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Title: Strategic%20Planning%20for%20Information%20Services


1
Strategic Planning for Information Services
Strategic Planning for Information Services
A Quantum2 Seminar
  • Betty Jo Hibberd
  • Director
  • Market Development
  • Dialog

2
The Quantum2 Leadership Circle
  • Strategic Competencies
  • Environmental analysis
  • Knowledge culture vision
  • Perception analysis
  • Relationship management
  • Management buy-in
  • Business Competencies
  • Needs assessment
  • Service definition
  • Marketing
  • Performance
  • Measurement

3
Agenda
  • Introduction
  • Objectives
  • Basics of strategic planning
  • Six steps to strategic planning
  • Components of a strategic plan document
  • Key learnings

4
Introduction
  • Warm-up
  • Involved in strategic planning?
  • Experiences and/or insights?
  • Impact on information services?

5
Objectives
  • Understand the importance of strategic planning
  • Define steps in the strategic planning process
  • Learn specific planning techniques
  • Offer a format for a strategic plan

6
Basics of Strategic Planning
  • The 5 Ws
  • Who are we?
  • What are we doing now?
  • Why are we doing what were doing?
  • Where do we want to be in the future?
  • When and how do we get there?

7
Basics of Strategic Planning
  • Why strategic planning?
  • Improved efficiency
  • Improved employee environment
  • Consistent internal and external communications
  • Connection to future
  • Why not?
  • Importance misunderstood
  • Size
  • Status quo
  • Time
  • How to do it

8
Basics of Strategic Planning
  • Some key terms
  • Vision Statement
  • Mission Statement
  • Core Competencies
  • Competitive Advantage
  • Industry Analysis
  • Stakeholders
  • Goal
  • Objective
  • Strategy
  • Value-chain

9
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine vision mission statements
Set goals objectives
10
Step 1 Select Core Planning Team
  • Identify organizations key personnel
  • Evaluate and define the various roles
  • Examine how they can help the Information Center
    succeed

11
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine vision mission statements
Set goals objectives
12
External to the organization
Step 2 Analyze performance external
environment
  • Industry analysis
  • Merger, acquisition, divestiture
  • Products changed or introduced
  • Regulatory/legal climate changes
  • Societal changes
  • Staffing pattern changes (work-at-home, layoff,
    ramp-up)
  • Markets opening or closing
  • Distribution channel changes

13
External to the Information Center (but internal
to the larger organization)
Step 2 Analyze performance external
environment
  • Organizational Priorities
  • Vision
  • Mission
  • Goals
  • Objectives

14
Step 2 Analyze performance external
environment
Internal to the Information Center
  • Performance
  • Who are your current and potential
    patrons/clients? Why?
  • Anyone who walks in?
  • The funding department?
  • The company/organization itself?
  • A broader constituency (e.g., shareholders,
    beneficiaries)?
  • The field of research itself, connecting to
    broader human knowledge?

15
Step 2 Analyze performance external
environment
Internal to the Information Center
  • Performance
  • How do you determine which products and services
    will be your focus?
  • Needs assessment?
  • Information audit?
  • Map information flows within the organization?
  • Whatever is requested?

16
Step 2 Analyze performance external
environment
  • Identify performance gaps
  • Senior Management
  • How much money you receive and how you spend it
  • How you save money for the company and how much
  • How much time you save your Clients that
    increases productivity
  • Clients
  • Availability and expertise of staff
  • Availability of information when they need it
  • How easy it is to obtain information
  • How long to fill a request

17
Step 2 Analyze performance external
environment
Environmental Scan
Internal
External
  • STRENGTHcore competencies
  • strong brand names
  • good reputation among customers
  • cost advantages from proprietary know-how
  • favorable access to distribution networks
  • OPPORTUNITYother areas for expansion
  • an unfulfilled customer need
  • arrival of new technologies
  • loosening of regulations
  • THREATcompetitors,
  • shifts in consumer tastes away from the firm's
    products
  • emergence of substitute products
  • new regulations
  • WEAKNESSprocesses that need improving, resources
  • a weak brand name
  • poor reputation among customers
  • high cost structure
  • lack of access to key distribution channels

SWOT Matrix
18
Step 2 Analyze performance external
environment
SWOT Matrix
  • Strengths
  • Some budget increases
  • Evaluation selection skills
  • Marketing efforts
  • Analysis synthesis skills
  • Opportunities
  • Weaknesses
  • Decentralized purchasing
  • Viewed as cost center
  • Perceived as non-strategic
  • Threats
  • Change process
  • Global service training provision
  • Increased volume of requests
  • Increased staff levels
  • Advances in content technology
  • Changed reporting structure
  • Physical library closures
  • Cost savings imperative
  • Inwardly focused outlook

19
Steps to Successful Strategic Planning
20
Mission Statement Generator http//www.dilbert.c
om/comics/dilbert/games/career/bin/ms.cgi
21
Step 3 Develop mission vision statements
  • Vision statement
  • Specific purpose of the Information Center over
    time
  • What it will be when goals and objectives are
    achieved
  • Mission statement
  • Answer 3 questions
  • What are the opportunities or needs we exist to
    address?
  • What are we doing to address these needs?
  • What principles or beliefs exist to guide our
    work?

22
Step 3 Develop mission vision statements
  • Vision statement
  • Clarity and lack of ambiguity
  • Paint a vivid and clear picture, not ambiguous
  • Describing a bright future (hope)
  • Memorable and engaging expression
  • Realistic aspirations, achievable
  • Alignment with organizational values and culture,
    Rational
  • Time bound if it talks of achieving any goal or
    objective
  • Example

Be the leading global provider of information
tools to business and professional customers.
23
Step 3 Develop mission vision statements
  • Mission statement
  • Is focused on satisfying customer needs
  • Tells who" our customers are
  • Explains what" customer needs our company is
    trying to satisfy.
  • Explains how" our company will serve its
    customers.
  • Fits the current market environment
  • Is based on our competitive advantage
  • Is based on our distinctive core competencies.
  • Motivates and inspires employee commitment
  • Is realistic
  • Is specific, short and sharply focused
  • Is clear and easily understood.
  • Says what we want to be remembered for.
  • Example

Combine industry expertise with innovative
technology to deliver critical information to
leading decision makers in the financial, legal,
tax and accounting, scientific, healthcare and
media markets, powered by the worlds most
trusted news organization.
24
Step 3 Develop mission vision statements
  • Vision statement points
  • What - Add value and promote visibility of the
    information center
  • How - Through demonstrable cost time savings
  • For - enhanced employee productivity and impact
    on operational excellence
  • Mission statement points
  • What develop, implement manage strategies for
    optimal access, transfer and use of info
    knowledge
  • How by evaluating, selecting and harnessing
    appropriate solutions
  • For organizational employees worldwide, to
    maximize efficiency competitive advantage

25
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine vision mission statements
Set goals objectives
26
Step 4 Set goals objectives
  • Goals
  • Long-term outcome that influences decisions that
    develop organization appropriately
  • Example
  • Objectives
  • Short-term achievement that directs organization
    toward attaining a goal
  • Example
  • Characteristics

Obtain 3 market share of the mobile phone
industry by 2010.
Identify 1 new target market for mobile phones by
end of Q4, 2008.
  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Time-bound

27
Step 4 Set goals objectives
  • Goals
  • Enhance visibility and value of information
    center
  • Extend global reach of info services, utilizing
    appropriate technology and resources
  • Objectives
  • 1. Become part of value chain in corporate risk
    evaluation and decision making for core functions
    by year end.
  • 2. Elevate analytical expertise of information
    staff through recruitment program to fill
    analysis gaps.
  • 1. Understand global user needs and preferences
    to facilitate appropriate information provision
    by end Q4.
  • 2. Select best value-for-money external content
    sources for organization on global licenses to
    control total info costs in line with budget

28
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine vision mission statements
Set goals objectives
29
Step 5 Establish strategy
  • Internal analysis
  • Core competencies
  • Competitive advantage
  • Processes needing improving
  • Issues and concerns
  • Strengths Weaknesses (from SWOT)
  • Analysis synthesis skills
  • Evaluation selection skills
  • Marketing efforts
  • Some budget increases
  • Decentralized purchasing
  • Viewed as cost center
  • Perceived as non-strategic

30
Step 5 Establish strategy
  • Industry analysis
  • Compelling business events, such as the recent
    acquisition
  • Capture the needs of the broadest swath of
    customers where success is most critical
  • Make trade-offs among customers
  • Opportunities and Threats (from SWOT)
  • Change process
  • Global service training provision
  • Increased volume of requests
  • Increased staff levels
  • Advances in content technology
  • Changed reporting structure
  • Physical library closures
  • Cost savings imperative
  • Inwardly focused outlook

31
Step 5 Establish strategy
  • Scenario planning requires
  • Making assumptions
  • Determining potential outcomes
  • Identifying controlling factors
  • 3 steps
  • Identify issues, trends uncertainties
  • Build scenarios
  • Determine expected case

32
Importance of Scenario Planning
  • Scenario planning
  • Answers the what if questions
  • Enables proactive thinking and planning for the
    future
  • Looks at alternative versions of the future
  • Deals with genuine uncertainty

If you dont know where you are going
...you just might end up somewhere else. Yogi
Berra
33
Benefits of Scenario Planning
  • Investment in planning avoids the need to think
    through every crisis situation from scratch
  • Appropriate planning creates an institutional
    learning and memory-bank
  • Early warning or awareness of impending change
    results in winning business strategy
  • Preparing for possible changes can reduce
    organizational exposure and risk
  • Future planning gives rise to innovative business
    ideas and helps to capture divergent views across
    a business

34
Context for Scenario Planning
  • Test Assumptions
  • Wife or Mother-in-Law?

W.E. Hill. Puck, November 6, 1915
35
Context for Scenario Planning
  • Avoid Patterned Thinking
  • Habit bound thinking
  • Breaking out of a rut
  • Familiarity is the handmaiden of habit
  • Create New Perspectives
  • Cannot see the wood (forest) for the trees
  • Keep sight of the big picture
  • Take Prudent Risks
  • No one truly succeeds without failing first
  • We must take risks to have any chance of
    succeeding

36
Step 5 Establish strategy
  • Goals
  • Objectives
  • Strategy
  • Action Steps

37
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine mission vision statements
Set goals objectives
38
Step 6 Execute plan
  • Integrate into daily routine
  • Educate to understand plans concepts
    requirements
  • Managers
  • Supervisors
  • Others in information center

39
Step 6 Execute plan
  • Issues
  • Expectations of top management
  • Culture
  • Ethics
  • Responsibilities
  • Organizational structure

40
Steps to Successful Strategic Planning
Evaluate, monitor repeat
Select core strategic planning team
Execute plan
Analyze performance external environment
Establish strategy
Develop/redefine mission vision statements
Set goals objectives
41
Step 7 Evaluate, monitor repeat
  • Organizations change constantly
  • Consistently re-evaluate your strategic direction
  • Correct for change
  • Repeat the process

42
Elements of a Strategic Plan Document
  • Title page
  • Executive summary
  • Organization description
  • Strategy
  • Financial situation
  • Action Plan

43
Key Learning
  • Strategic planning
  • Helps define direction and organizational
    priorities
  • Improves efficiency by assisting with
    benchmarking performance monitoring
  • Involves in-depth analysis of strengths,
    weaknesses, opportunities threats
  • Requires looking into the future through
    scenario planning
  • Depends on an effective communication strategy
  • Also
  • A continual process
  • A great career skill to develop

44
References
Lemon, Nancy, Climbing the Value Chain a Case
Study in Strategic Planning. Online, Nov/Dec
1996, pp 50-55. Martinelli, Frank, Strategic
Planning Manual. 1999. http//www.uwex.edu/li/lear
ner/spmanual.pdf Mission Statements.
http//www.mystrategicplan.com/strategic-planning-
topics/mission-statements.shtml Mission
Statements and Vision Statements,
http//en.wikipedia.org/wiki/Strategic_planningMi
ssion_statements_and_vision_statements Penniman,
David, Strategic positioning of information
services in a competitive environment. American
Society for Information Science. Bulletin   v23n4
 pp 11-14, Apr/May 1997. Plosker, George, The
Information Strategist. Online, Jul/Aug, 2004,
pp.49-51. Radtke, Janel N., How to Write a
Mission Statement. Strategic Communications for
Nonprofit Organizations Seven Steps to Creating
a Successful Plan. John Wiley Sons, 1998. The
Strategic Planning Process, Quick MBA,
http//www.quickmba.com/strategy/strategic-plannin
g/ Silbiger, Steven, The Ten Day MBA, Quill,
William Morrow, New York, 1999. Zimmerman,
Michael C., Your library's strategic plan plan
the writing before you write the plan.
Information Outlook , v1 , n12 , p40(2), Dec ,
1997.
45
Further Reading
Balas, Janet L., Online Help for Library
Strategic Planners. Computers in Libraries , 19
, 1 , 40(1), Jan , 1999 Baldock, Carole,
Marketing libraries A survival course? Library
Management   v14n1  pp 4-8, 1993. Campbell,
Corinne A., Product service strategies for
information services. American Society for
Information Science Bulletin,   v22n4  pp 15-17,
Apr/May 1996. Carr, Stephen J., Strategic
planning in libraries An analysis of a
management function and its application to
library and information work. Library Management
  v13n5  pp 4-17, 1992. Deiss, Kathryn J.,
Innovation and strategy risk and choice in
shaping user-centered libraries. Library Trends
, 53 , 1 , 17(16), Summer , 2004. Hannabuss,
Stuart, Scenario planning for libraries.
Library Management ,  v22n4/5  pp 168-176, 2001.
Johnson, Heather, Strategic planning for
modern libraries. Library Management   v15n1
 pp 7-18, 1994. McCarthy, Grace, Getting to
know your non-users. Library Management   v15n4
 pp 30-34, 1994. Muir, Robert F., Marketing
your library or information service to business.
Online   v17n4  pp 41-46, Jul 1993. Penniman,
David W., Strategic Planning to Avoid
Bottlenecks in the Age of the Internet.
Computers in Libraries , 19 , 1 , 50(1) Jan ,
1999.
46
and More Reading
  • Leading Strategic Information Initiatives. A
    Quantum2 e-brief for Information Professionals
    PDF 643KB 31pp
  • Kochoff, S. Shaking Hands A Personal Reflection
    on Personal and Professional Connections. (SLA NY
    Chapter President)
  • Schwartz, P. The Art of the Long View Planning
    for the Future in an Uncertain World. 1st ed.
    Doubleday Currency (pbk), 1996, 288pp.
  • van der Heijden, K. Scenarios The Art of
    Strategic Conversation. 2nd ed. John Wiley
    Sons, 2005, 380pp.
  • Dewar, J.A. Assumption-Based Planning A Tool
    for Reducing Avoidable Surprises. Cambridge Univ.
    Press, 2004, 248pp
  • Ogilvy, J. and Schwartz, P. Plotting Your
    Scenarios. Global Business Network, 2004.
    Originally published in Fahey. L Randall, R.
    Learning from the Future. John Wiley Sons,
    1998
  • VanGundy, A.B. 101 Activities for Teaching
    Creativity and Problem Solving. John Wiley
    Sons, 2005,
  • Willmore, J. Scenario Planning Creating Strategy
    for Uncertain Times. Information Outlook, Vol
    5(9), Sep 2001, pp24-30.

47
Thank You
  • Any questions?
  • betty.jo.hibberd_at_dialog.com
  • http//quantum.dialog.com
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