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Strategy Planning I

Strategy Planning I. From vision/mission statements to the situational appraisal. Rainer Heufers Strategic Planning in Think Tanks, Baku, October 22 - 24, 2012. SIAP Solutions Pte. Ltd., Singapore, rainer.heufers@siapsolutions.com. The Vision.

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Strategy Planning I

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  1. Strategy Planning I From vision/mission statements to the situational appraisal Rainer Heufers Strategic Planning in Think Tanks, Baku, October 22 - 24, 2012 SIAP Solutions Pte. Ltd., Singapore, rainer.heufers@siapsolutions.com

  2. The Vision • The vision is an ideal state or an ideal condition that an organization wishes to attain: • it describes the future • it is restricted to a few key elements (max. four political areas) • it contains a clear-cut differentiation vis-à-vis opponents (esp. when on offensive) http://www.youtube.com/watch?feature=player_detailpage&v=MgYzJGmBXU8 • The vision must support voting decisions, i.e. advantages must be well understood by the target audience.

  3. The vision Positive vision Negative vision Extrinsic vision Intrinsic vision

  4. A mission statement • states the purpose of an organization • guides the actions of the organization, provides a sense of direction, and guides decision-making • provides the frame within which the company's strategies are formulated • Advice: KISS! Guy Kawasaki: Create a mantra!

  5. Ten steps of planning • The strategic objective • Situational appraisal • Formulation of strategic moves • Formulation of goals • The target image • Target audiences • Messages for the target audiences • Communications plans (incl. online outreach) • Performance and impact evaluation • Review and reformulation of strategy

  6. 1. The strategic objective • The strategic objective gives direction to an organization and is bound to the vision. It defines what needs to be planned. • It plans for an achievement within a few years. • It states: • Which overall goal or what exactly (X) is to be achieved? • Who (P) wishes to achieve this goal? • With what means (W) or how is the goal to be achieved? • By when (T) should the goal be achieved? • Why (Z) should the goal be achieved?

  7. Examples The Institute for Public Policies (P) formulates a strategy for the federation of cooperatives in country Y so that together, with all possible political forces in the country (W), a law on cooperatives can be enacted (X) during the current legislative period (T), enabling the development of private cooperatives (Z). The Consumers First Campaign (P) formulates a strategy to consult the government (W) on privatizing the state-owned telecom company and introduce competition (X) before the end of the legislative period (T) in order to make telecommunication services better and more affordable (Z). P: who; W: how; X: what; T: when; Z: why

  8. 2. Situational Appraisal Situational appraisal Facts on external environment Facts about our own organization Facts about competitors Leadership, human capital, discipline, motivation, resources, strategic alliances and networks. What are key opportunities? Upcoming events and festivities. What are the main challenges? Political and cultural trends and threats. Are there strategic advantages? Is victory likely to occur? Yes No Formulate Strategic moves Find an alternative mission or withdraw

  9. External environment • Agenda surfing: legislative agenda, events, festivities, etc. • Opportunities (supportive environment, accessible philanthropists, freedom of expression, etc., • Threats (political, physical) • Challenges (strong competitors, cultural hostility, infrastructure)

  10. Internal Evaluation • Comparing planned and actual results • Measure capability of persons to implement strategy • Assess available resources for implementation • Assess internal systems, work flows, procedures • Review of existing programs, projects and support services • Review of management style, attitude, relationships, ethics, performance of managers and team • Review of organization’s structure and working conditions • Review of organization’s external relations, communication, links, network, alliances • Assessment of capability of top managers and leaders to elicit support and performance of staff members • Review whether strategies, structures, systems, resources and personnel are consistent with the vision, mission and objectives

  11. Structure Your Assessment internal Strengths Weaknesses external Opportunities Threats

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