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Strategic Planning

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Title: Strategic Planning Principles Author: Richard Last modified by: Ricki O'Rawe Created Date: 5/14/2002 1:38:49 PM Document presentation format – PowerPoint PPT presentation

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Title: Strategic Planning


1
Strategic Planning
Planning Overview
2
Types of Plans
Strategic Plan
Corporate Plan
Business Plan
other plans
3
Planning Narrative
Vision
Mission
Values
Aims
Strategy
Objectives
action
4
Planning for Organisations
  • Why do we exist?
  • What are we trying to do?
  • How do we do things?
  • Who else could do it?
  • When will we do things?
  • How will we know if we are achieving anything?
  • How can we be better?

5
Planning looks at
  • what needs to be done
  • when it will be done
  • who will do it
  • what resources are needed
  • how we will measure performance

6
Planning Pitfalls
  • Total delegation to someone else
  • Total centralisation
  • No articulation of the non-negotiables
  • No prioritisation
  • Merging of the strategic and operational
  • Wrong organisational climate

7
Planning to Plan
Who to involve?
  • Focus of our work?
  • Clear objectives
  • Other plans and strategies
  • Sources to be used
  • Extent of research consultation
  • Resources needed available
  • Allocating responsibilities
  • Timescale Deadlines
  • Planning format communication

8
Planning Requires
Planning Process
  • commitment by those involved
  • time
  • effort
  • research/analysis
  • assumptions
  • robust arguments
  • courage

9
Planning Team?
  • 3 -7 people
  • visionaries and actionaries
  • power and respect
  • range of stakeholders
  • vertical and horizontal

10
Key Attributes of Strategic Planning
  • Revisiting/re-appraising accepted wisdoms
  • setting priorities
  • making assumptions
  • identifying important issues and opportunities
  • BEING ROBUST!

11
Planning Process
12
Most Grid
13
Strategic
Strategic Vs Operational
  • Longer term
  • Abstract
  • Identification of important issues and
    opportunities
  • Seeking new approaches
  • Effectiveness, i.e. what is achieved
  • Hands-off approach
  • Birds eye view
  • Very long time lag between action and result
  • Tends to ask What if

14
Operational
Strategic Vs Operational
  • Immediate or short term
  • Definite
  • Action
  • Routine or ongoing
  • Efficiency, ie how things are done
  • Hands-on approach
  • Worms eye view
  • Quick feedback on the effectiveness of actions
  • Tends to worry about What If Not

15

Leadership
Vision
People
Ideas
Challenge
Measures
Results
Calculated Risk
Resources
Thinkinguntil it hurts!
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