3. Strategic
Tactical
Operational
support strategic plans by translating them into specific plans
relevant to a distinct area of the organization; concerned with the
responsibility and functionality of lower-level departments to fulfill
their parts of the strategic plan.
designed with the entire organization in mind; look ahead to where the
organization wants to be in the future; provided by top-level managers,
serve as the framework for lower-level planning.
plans that are made by frontline, or low-level, managers;
focused on the specific procedures and processes that occur
within the lowest levels of the organization.
Why
things
need to
happen
How
things
need to
happen
What is
going to
happen
4. Strategic planning is a
systematic process
aimed at identifying
and addressing
specific issues in a
participatory manner
in order to attain the
desired outcomes.
The process takes
into consideration
contextual
environmental issues
and has specific goals
and objectives.
6. Why do we do strategic plans?
• It helps organizations have good governance/leadership.
• It allows organizations to distinguish themselves from other groups
doing similar
• work.
• It helps organizations develop policies.
• It gives organizations greater status and integrity.
• It helps organizations be focused and transparent.
• It allows organizations to be proactive rather than reactive.
8. What are the benefits of strategic planning?
• It helps avoid competition and enhances opportunities for partnership with
other organizations.
• It provides others with a clear idea of what the organization does.
• It is good for beneficiaries.
• It helps in identifying goals, missions, and visions for the organization.
• It creates a sense of ownership.
• It promotes a commitment to good results.
• It encourages support from donors and other organizations.
• There is transparency in working systems among participants.
• It helps in the evaluation of time and work.
10. When should an organization do strategic
planning?
• When starting an organization
• When the priorities, mission, and vision have changed
• When external factors negatively impact the
organization
• When an organization needs to be more focused
11. Strategic planning is a systematic process by which you
identify:
• why your local government exists,
• whom it serves,
• what benefits will be derived from the services it
provides, and
• the vision your administration has regarding how
citizens needs can best be served.
• The strategic plan is the result of this process, and
serves as a blueprint for how your local government
will achieve this vision.
14. Analyze
culture as it is
now (and be
honest!)
Imagine the
culture as you
want it to be
Map the
difference
between the
two
Make an
Action Plan
Measure
differences
over time
15. ANALYZE CULTURE AS IT IS NOW
• What stories do people tell about your organization? Internal
and external
• When there are problems what rules do people apply to solve
it?
• Are there language or jargons used?
• Is the structure formal or informal?
• Is the agency tightly or loosely controlled?
• Who has the real power in the agency?
16. IMAGINE THE
CULTURE YOU WANT
IT TO BE
How would you like things
to be?
List stakeholders and
describe how things will be
better for them in the new
culture
COMPARE TWO CULTURAL
DIAGRAMS
What strengths are clear from your analysis?
What factors work – and you just need to
encourage and reinforce them?
What weaknesses are hindering your vision
and mission, or are misaligned?
Which factors do you need to change – and
what are the key few?
Who needs to agree, be informed about, or
sign off any changes?
What new beliefs and behaviors do you
need to promote at different levels?
17. MAKE AN ACTION PLAN MEASURE DIFFERENCES OVER
TIME
You need an action plan to make
sure that the culture change
actually takes place. This plan
should establish:
• The key issues to address – both
to reinforce and change
• Who should take action – senior
commitment to action is
essential
• How you will track
and measure changes
• Explain exactly how this will help
deliver strategy and beneficiary
payoffs
• Put in place a timeline to measure
changes in beliefs and associated
behavior over an appropriate period – a
week, a month, and a year. (How long
depends on the scale and scope of the
change.)
• Where’s the data to say this produced
the results you wanted? Are the key
beneficiaries – the donors, the service
users, the staff members – experiencing
the payoffs that the change was meant
to deliver?
18.
19. Approaches to Strategic Planning
•Planning Approach
•Emergent Strategy
•Resource Based Strategy
•Appreciative Inquiry
20. The PLANNING Approach
This approach is based on the
notion that once a set of
objectives has been determined
and the business environment
analyzed and forecasts made, a
plan can be worked out by
senior management which is
then passed down for
implementation; this plan is
then adhered to over the
planning time scale.
21. Planning
The future can be
predicted accurately
enough to make
rational choices.
It is possible to forego
short-term benefit in
order to gain long-term
advantage.
The chief executive has the knowledge
and power to choose among options.
He does not need to persuade anyone,
nor compromise his decisions.
It is possible to detach
strategy formulation
from everyday
management.
The strategies proposed
are capable of being
managed in the way
proposed.
After careful analysis, strategy
decisions can be clearly specified,
summarized and presented; they do
not need to be altered because
circumstances outside the company
have changed.
Implementation is a separate and
distinctive phase that only comes after
a strategy has been agreed.
22. This approach starts from a
different premise: that
people are not totally
rational and logical. The
extent of this irrationality
has been the subject of
research and the general
findings accord with
common sense.
23. Emergent
Managers can only handle a
relatively small number of
options.
Managers are likely to seek a
satisfactory solution rather
than maximize profits.
When making decisions,
managers pay as much
attention to a company’s
culture
and politics as to factors
such as resource availability
and external factors.
Managers are biased in their
interpretation of data–in fact
any data set can be
interpreted in a number of
legitimate ways, and it is not
surprising that managers
often select the
interpretation which backs
up their previously
determined views.
Organizations consist of
coalitions of interest groups.
The implementation of
decisions depends on
negotiation and compromise
between those groups,
leading to unpredictable
outcomes.
24. RESOURCE BASED
STRATEGY
This approach lays emphasis on the
internal resources available to the
company. While it does not overlook the
importance of the competitive
environment, it starts from the basic
premise that strategy is primarily
concerned with the search for competitive
advantage and to a large extent the source
of competitive advantage rests within the
company’s resources.
26. RESOURCE BASED STRATEGY
Rarity: some resources and competences
are so scarce that only a few firms have
access to them. This raises the question of
how companies acquire such re- sources
and competences when they are rare; they
would clearly command a high price on
the open market.
Causal ambiguity: because of the
difficulty of attributing cause and effect
the causes of superior performance are
unclear, even to company insiders.
Complexity: competences are nurtured
from many linkages among resources and
activities that are mostly impossible to
identify and replicate.
Culture: competences may be
embedded in the organizational culture
and cannot be replicated outside the
context of the particular company.
27. Appreciative Inquiry
• a strategic planning process that engages stakeholders in using
organizational strengths and successes to discover the best of what is,
envision what the organization could become, construct the ideal
design to enable fruition of the goals, and adjust practices to create
sustainable positive change
• Uses the SOAR exercises (Strengths, Opportunities, Aspirations,
Results)
28.
29.
30. Tame and Wicked Problems
Property Tame Wicked
Ability to formulate the
problem
Can be written down No definitive
formulation
Relationship between
problem and solution
Can be formulated
independently of
solution
Understanding problem
is same as solving it
Testability Either true or false Solutions good or bad
relative to each other
Finality Clear solution No clear end and no
obvious test
31. Tame and Wicked Problems
Property Tame Wicked
Tractability Identifiable list of
operations can be used
No exhaustive
identifiable list of
operations
Level of analysis Can identify root causes Never sure whether a
problem or a symptom
Reproducibility Can be tested over again
as in a laboratory
Only one try: no room
for trial and error
Replicability May occur often Unique
32. Strategic planning is an ongoing process whereby agencies review the
strategic direction of their organization and its contribution towards
achievement of the Government’s objectives for the community. Agencies
should focus on four key questions:
Where are we
now?
Where should we
be?
How will we get
there?
How will we
know we have
made it?
Clarifying the
agency’s purpose
and current status
Establishing the
vision for the
agency
Identifying agency
objectives,
strategies, risks
and opportunities
Establishing
performance
indicators
33. Where are we
now?
Where should we
be?
How will we get
there?
How will we
know we have
made it?
Clarifying the
agency’s purpose
and current status
Establishing the
vision for the
agency
Identifying agency
objectives,
strategies, risks
and opportunities
Establishing
performance
indicators
Environmental
scanning
Situational
Analysis
VISION
MISSION
GOAL SETTING M & E
34. Where are we
now?
• Review and assess the agency’s history and
significant achievements to help visualize how the
agency has changed overtime
• Review and assess the agency’s current status and
performance.
• Perform a comprehensive internal and external
assessment of environmental factors affecting the
current performance of the agency and the
agency’s future actions. Collect information about
changes in government policy, demographic shifts
and changing customers/ clients, stakeholders or
community needs.
Clarifying the
agency’s purpose
and current
status
35. Where should
we be?
• Review and assess the agency’s role in delivering
the whole-of-government direction (objectives for
the community priorities and strategies).
• Create a very real and concrete picture – an image
of what “should be” and reflect this in a concise
vision statement.
• A shared vision provides direction and helps
people in the agency focus on what they are trying
to change and achieve
• Identify priority areas the agency wants to change
in order to achieve the agency’s vision and reflect
these in the agency objectives and strategies
developed.
Establishing the
vision for the
agency
36. How will we get
there?
• Conduct a gap analysis – the difference between
“where we are now” and “where should we be”
• Develop agency objectives and identify strategies
which are most likely to accomplish objectives and
achieve the agency’s vision
• Identify and consider strategic risks and
opportunities that could impact on achieving the
whole-of-government direction and/or the or
agency’s objectives, including how risks identified
will be managed
Identifying
agency
objectives,
strategies, risks
and
opportunities
37. How will we
know we have
made it?
• Set up effective method to ensure that the
strategies are being carried out and that the
desired quality of work is being achieved.
• Develop appropriate performance indicators for
each agency objective.
• Review progress against realistic, clearly
identifiable milestones (with performance
indicators) along the way. This helps to maintain
energy for change.
Establishing
performance
indicators
38. Strategy decisions are by their nature complex, and involve many
uncertainties. The selection of a course of action depends on the availability
and interpretation of information, analysis, intuition, emotion, political
awareness and many other factors. Different individuals and groups
emphasize different aspects and, in the sense that a strategy decision is an
advance into the unknown, there is no correct course of action; all that can
be done is to interpret the current situation, form expectations about the
future, and act according to personal views on risk and the likely course of
events.
40. Needs assessment of community issues
Organizational self assessment
Environmental considerations
Internal organizational values
Knowing the difference between short & long range plans
Strategic thinking
41. READINESS
Is there management-level support?
•Are we in a favorable position to
undertake strategic planning, or are
we at a crisis level?
•Which key (department) personnel
should be involved?
•Do we have enough resources -
personnel, financial, time, technology
- to create a solid strategic plan?
•Are we ready to involve the public?
42. Starting at crisis, or
near-crisis, time
Beginning without
executive and
governing board
support:
Working without
sufficient resources:
human capital,
financial, technological
Initiating change for the
sake of change
Starting the process
without a clear picture
of the internal and
external factors
Having an unclear
future vision
Working with an
outdated or non-
applicable mission
statement
Not knowing what your
customers and
stakeholders want
Doing too much alone
43. Action steps to overcome the barriers to
effective strategic planning and execution
•Reinforce the core mission of the organization.
•Set clear strategic priorities to achieve the
vision.
•Communicate the strategy throughout the
organization.
44. Transform the Operating Model
•Communication and Engagement with External
Stakeholders.
•Integration of Risk Management in the
Strategic-Planning Process.
•Adapting Processes to Support the Strategy.
Notes de l'éditeur
What are the differences of the other plans with a strategic plan? Per group, ask them to identify using the board – they need to write the types, then ask them if these are strategic?
Future – 3, 5, 10 years; strategic plan addresses broad issues – strat plans – why things to happen
Tactical- developed to support strategic plans
Operational plans specify the things needed to be done in the short run, in order to achieve the operational goals, how things need to happen
Specific plans
Directional plans
Single use plan
Contingency plans are made when something unexpected happens or when something needs to be changed.
It is about building a system that allows agency and department heads to determine priorities, put adequate resources behind those priorities, and then hold people accountable for results. It is about solving real problems. When they achieve this, government leaders find that they are fighting the right battles and delivering lasting value for their citizens.
To improve their strategic-planning and execution track record, government leaders should focus on steps that leverage four critical areas: culture, purpose, operating model, and execution.
Promote a Strategic Culture
Certainly, there are pockets of robust strategic planning in government, particularly within the defense sector: it is ingrained in the military profession. But either the culture of too many public-sector organizations does not embrace the value of strategic planning or the organizations’ leaders aren’t committed to that process.
To ensure a successful culture shift, the head of the agency or office must take a leading role in strategic planning, middle management must be involved from the start, and the risk-averse mindset inherent in government organizations must be addressed.
Leverage the Organization’s Purpose
A critical element in effective strategic planning is a clear sense of purpose, which consists of an organization’s timeless reason for being—its mission—and the strategic goals for fulfilling this mission within a set period of time. Strategic planning and execution allow organizations to deliver on that purpose by setting priorities, aligning resources, and mobilizing and measuring action.
To be clear he didn’t mean that strategy was unimportant – rather that a powerful and empowering culture was a surer route to organisational success.
he process of strategic planning is as relevant as the content of strategy – because of the importance of culture in supporting and executing the strategy.
We begin our process by identifying and engaging key stakeholder groups in the strategic planning process. While we recognize that we are not experts in your industry, we understand how to create a process that enables representation from each key stakeholder group.
Any company disconnecting the two are putting their success at risk.
However, while many studies show there is a direct correlation between a healthy, productive culture and a company’s bottom line, the majority of companies spend little time thinking, let alone doing anything about, this topic – even when they’re spending lots of time thinking about their business strategy.
Culture- the customary beliefs, social forms, and material traits of a racial, religious, or social group also : the characteristic features of everyday existence (such as diversions or a way of life) shared by people in a place or time
CULTURE MAPPING
You need track that your approach was actually implemented and that it has had the desired effect. (So what you do may not have had the impact you hoped for.)
The six elements they defined are:
Stories and myths: covers events and people discussed inside and outside the organisation. So who are the heroes and heroines – and who are the villains? This categorisation guides on what is seen as success. So consider the way in which Steve Jobs was in regarded in Apple. (And John Scully?)
Rituals and routines: covers the patterns of systematic behaviour that are seen as normal. Usually this determines what’s supposed to happen in a particular situation. These rituals can be positive – supporting colleagues, responding to customer queries in 24 hrs. But they can be negative – bullying, sexism, etc. So think of some rituals in the armed forces – both +ive and –ive.
Symbols – every office has symbols: from who has a corner or separate office to the daily dress code or who can fly business class. Symbols can extend to the branding – fun or serious – and the ways the organisation portrays itself through what it sponsors. Think of Google’s obsession with showing slides and table tennis in the office. The symbolism is college meets work.
Organisational structure: the organogram is one formal representation of structure – who reports to who. But there are other power structures in an organisation – around what Malcolm Gladwell calls social power. Theatres are interesting organisations where the star performer may have more power than the director – who is theoretically in charge.
Control systems: every organisation has ‘controls.’ These include systems for setting and maintaining standards for finance and quality. They may also include reward and promotion systems. Some organisations have strict standards – office time, use of emails etc. And some are looser. But these can change: consider the impact of Nick Leason-type scandals on banking.
Power structures: some people or groups have significant decision-making powers within an organisation. These structures can be formal – the CEO, the SMT or the Board. Or they can be informal – perhaps a strong trades union able to derail or sanction decisions. Think of the RMT union in the London Transport system.
This is usually thought of as the strategic planning approach, and it has been claimed by its supporters that this prescriptive form of strategy is rational and objective; but as Mintzberg6 and many others have pointed out, it makes a number of assumptions about the world which are highly questionable.
Assumptions
Planning is an ongoing process of an organization. Data which is collected from the surveys are used for the purpose of planning and is considered as a method to devise the detailed methods for arranging and doing something. In order to achieve different purposes, diverse planned approaches are designed and adopted (Golembiewski, 1979). Some of the planned approaches embrace reactive, inactive, proactive and proactive approaches. Reactive approaches are basically a dynamic effort to turn back clock into past. The past, no matter how bad, is still considered to be of most preference than present-day for improved future development. The desire to return to good old days make an organization to undo the changes made recently in order to prevent their future achievements. Inactive approaches attempt to prevent the current planning and strategies which is worthy for both present and future goal achieving. In such approaches, present is considered of more importance than past, no matter how many issues are involved. Proactive approaches is an effort to forecast the future and then to plot accordingly for the projected future (Hesse-Biber, Leavy, 2008). For this purpose, use of advanced technology is considered to be the driving force which will bring better outcomes than the past and present both.
The resource based approach uses various terms for different types of resources. Without going into detail at this stage it is important to distinguish among them. Resources include physical resources, human resources, financial resources and intellectual resources. Competences arise from the continual deployment and integration of resources over time and across activities. Core competences are necessary for successful performance. Distinctive capabilities are competences superior to competitors. Taken together these can be regarded as the company’s strategic capabilities.
AI - It is a process rooted in the assumption that every organization has something that works right and gives it life, for engaging people at any or all levels to produce positive change that endures.
n a SOAR exercise, participants identify and discuss:
Strengths (what’s working well)
Opportunities (how you can add value to your stakeholders’ needs)
Aspirations (your hopes and dreams for your future)
Results (what you would like to achieve)
Strengths – What are our greatest strengths?
What are your greatest assets?
What is working really well?
What is valued the most – the work done, the population, the environment?
What good things do your stakeholders say about the library?
Opportunities for the Library – What are our best opportunities? What’s happening that can benefit you?
What’s happening that helps you benefit others?
How can you repurpose or strengthen your strengths?
How can you repurpose your weaknesses?
How can you repurpose your threats?
Aspirations – What is our preferred future?
Considering our strengths and opportunities, where do you want to go?
“What do you want to be when you grow up?”
What are your hopes for the library, for your department?
Results – What are the measurable results that’ll tell us we’ve achieved that preferred future?
How do we know success?
What will be different for the stakeholders?
What will be different for the staff?
Who is going to take responsibility?
The SOAR framework can be seen as an outgrowth or specific application of AI (Appreciative Inquiry). Appreciative inquiries are conducted throughout the strategic planning and execution.
An initial inquiry is conducted to best understand the organization’s values and peak moments: what has worked well in the past. The inquiry also includes questions about the core factor that gives life to the organization and its wishes for the future.
Environmental challenges are reframed into opportunities to place the organization in a proactive position to leverage its strengths and if necessary acquire new strategic strengths.
SOAR’s strategic inquiry is followed by creating an appreciative intent (a commitment) that builds on strengths and opportunities. By investigating aspirations and positive outcomes leadership can go beyond engaging body and mind to accessing heart and spirit.
At this transformation point, participants affirm their values and create or re-create a vision and mission statement.
The Argenti System sees the strategic planning exercise as an elephant hunt - the Chief Executive and his team join together as a hunting party to search through their organization and its forecast environment for those issues that are of elephantine long term significance.
Because the Argenti System teaches them to ignore anything that is not of this huge gravity the exercise never becomes bogged down in detail as so many systems of planning do. It is very difficult for busy executives to stop ‘fighting fires’ and to take the time to peer into the future. The Argenti System is designed to help them concentrate on the elephants.
Once these strategic elephants have been identified The Argenti System then invites the planning team to determine a small set of highly effective strategies to deal with these key issues. Get these right and all the lesser problems fall into perspective. Why only six? The Argenti System has never seen an organization - even those in very serious difficulties - with more than six.
How can you miss an elephant?
What is the big picture- the reason for wanting to be in business?
What is the big picture- the reason for wanting to be in business?
What is the big picture- the reason for wanting to be in business? This activity is concerned with monitoring the environment within which the company operates and assessing the extent to which current and potential changes in that environment are likely to impact on the company. But the macroe- conomic environment is largely determined by the state of the economy, which in turn is greatly influenced by economic policy making. Thus to make sense of the macroeconomic environment it is necessary to have some understanding of economic policy making and its implications.
What is the big picture- the reason for wanting to be in business?
What is the big picture- the reason for wanting to be in business?
What is the big picture- the reason for wanting to be in business?
Undertake a consultation process on the draft strategic plan with central agencies, staff, customers, stakeholders and the community (as appropriate).
Once the strategic plan is approved, communicate the strategic plan to staff, customers, stakeholders, and the community.
Strategic planning also involves:
Strategic thinking – knowing the organization’s purpose, having knowledge of the situation,
knowing what to do and why it needs to be done, and questioning whether the right thing is being done
Before you begin formulating a strategic plan, it’s important to ask a few significant questions that will help in assessing your local government’s degree of readiness.
You’re ready! Now what? (A word of caution: things to avoid)
Here is a quick run down of things to avoid once you’ve decided to implement strategic planning:
The following three actions help overcome the barriers to effective strategic planning and execution that stem from the organization’s overall sense of purpose:
Reinforce the core mission of the organization. In addition to reinforcing the core mission, which is generally rooted in law, the leaders must articulate a compelling vision for advancing the mission over a three- to five-year period. This will provide critical direction and energy for the organization and ensure that all staff members understand where the organization is moving.
Set clear strategic priorities to achieve the vision. This step may seem obvious, but it is rarely easy. “Deciding among top priorities is a challenge,” a former senior advisor in the U.S. executive branch told us. “Not everything can be a priority. You need ruthless prioritization.” Staff will play a key role in this area, helping to frame the inherent tensions and tradeoffs among these priorities.
Communicate the strategy throughout the organization.Organization leaders must make strategy come alive by providing their staff a consistently vivid strategic narrative that is relevant to their day-to-day activities. This story should be related energetically throughout the organization: the top leaders communicate the strategy to their direct reports, who then communicate it to the people they manage, and so on. The cascading narrative should show workers how their actions, driven by the new strategy, directly contribute to improving the organization’s performance. Such clarity can go a long way toward improving the odds of successful execution of the strategy.
Typically, the public-sector operating model—the governance, structure, and processes of a government agency—is hierarchical, rigid, and not adaptable to changing circumstances. Action in three areas can eliminate those impediments and, in so doing, enable a more effective and efficient operating model:
Communication and Engagement with External Stakeholders. Government leaders should create a clear process for working with, for example, appropriators, authorizers, budgeting agencies, the office of the president or prime minister, citizens, and industry in order to secure the necessary resources and support for the strategic objectives.
Integration of Risk Management in the Strategic-Planning Process. Strategic planning and risk management must be integrated so that the organization can anticipate and prepare for the full spectrum of potential problems and opportunities that could arise during execution. In many cases, the primary risks relate to insufficient statutory authority, resource constraints, and weak or unwilling external partners. And effective risk management requires looking at the organization’s entire interrelated portfolio of programs, rather than addressing only risks that are within silos or that are perceived as external to the organization.
Adapting Processes to Support the Strategy. New programs, policies, and the ways that their success is tracked and that resources are allocated should be directly linked to the organization’s strategic objectives. The use of agile teams—groups whose members are from functions throughout the organization and that are designed for rapid experimentation and adjustment—can provide powerful support in the design and development of these programs and policies.
