Presented by:
Dr.Eng.Ibrahim Alhariri
London, United Kingdom
19-23 January 2015
STRATEGIC PLANNING, BUSINESS PLANS
DEVELOPMENT AND DECISION-MAKING DURING
CRISES
www.ProjacsTraining.com 1

PROGRAM OUTLINE
DAY 1:
Effective Strategic Planning
 Introducing the concept of planning and strategic planning.
 Describing the general aspects of planning and developing work plan.
 Explaining the benefits of strategic planning and types of plans.
 Highlighting the internal and external realities which affect work planning.
 Sharing some guidelines on how to ensure effective strategic planning.
DAY 2:
Operating Model
 Identifying the phases related to the process of strategic planning.
 Highlighting the operating model and all the components related to it.
 Defining strategic goals and how they should be aligned with business strategy.
 Recognizing the main parties involved in the strategic planning process.
 Sharing some tips and advice on how to implement a business plan strategy.

DAY 4:
Strategy Evaluation & Monitoring
 Highlighting the significance of strategy evaluation and monitoring.


 Suggesting some proactive/reactive measures to cope with changing circumstances.
 Using adequate resources to ensure competitive advantage and sustainability.
 Sharing some tips and advice on how to change and implement a business strategy.
Identifying the parties that should be concerned in strategy evaluation and monitoring.
Explaining the differences between cost‐benefits analysis and return on investment.
DAY 5:
Performance Management & Development
 Linking performance management with changing factors and circumstances.

 Setting a personal development plan and seeking professional development.
 Identifying the main challenges faced and seeking constructive feedback.
 Coping with various changes and achieving better results and outcomes.
 Concluding points, wrap up, and course evaluation.
Identifying individual SWOT points i.e. Strengths, Weaknesses, Opportunities and Threats.
DAY 3:
Health Check
 Identify the general factors and requirements for health check.
 Explain what information is required for health check and follow-up.
 Identify the main issues and challenged faced in reviewing the company’s status.
 Use adequate resources to ensure competitive advantage and sustainability.
 Provide some tips on how to apply an effective business strategy to ensure good results.

Introducing the Trainer
Dr.Eng.IBRAHIM ALHARIRI
396 YORK WAY - N7 9LW
LONDON.UK
Mob: +447890380000
Email: ithariri@yahoo.com
Skype :ITHARIRI

 Name?
 Position?
 Experience?
 Expectations?
Introducing Each Other

5 Day‐Training Program:
08:30 – Starting Time
‐‐ 10:00-10:20 Coffee Break
12:30 – -12:00 Coffee Break
14:00 – Closing Time
Our Schedule

Rules of The Workshop…
 Attendance is a must.
 Participation is required.
 Freedom of speech & expression.
 Mobiles should be kept silent during training.
 No smoking in the conference room.
 Tea/coffee is allowed during training activities.
 Distribution of Certificate of Attendance.
 Let’s enjoy our program together and “Learn by Fun”!

Strategic Planning
Day 1

GROUP THINK ACTIVITY
What are the major differences between Planning & Strategic Planning?
Planning?
1.
2.
3.
4.
5.
Strategic Planning?
1.
2.
3.
4.
5.

1.Introducing the Concept of Strategic Planning
“If you fail to plan, you plan to fail”
Strategic planning is used for multi-purposes mainly to:
a. help an organization perform a better job.
b. focus on its energy and resources.
c. ensure that organizational members are working toward the same goals.
d. assess and adjust the company direction in response to a changing environment.
In short, strategic planning is a disciplined effort to formulate fundamental decisions and
actions that guide what an organization is, what it does, and why it does it, with a focus
on the future.
The strategic planning determines where the company is heading to for the next years.
The company’s goal that is defined by a strategic plan is known as “Vision”.

1.Introducing the Concept of Planning
Plan Study the future, forecast, set goals and plan actions according to priorities.
Organize Design a structure to meet goals and allocate varied types of resources.
Supervise Assign people in the right job and define their scope of work while ensuring supervision.
Direct Engage in leadership and motivate people through varied activities to achieve results.
Coordinate Align organizational activities and provide adequate resources to accomplish goals.
Review Revise action plan, share feedback, and monitor work progress against project milestone.
Budget Ensure that adequate fund is always available to achieve results.

2.Vision, Mission, and Values
 What is Company’s Vision?
Vision defines where the organization wants to be during the next coming years.
It reflects the optimistic view of the organization’s future.
 What is Company’s Mission?
Mission highlights where the organization is going now, basically describing the
purpose, why this organization exists.
 What are Company’s Values?
Values are shared beliefs that all organization’s members should respect and
follow. These values should reflect the organizational culture and characteristics.
 What are Company’s Core/Technical Competencies?
Competencies refer to Knowledge, Skills, Abilities, Attitude and Behaviors.
We have many types of competencies; core, managerial, leadership, and technical.

In order to determine where the company is going, you need to know exactly where
it stands then determine the milestones that need to consider in order to reach the
goals. This process is called the “Strategic Plan”.
The “WH” Questions:
1. Why we exist? (mission)
2. Where we want to go? (vision)
3. What are the impediments? (internal / external factors)
4. Who defines the strategy? (board members)
5. How organizational structure is perceived? (tall/flat)
6. Why people are viewed as assets? (capital/requirements)
7. What is the “Good Fit” strategy? (choice)
3.Aligning Strategy with Corporate Goals

This can be best achieved through the word “GREAS”:
1. Goals and Growth
2. Relationship and Results
3. Engagement
4. Alignment
5. Shared Beliefs
4.Achieving Organizational Effectiveness

5.Situational Analysis
When developing strategies, analysis of the organization and its environment has
to be internally and externally evaluated with respect to the following criteria:
1. Customers
2. Market competition
3. Technological awareness
4. The deployment of Human Resources
5. The analysis of the organizational structure
6. The economy situation
7. Leadership style
8. Laws and regulations
9. Cultural sensitivity and diversity
10. Scarcity of natural resources
11. Others
Analysis of the external environment normally focuses on clients.
Thus, Leaders should be visionary in formulating a strategy that would best serve
market requirements and clients’ needs.

Another approach is called Draw‐See‐Think‐Plan:
1. Draw:
- What is the ideal image or desire that you have in mind?
2. See:
- What’s today situation? What’s the Gap from ideal case?
3. Think:
- What specific actions must be taken to reach your goal?
4. Plan:
- What resources are required to execute the activities?
6.Strategic Planning Methodology

The strategic planning is indeed a complex, challenging, and often a hectic process.
It requires effective decisions and SMART approach to ensure true success!
Some frequently asked questions:
a. What are the key concepts in strategic planning?
b. What are the basic steps in strategic planning?
c. What do we need to know before we start the process?
d. Who should be involved in strategic planning?
e. What is the situational analysis?
f. How can a company gain competitive advantage?
7.Frequently Asked Questions

Answer:
“Values that support successful strategic planning”
 Exceptional customer service:
We always do our best to find ways to exceed our customer’s expectations.
We provide seamless quality service to our clients.
 Integrity:
We are honest, ethical & trustworthy. We possess the highest standards of
conduct and behavior.
 Teamwork:
We build relationships to create exceptional results through effective teams.
 Quality and continuous improvement:
We explore new approaches/tools to find creative/innovative ways to do business.
7a. What Are the Key Concepts in Strategic
Planning? (1 of 2)

Answer:
“Values that support successful strategic planning”
 Respect:
We treat people equitably, with dignity and respect. We care about employees
and each other. We create a safe environment.
 Personal and professional development:
We are experts in our field, and bring leading edge thinking and practices to the
City. We continue to learn, grow, and share.
 Optimism and openness:
We work hard, smart and have fun while doing it.
We look for the good in difficult situations.
 Open communication:
We have open door policy and two ways communication.
Our style is to exchange ideas with transparency and promote healthy relations.
7a. What Are the Key Concepts in Strategic
Planning? (2 of 2)

Answer:
“5 Major Steps”

Step one ‐ Getting Ready
Step two ‐ Reviewing the Mission and Vision
Step three ‐ Assessing the Situation
Step four – Developing Strategies, Goals and Objectives
Step five – Completing the Written Plan
7b. What Are the Basic Steps in Strategic
Planning? (1 of 6)

Step one – “Getting Ready”:
To get ready for strategic planning, an organization must first assess if it is the
“Right” time to embark on such initiatives. While a number of issues must be
considered in assessing readiness, the determination essentially comes down to
whether an organization's leaders are truly committed to the effort, and whether
they are able to devote the necessary attention to see the “BIG PICTURE".
Identify specific issues or choices to be addressed
Clarify roles and responsibilities
Create a “Planning Committee”
Develop an organizational profile
Identify the required info to help make sound decisions
The result reached at the end of the step one, is called a “Work plan!”
Planning? (2 of 6)

Step two –“Reviewing the Mission & Vision”:
Whereas the mission statement summarizes the what, how, and why of an
organization's work, a vision statement presents an image of what success will look
like. The guiding principles are: promote client independence, expand cultural
awareness, collaborate with others, ensure our own competence, act as one
organization.
•Ensure client satisfaction
•Develop people know‐how and expertise
•Collaborate with all employees
•Promote a learning culture
•Act with integrity and professionalism
The result of step two creates a shared idea of how to strategically plan.
Planning? (3 of 6)

Step three – “Assessing the Entire Situation”:
Strategic Planning, Thinking, and Management is an awareness of resources
for today and the future for a company to successfully respond to changes in
the environment.
Situation assessment means obtaining current information and data about the
company’s strengths, weaknesses and performance. Some valued information
may include a variety of primary concerns, such as funding issues, new program
opportunities, changing regulations or needs in the client population, and so on.
The point is to choose the most important issues to be addressed.
The result of step three, is often referred to as SWOT.
Planning? (4 of 6)

Step four –“Developing Strategies, Goals and Objectives”:
Strategies, goals, and objectives may come from individual inspiration, group
discussion, formal decision‐making techniques, etc ‐ but the bottom line is that, in
the end, the leaders must agree on how to address the critical issues.
This can take considerable time and flexibility. Discussions at this stage often
require additional information or re‐evaluation of conclusions reached during the
situation assessment. It is even possible that new insights will emerge which will be
conducing to some changes related to the mission statement of the company. It is
important that planners are not afraid to go back to an earlier step in the process
and take advantage of available information to create the best possible plan.
The result of step four is to come out with an AGENDA that display organizational
strategic directions ‐ the general strategies ‐ long‐term goals and their outcomes.
Planning? (5 of 6)

Planning? (6 of 6)
Step five –“Completing the Written Plan”:
This essentially involves putting all things together on paper!
Usually one member of the “Planning Committee”, the Executive Director, or the
“Planning Consultant” will draft a final planning document and submit it for
review to all key decision makers (usually the board and senior staff members).
This is also the time to consult with senior staffs to determine whether the
feasibility to translate this document into operating plans (detailed action plan for
accomplishing the goals proposed by the strategic plan) and to ensure that the
plan answers key questions about priorities and directions in sufficient detail to
serve as a guide.
Revisions should not be dragged out for months but action should be taken to
answer any important questions that are raised at this step.
The result of step five is a “Strategic Plan!”

Answer:
“ To Plan or Not to Plan.” This is a decision that should be made by people!
Phase 1 –“To Plan or Not to Plan”:
What are the Benefits of Planning?
Some of the fundamental benefits to the planning process and the development of
the final plan include:
 A clearly defined direction that guides/supports the governance of the company
 A uniform vision and purpose that is shared among all shareholders
 An increased level of commitment to the organization and its goals
 Improved quality service for clients and measure the service
 The ability to set priorities and to allocate resources to opportunities
 The ability to deal with risks from the external and internal environment
 A process to help with crisis management
7c. What Do We Need to Know Before Starting
the Planning Process? (1 of 3)

Phase 2 –“Level of Planning”
It is critical to examine what needs you are attempting to address from the planning
process and the resources available to engage in the process. It is safe to assume
that an organization can expect more benefits from a well informed process.
The key resources required for planning are staff time, board time, and capital
(e.g., market research, consultants, etc.). Specific examples of resources consumed
by the planning process might include time spent:
 Collecting and analyzing environmental information
 Engaging key stakeholders
 Gathering historical financial information
 Projecting future budgets, and cash flow projections and
 Analyzing options/consequences for potential organizational/program strategies.

Phase 3 – “Once the Decision to Plan Has Been Made”
It is crucial to make sure that everyone is having set of expectations and
knowledge base to ease the decision making process. Organizations often train
key employees before embarking on the planning process.
The followings summarize the necessary steps to prepare for the planning process:
 Obtain a formal commitment to conduct and ensure effective planning
 Select a strategic planning committee to review and discuss the process
 Develop a work plan that outlines who is responsible for each outcome
 Define the required level of resources to ensure appropriate planning
The result of step two creates a shared idea of how to strategically plan.

1. Board Members?
2. Top Management Level?
3. Senior Managers?
4. Middle Management?
5. Supervisory?
6. Others?
7d. Who Should Be Involved in Strategic Planning?

7e. What is the Situational Analysis?
When developing strategies, analysis of the organization and its environment has to
be evaluated internally and externally. This can have an impact on the decision
making process of the Board if the following factors are not taken into consideration:
1. Customers
2. Market competition
3. Technological awareness
4. The deployment of Human Resources
5. The analysis of the organizational structure
6. The economy study
7. Leadership styles
8. Laws and regulations
9. Cultural sensitivity and diversity
10. Scarcity of natural resources
Analysis of the external environment normally focuses on organization plan.
Therefore, Leaders should be visionary in formulating a strategy that would best
serve market requirements and clients’ needs.

7f. How Can a Company Gain Competitive Advantage?
Competitive position is the degree to which the organization has to have a stronger
capability and potential to deliver the programs, products and services than other
competitors with respect to the combination of the company’s effectiveness,
quality, credibility, and market share or dominance.
Criteria for a strong competitive position include:
a. Good location and infrastructure
b. Large market share of the target clientele currently served
c. Growth in the market and in relation to competitors
d. Better quality service and/or service delivery
e. Ability to raise funds and increase revenues
f. Superiority of technical skills needed for the program
g. Capacity to conduct needed research into the program
h. Ability to communicate to stakeholders
i. Others, etc.

8.Some Valuable Tips
In strategic planning, you need to review:
A. Vision and Mission:
- Define the vision and set a mission statement with hierarchy of goals.
B. SWOT:
- According to the desired goals conduct analysis.
C. Plan and Action Plan:
- Specify the action plan to be followed to reach the desired goals.
D. Resources:
- Allocate the resources‐‐time, budget, and people‐‐required to implement the plan.
E. Control:
- Ensure progress/get feedback from executed processes to control the operations.

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