Corporate Governance Presentation by The Writing Wizards Sarah Jane Cole

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Corporate GovernancePresentation by The Writing
WizardsSarah Jane Cole

• Strategic Planning

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Introduction

• Service - Provision of a diverse range of
  mentoring and professional development services
  across business and human resources

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Business development

• Development of quality management systems
• Compliance auditing to 9001, DESQA and DSQS
  standards (Focus Certification)
• Tender document development
• Grant submission
• Business and strategic plan development and
  facilitation
• Business mentoring
• Company and project presentation development
• Market research and analysis
• Grammatical and structural editing of business
  documents

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Presentation Today

• Strategic Planning
• Purpose
• Provide a general understanding of the strategic
  planning process
• Step by step guide to strategic planning
• Establish and implement an appropriate planning
  process
• Development of an action plan
• Discuss facilitating the involvement of relevant
  stakeholders in the process

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• Do organisations plan to fail in their business
  venture?
• How many organisations fails to appropriately
  plan?

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Statistics
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Definition

• Planning - Planning is anticipatory decision
  making. It is a process of deciding before action
  is required (Ackoff 1981)

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Planning

• Enables a review of past efforts
• Analyse the current status of the organisation
• Provide for systematic development of future
  objectives and goals
• Coordinate an organisations efforts
• Sharpen company focus
• Establishes performance standards and measures
  progress
• Establishes a time frame for the achievement of
  outcomes

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More definitions

• Business planning Is a detailed study of the
  organisations activities, which highlights where
  the organisation has been, where it is now and
  where it might get to in the future and
  incorporates an action program to achieve these
  results. (Coulthard, Howard, Clark)
• Strategic Planning the process by which the
  guiding members of an organisation envision its
  future and develop the necessary procedures and
  operations to achieve that future (Goodstein,
  Nolan and Pfeiffer)

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• Alice Which way should I go?
• Cat That depends on where you are
• going.
• Alice I dont know where Im going!
• Cat Then it doesnt matter which way
• you go!
• Lewis Carroll 1872
• Through the Looking-Glass
• Strategic Planning Strategic Envisioning

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Why Strategically Plan?

• Provides a shared
• Framework
• Understanding
• Values and beliefs
• In which decisions can be made

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Strategic Planning Model

• Three basic elements of any strategic planning
  model
• Where are we going?
• What is the environment?
• How do we get there?

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Strategic Planning Model
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Planning to Plan

• Who should be involved
• How will we involve stakeholders
• How long will it take
• What information is needed in order to plan
  successfully

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Commitment

• Requires commitment from the top
• Should not be treated as secret squirrel
  business through which a strategic plan appears
  as an epiphany to a select few

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Involvement of Stakeholders

• Funding body
• Clients
• Industry peers
• Consultants
• Level of interaction
• Whole of process interaction
• Specialist commentary
• Review of outcomes

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Environmental Monitoring
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Environmental Monitoring

• External
• The macro environment
• The industry environment
• The competitive environment
• Internal
• The organisations internal environment

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Performance Analysis

• Use of SWOT (strengths, weaknesses, opportunities
  and threats)
• Purpose
• Identification of potential strategic
  alternatives
• Establishes benchmark of capability

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Vision / Mission / Org Philosophy

• Encapsulate the organisations focus
• Can take time to establish and achieve agreement

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Strategic Business Modelling

• The best way to have a good idea is to have a
  LOT of ideas - Linus Pauling 1958
• Process of selecting those strategies that build
  on the organisations strengths, correct its
  weaknesses to take advantage of external
  opportunities whilst countering external threats.

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Strategic Business Modelling

• GENERIC STRATEGY
• Cost leadership
• Differentiation
• Focus
• ALTERNATIVE DIRECTIONS
• Do nothing status quo
• Withdrawl
• Consolidation
• Market penetration
• Product /service development
• Market development
• Diversification (related or unrelated)
• ALTERNATIVE METHODS
• Internal development
• Acquisition
• Joint development

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Strategic Business Modelling

• Strategic alternatives identified should
  articulate
• Domain sought
• Differential advantage in serving that domain
• Strategic thrusts necessary and their approximate
  timing
• Target results expected

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Gap Analysis

• Analytical and critical analysis stage
• Application of two considerations
• Where gaps are identified need to develop
  strategies to close each gap
• Assessment of the probability of the organisation
  being able to implement such gap closure
  strategies

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Gap Analysis Of Outcomes

• Expected outcome is that the gap analysis of
  strategic plan alternatives will identify that
  strategies identified have a reasonable
  probability of success
• Looking for strategic alternatives that have the
  highest organisational payoff

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Implementation

• One of the greatest pains to human nature is the
  pain of a new idea
• Walter Bagelot, Physics and Politics 1867
• Most critical elements lies in the actual
  implementation of the plan as opposed to the
  development of the plan itself.

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Implementation

• Issues often that can inhibit implementation
• Time pressures to develop and maintain the plan
• Over exuberant managers attempting to rush
  planned changes
• Continuing commitment maintaining the
  commitment to the chosen course of action and
  actually implementing the plan
• Reluctance to give up the alternative goals not
  chosen
• Fear of failure

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Implementation

• Other issues
• Difficulty in translating the finalised strategic
  plan document into a workable and actionable
  planning tool

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Implementation Requirements

• Communication of the plan
• Filtration into other planning processes
• Maintaining ongoing commitment of top level
  management

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Review and Monitoring

• Acid test of impact on organisational behaviour
• Should occur on a continual basis

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Summary
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