content of the competency and they will help you to find the section to reference for your assessment activities. Activity: Whenever you see this symbol, there is an activity to carry out which has been designed to help reinforce the learning about the topic and take some action. This symbol is used at the end of a section to indicate the summary key points of the previous section. This symbol is used to indicate an answer to the Candidate s questions or notes to assist the Facilitator. 2

Qualification Pathways There are always two choices. Two paths to take. One is easy. And its only reward is that it s easy. Source Unknown This unit of competency is provided to meet the requirements of BSB07 Business Services Training Package although it can be used in a range of different qualifications. The BSB07 Business Services Training Package does not state how a qualification is to be achieved. Rather, Registered Training Organisations are required to use the qualification rules to ensure the needs of the learner and business customer are met. This is to be achieved through the development of effective learning programs delivered in an order that meets the stated needs of nominated Candidates and business customers. 3

Qualification Rules You re either part of the solution or part of the problem. Eldridge Cleaver Qualification requirements include core and elective units. The unit mix is determined by specific unit of competency requirements which are stated in the qualification description. Registered Training Organisations then work with learners and business customers to select elective units relevant to the work outcome, local industry requirements and the qualification level. All vocational education qualifications must lead to a work outcome. BSB07 Business Services Training Package qualifications allow for Registered Training Organisations (RTOs) to vary programs to meet: Specific needs of a business or group of businesses. Skill needs of a locality or a particular industry application of business skills. Maximum employability of a group of students or an individual. When packaging a qualification elective units are to be selected from an equivalent level qualification unless otherwise stated. 4

Introduction Whether as an individual, or as part of a group, real progress depends on entering whole-heartedly into the process and being motivated to make you a more deeply satisfied human being. Source Unknown This unit of competency is about being able to use the skills and knowledge required to establish the strategic direction of the organisation, to sustain competitive advantage and enhance competitiveness. It will help you with the skills you need to demonstrate competency for this unit BSBMGT616A Develop and Implement Strategic Plans. This is one of the units that make up Advanced Diplomas in Business. This manual is broken up into four distinct sections. They are: 1. Confirm Organisational Vision and Mission 2. Analyse the Internal and External Environment 3. Write Strategic Plan 4. Implement Strategic Plan At the conclusion of this training you will be asked to complete an Assessment Pack for this unit of competency. The information contained in this resource will assist you to complete this task. On competent completion of the assessment, you will have demonstrated your ability to understand and contribute to strategic plans. 5

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PART 1: Confirm Organisational Vision and Mission Key Points Section 1 A vision statement is an inspirational description of what an organisation would like to achieve or accomplish in the mid-term or long-term future. It is intended to serve as a clear guide for choosing current and future courses of action. A mission statement is a written declaration of a firm s core purpose and focus which normally remain unchanged. When beginning to write a strategic plan check to ensue both are still current and supported. If necessary, make changes to bring them up to date. Organisational values need to be considered when establishing a strategic plan. Support for strategic planning needs to be gained from all relevant stakeholders. 7

Part 1: Confirm Organisational Vision and Mission What Exactly is a Strategy? Strategic planning is an approach to organisational planning that encompasses your entire organisation. It facilitates good management within your organisation by putting in place a number of goals and objectives for your organisation as a whole. The process of building a strategic plan takes you from dealing with the day to day operations of your business and widens its scope to provide you with the big picture where your organisation needs to head, what is its ultimate destination? In essence, the strategic plan is about trying to find what you want your organisation as a whole to achieve and then how you should set about achieving it. In order to effectively look at where you are heading as an organisation, you need to answer the following questions: Who are we as an organisation? What can we do? What problems do we have? What do we want to achieve? What must we change to meet these goals? Then, once we know the answers to these questions, we can begin the process of looking at: Your objectives needed to make effective change How the organisation should change to achieve these goals Who should be responsible for each goal or objective. Because of the importance of the planning process, you need to ensure you work with others to achieve your ultimate goals. Let s now look at how you can work with your stakeholders to achieve these goals. You and Your Stakeholders When your organisation is creating a strategic plan, consulting with key stakeholders is an important factor in achieving ultimate success. Here are some benefits of reaching out to stakeholders through surveys, one-on-one meetings and multi-stakeholder consultations. The major advantages of this consultation process include: The better the input that you receive from those involved in the process, the better the end plan is likely to be. By looking at things from a wider point of view, you are likely to develop a better sense of what is required and make more effective decisions based on this information. If you involve people in the development of a strategic plan, they are more likely to be satisfied with the end result. Involvement builds commitment, the more that you can get your team to commit to a plan the more successful its implementation will be. The involvement will help overall implementation of any change. 8

Part 1: Confirm Organisational Vision and Mission Communicating with your stakeholders about your strategic plan allows your stakeholders to really feel involved in the process and this ensures that your stakeholders feel that there is an element of forthrightness about the changes being made. Consultation needs to be done for the right reasons, don t do it just so you can say, I consulted you. Do it because you understand the need for consultation to be undertaken and use this to build strength within your organisation. What is a Stakeholder? We have discussed why you need to consult, now let s examine who you should consult with. Who are your stakeholders exactly? Your stakeholders are groups or individuals within your organisation who actually have an interest in the work that you are doing and the outcomes of this work. The major stakeholders in a large organisation can be quite broad and can include, among others: Board of directors Clients / Customers Community leaders Competitors The public Suppliers Investors Stakeholders in an Organisation Staff Potential clients or customers Owners Partners and potential partners Regulators Government Once you have gathered the information you need to set a context, it is time to put that information to use by reviewing and rewriting (if necessary) your mission, vision and values statements. Writing a Vision Statement Organisations usually exist because they want to make a difference in their market or to society as a whole. They have a vision of how their organisation could or should be in the future. This vision is not something they can achieve on their own. It is something that guides them in their work and which they believe can be achieved if enough of their projects and their staff members share the vision and work towards it. An example of a vision is provided below. This vision statement is the vision of the CocaCola company: The vision is the starting point for any strategic framework. It shapes the framework and gives the organisation or project a basis on which to answer the following question: Will this goal, objective or activity help us to make a contribution to our vision? 9

Part 1: Confirm Organisational Vision and Mission To achieve sustainable growth, we have established a vision with clear goals. Profit: Maximising return to shareowners while being mindful of our overall responsibilities. People: Being a great place to work where people are inspired to be the best they can be. Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy peoples desires and needs. Partners: Nurturing a winning network of partners and building mutual loyalty. Planet: Being a responsible global citizen that makes a difference. The vision statement of an organisation is where it all begins. It is the building block of your strategic planning and allows you to answer the important questions with regards to the strategic planning Will this strategic plan allow us to contribute to our overall vision? Writing A Mission Statement A mission statement varies slightly to your vision statement. The mission statement outlines the ways in which your organisation as a whole is going to work towards achieving your vision. Your mission statement should describe the organisation in terms of: what it does, who it does it for, and how it does it. When writing a mission statement, include: An outline of what the organisation is What it aims to do Who your target audience is How it does that work. The aim of the mission statement is to: Communicate what you do and how you do it Provide a focus for any work that you do - including strategic planning. It is quite unusual for a mission statement to change over time, however if your organisation undergoes a significant change in some way, then you will need to change your mission statement to reflect that change. So, it is useful to revisit your mission statement whenever you are reviewing your strategic plan, as this is the time when you will gain the most insight into how your organisation is changing. Ultimately, the mission statement is an overall guiding principle that allows you to provide context to your work and your strategic planning as a whole. 10

Part 1: Confirm Organisational Vision and Mission Writing A Values Statement We now know our vision and our mission. It is time to begin writing the values statement. A values statement outlines any values that underpin the work you do. These are generally shared by all members of your organisation and help you in the forming of relationships within and external to the organisation as a whole. They outline: What you think the right thing to do is What you think the right way to deal with people is What you think the right way to deal with the world at large is. The values that you outline for your organisation, put simply, allow you as an organisation to grow and become the organisation that you ultimately want to be. Think about the value statement of Google Do no evil, this guiding principle allows everything they do to be measured by asking a simple question if we do this would we be seen as evil? It can be very difficult trying to distil your values down into a few simple sentences, but they do allow you to have an important guide when you are making important workplace decisions. When you are making decisions, always think back to your values in order to judge what would be seen as doing the right thing. 11

Part 1: Confirm Organisational Vision and Mission Activity One Below we have provided you with six (6) examples of mission statements and two (2) vision statements. Using the statements, see if you can work out who they are from. Use your knowledge of strategy to try and assist you. Mission Statements We create happiness by providing the finest in entertainment for people of all ages, everywhere. To build a place where people can come to find and discover anything they might want to buy online. Our mission is to be the most essential global Internet service for consumers and businesses. Our mission is to be the world s best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile. Everything we do is inspired by our enduring mission: To Refresh the World... in body, mind, and spirit. To Inspire Moments of Optimism... through our brands and our actions. To Create Value and Make a Difference... everywhere we engage. We have absolute clarity about what we do WE SELL HIGH QUALITY FOOD AND BEVERAGE PRODUCTS. Our success will ensure: customers will build their business, employees build their futures, and shareholders build their wealth. Vision Statements Our vision is to be the world leader in transportation products and related services. We will earn our customers enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of our people. Beat Coke. Facilitator s Notes for Activity One Mission Statements in order Disney, Amazon.com, yahoo.com, McDonald s, Coca Cola, Pepsi Vision Statements General Motors, Pepsi 12

Part 1: Confirm Organisational Vision and Mission Section 1 - True or False Quiz True False Strategic planning is about the day-to-day issues. Strategic planning is all about the big issues of an organisation s direction. A strategy is an overall plan or approach. Strategic planning needs to be done as a part of a team. Strategic planning needs to consider the views only of staff. Strategic planning should take into account a range of opinions from different stakeholders. Strategic planning should be undertaken by board members. While board members can provide useful input, wider ranges of opinions are needed. No-one can provide neutral input. A vision and mission statement are the same thing. They both serve separate purposes. Mission statements should never change. When a business changes, a mission statement may also need to change. Clarifying and reaching consensus on your organisational values is very important. A vision statement should be aspirational. 13