Planning to plan: designing the planning process, strategically. Missy Blankenship

1. What is Strategic Planning?
Management Tool
Focus our Energy
Work towards same Vision
Who we are
What we do
Why we do it
Focus on the future

2. Long Range Planning vs. Strategic Planning
Long Range Strategic
A plan for Responsive to a
accomplishing a set dynamic, changing
of goals with the environment.
assumption that
current knowledge
of the future is
reliable.

3. Strategic Planning
May not always
flow smoothly.
Creative Process.
Will move forward
and back many
times before arriving
at the final set of
decisions.

4. MISSION
Mission Analysis – Clarify why the
organization exists, who we serve, what
is required by those we serve and how
those needs are met.

5. VALUES
Value Analysis – Take a serious look at
the real values that drive our ambitions
and desires for the organization. How
are these values communicated both
internally and externally?

6. SAMPLE
Mission Statement
Friendship
Industries, Inc.
develops and maintains
employment and training opportunities
for persons with disabilities
in integrated work environments.
Values Statement
Friendship Industries, Inc. believes in and values….
Accountability – to our clients, to our customers, to our community and the global market,
to ourselves and to our organization. Everyone takes responsibility for their position and
their personal growth at Friendship and beyond. Everyone takes responsibility for the
quality products and support services we provide.
Empowerment – from within each individual and for the organization as a whole. We value
self-sufficiency and educating ourselves as well as educating the community on contributions
we make.
Innovation – in our support services and allocation of resources, in our problem-solving
capabilities, in our products and services and in future-thinking for our success.
Respect – for everyone, especially recognizing and understanding individual abilities and
challenges.
Shared Corporate Culture – in all we do, we work cooperatively as a team to achieve
excellence for our organizational purpose.
Connected to the Past – Partnering for the Future

7. VISION
Vision Analysis – In a perfect world,
what does the organization look like five
years from today? How would we best
serve our stakeholders and customers?
What…..Not How!

8. Key Customer Analysis
Major Customers or Customer Groups
who are Direct Recipients of the
organization’s Products and Services,
and whose requirements must be
satisfied to successfully accomplish The
Mission.

9. Key Stakeholder Analysis
Major Individuals or Entities which have
a significant, specific interest in the
performance of the organization, and
have the capacity to impact the
direction of the organization.
Stakeholders are usually NOT Direct
Recipients of the Organization’s
Products or Services.

10. SWOT Analysis or
Environmental Scan
We step back and honestly take a look
at ourselves, our internal environment
and our organizational structure.
What are our true Strengths and
Weaknesses?
How will these effect and influence Key
Customers, Stakeholders and ultimately
Key Result Areas.

11. SWOT Analysis or
Environmental Scan
Additionally, examine the external
influences on our organization – Locally
Regionally – Nationally – Globally.
What are the Threats and
Opportunities that present themselves
and how do we address these as they
relate to Key Customers, Stakeholders
and Key Result Areas?

12. Helpful Hint:
When performing
SWOT or
Environmental Scan
it helps to look at:
General, Economic,
Political and
Technological
aspects of our
environment.

13. Key Result Areas (KRAs)
A Major Category of Key
Customers/Stakeholders Requirements
These categories must prove to be
CRITICAL for us to address to be
successful in our Mission.
When reviewing KRA’s, review how they align with
Mission, Vision and Values. How do our SWOT
results influence the KRA’s?

14. After analyzing the Key Result Areas
and finding clarity on each, move on to
choose:
CRITICAL STRATEGIC ISSUES

15. CRITICAL STRATEGIC ISSUES
What are the
CRITICAL few issues
that ABSOLUTELY
MUST HAPPEN to
move us forward to
our Vision?

16. Strategic Initiatives
The initiatives that will move us from
our “Current State” to our
“Future State”

17. Goals and Objectives
Measurable activities to achieve the
Strategic Initiatives that address our
Critical Strategic Issues.

18. Strategic Management
Attention to the “Big Picture”.
Willingness to adapt.
1. Formulation of Future Vision
2. Development of a competitive
strategy.
3. Creation of an organizational structure
that will deploy resources as needed.

19. CRITICAL SAMPLE
MISSION
STRATEGIC VISION
ISSUE O1 –
O2-
O3 –
OBJECTIVES
O1 O2 O3
MEASURES
TARGETS
INITIATIVES