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Strategic Planning Models

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Strategic Planning Models EDU 572 Systems, Change and Planning Cardinal Stritch University Kristine Kiefer Hipp, Ph.D. Purpose of Basic Strategic Planning ... – PowerPoint PPT presentation

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Title: Strategic Planning Models


1
Strategic Planning Models
  • EDU 572 Systems, Change and Planning
  • Cardinal Stritch University
  • Kristine Kiefer Hipp, Ph.D.

2
Purpose of Basic Strategic Planning
  • Clearly define the vision AND mission of the
    organization
  • Establish realistic goals and objectives and
    timelines
  • Communicate the goals/objectives to the
    organizations stakeholders
  • Focus the resources on key priorities
  • Build strong teams that solve major problems
  • Establish the value of building consensus around
    a common vision
  • Provide a base from which progress can be
    measured and monitored.
  • Increase efficiency, effectiveness, and
    productivity

3
Basic Strategic Planning Made Simple
  • Identify the ideal state (vision)
  • Identify the purpose (mission statement)
  • Identify degree of tension between ideal and
    real
  • Select goals to accomplish the mission
  • Identify strategies to reach the goals
  • Identify strategies to reach each goal
  • Identify action plans to reach each strategy
  • Monitor and update the plan
  • Missing Regular ongoing internal and external
    scans Information about possible futures

4
Alternative Planning Models
  • Issue- or Goal- Based Planning
  • Alignment Planning
  • Scenario Planning
  • Organic Planning

5
Issue-Based or Goal-Based Planning
  • --- Applies the basic Strategic Planning Design
    but is ongoing and changes with emerging issues
  • Conduct an Internal/External assessment using
    SWOT
  • Identify and prioritize major issues and goals
  • Design strategies, programs, policies and
    procedures to meet goals
  • Design (update) the vision, mission and values
  • Establish action plans
  • Record the above in a Strategic Planning document
  • Develop an annual Operating Plan document
  • Develop and authorize the budget
  • Conduct the plan
  • Monitor, evaluate and update the document and
    consider other models as needed

6
Alignment Planning
  • --- Applies the basic Strategic Planning Design
    and ensures strong alignment between the
    organizations mission and its resources
  • ---The model is helpful for fine-tuning and
    discovering why current strategies arent working
  • Outline the organizations mission, programs,
    resources and needed support
  • Identify whats working well and what needs
    adjustment
  • Strategize how adjustments should be made
  • Include the adjustments as strategies in the plan

7
Scenario Planning
  • --- Applies the basic Strategic Planning Design
    and is useful in identifying issues and goals
    based on national, state and local trends
  • ---Starts with priorities and moves to a
    SWOT.then
  • Select several external forces and imagine
    related changes that could influence the
    organization
  • Create scenarios for each force (best case, worst
    case, OK case)
  • Identify potential strategies in each scenario to
    respond to each change
  • Identify common strategies across scenarios and
    select those most likely to affect the
    organization

8
Organic or Self-Organizing Planning
  • --- Involves an unfolding a naturalistic
    organic planning process v. a mechanistic,
    linear process
  • ---Focuses on common values, dialogue around the
    values, and ongoing, shared reflection around the
    systems current and preferred processes
  • Clarify the organizations values using dialogue
    and story-boarding
  • Articulate the groups vision using the same
    techniques
  • Meet regularly to dialogue about processes needed
    to arrive at the vision
  • The team assumes responsibility for these
    processes, focuses on learning and less on
    method, and determines how to portray plans to
    stakeholders

9
Ongoing Dialogue is Key toOrganic Planning
  • The Fifth Discipline suggests dialogue is a free
    flow of meaning between people with three basic
    conditions of dialogue
  • Participants must suspend their assumptions.
  • Participants regard one another as colleagues.
  • There must be a facilitator of dialogue.
  • Smith, Barry, Piotrowski, Ogunbowale, 2004

10
Key Components of an Organic Planning Model
  • Belief in self-organizing and organic planning
  • Commitment to be a learning organization
  • Large group and teamwork dialogue
  • Values, vision and boundaries
  • Responsible leadership
  • Visual story-boarding
  • Patience tolerance
  • Open information
  • Reflection
  • Trust
  • Smith, Barry, Piotrowski,
  • Ogunbowale, 2004

11
This is a new way of thinking about our
responsibilities. In a self-organizing system,
people do for themselves what in the past has
been done to them.Margaret Wheatley Myron
Kellner-RogersA Simpler Way
12
This presentation has been modified fromBasic
Overview of Various Planning Models by Carter
McNamara, MBA, PhD The Management Assistance
Program for Nonprofits (website)
13
Future Search Finding Common Ground
  • EDU 572 Systems, Change, and Planning
  • Cardinal Stritch University
  • Kristine Kiefer Hipp, Ph.D.

14
Overview (see also, module, pp. 184-185)
  • Task/Action orientedmove quickly from
    discussing/planning to action.
  • 4-5 meetings, as close together as possible,
    half-day each. Or, 3 days, 16 total hours. Action
    steps and the people responsible for them are the
    intended outcome.
  • 60-80 people in room, diverse, all relevant
    stakeholders.
  • Written record on flip charts.
  • As in the Chadwick conflict resolution process,
    skill-building occurs through the process, and is
    important. Outside training is available.
  • Skill development in dealing with ambiguity and
    conflict, skeptics, fight/flight, trusting the
    non-trained to self-manage tasks, work on your
    own issues of control, rescuing, lecturing,
    stereotyping, and looking good.
  • See futuresearch.net
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