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Strategic Thinking to Align Initiatives and Integrate Management, Supervision, and Practice

Strategic Thinking to Align Initiatives and Integrate Management, Supervision, and Practice . Melody Roe, MSW Associate Director NRC for Organizational Improvement March 25, 2010. 1. Purpose Today. Distinguish between strategic thinking and strategic planning

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Strategic Thinking to Align Initiatives and Integrate Management, Supervision, and Practice

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  1. Strategic Thinking to Align Initiatives and Integrate Management, Supervision, and Practice Melody Roe, MSW Associate Director NRC for Organizational Improvement March 25, 2010 1

  2. Purpose Today • Distinguish between strategic thinking and strategic planning • Explore how strategic thinking has been used to align multiple plans and create more effective tools for moving agencies forward in three States: • North Carolina • Connecticut • Florida

  3. What is strategic thinking? • Creating an ideal future by defining and achieving results that add value • It is the way you think about, assess, view and create the future • Considers: • Agency priorities • Drivers of those priorities • Leverage points

  4. How is strategic thinking different from strategic planning? • Strategic planning: • Continual formal process for increasing organizational performance by developing strategies to produce results • Strategic thinking: • Way of understanding the fundamental drivers of an agency • Supplies the ‘input’ to produce strategic plans • Uncovers opportunities, challenges existing assumptions

  5. Why focus on strategic thinking vs. strategic planning? • Maximize scarce resources • Maintain focus on organizational vision and mission • Create alignment • Build on synergy created by common efforts across organizations and within the larger community

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