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CREATING A STRATEGY FOCU SED ORGANIZATION

Join Barbara Heller from Heller and Heller Consulting as she provides an overview of strategic planning, elements of the balanced scorecard approach, and tips for successfully implementing a strategic plan. Learn about the benefits of strategic planning, the strategy development process, strategy deployment, and review of organizational performance and results.

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CREATING A STRATEGY FOCU SED ORGANIZATION

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  1. CREATING A STRATEGYFOCUSED ORGANIZATION 2017 MARYLAND RECREATION AND PARKS ASSOCIATION ANNUALCONFERENCE BarbaraHeller,President Heller and Heller Consulting,LLC Barbara@hellerheller.com 224.456.6934

  2. SESSIONAGENDA • Overview of strategicplanning • Elements of the balanced scorecard approach to strategy formulation • Successfully implementing a strategicplan

  3. STRATEGIC PLANNINGBENEFITS

  4. DEVELOPINGSTRATEGY • Why? • Who isinvolved? • Community, stakeholderinput • Map out the process; it isn’t done in aday • What is the difference between strategic planning and master planning?

  5. CHECKLIST FOR STRATEGYDEVELOPMENT • What are the key processsteps? • Who are the keyparticipants? • What are your short and longer term planning time horizons? • How do you ensure the plan addresses: SWOT, major shifts in technology, markets, customers, etc., long term organizational sustainability, your ability to execute the plan? • What are the key objectives andtimeline? • How do your strategic objectives address innovation, and balance the needs of allstakeholders

  6. KEY STEPS IN STRATEGYDEPLOYMENT • How do you develop and deploy actionplans? • How do you ensure resourceavailability? • How do you account for shifts andchanges? • What is your key human resource plan to accomplishobjectives? • What are your key performance measures or indicators for tracking performance? • How do you connect employees with thePlan?

  7. REVIEW OF ORGANIZATIONAL PERFORMANCE ANDRESULTS The better the assessment of organizational performance, the better strategicplan SWOT Key PerformanceIndicators Community Input: people do not know what they do notknow

  8. STRATEGYPROCESS Development of strategic themes, objectivesand initiatives Alignmentwith community need Mission, Vision,Values Organizational Performance Measurement system

  9. CONSIDERATION OF DEMOGRAPHICS AND TRENDS Aligning strategy with communityneeds Trends process/lifecyclereview Public engagement; they do notknow what they do notknow Identifying future requirements of customers

  10. STRATEGYPROCESS • Strategy as a core competency of senior leaders • Strategy development anddeployment • Timing/Timeframes (short, medium, and long, I prefer 3-5years) • Getting out of theweeds • The detriment of managementinspection • Fitting it intoworkload • Sequencing and timing ofneeds • assessment, strategy, masterplanning • Culturalalignment

  11. SHORTCOMINGS OF STRATEGICPLANS • Way too manyrecommendations • Not simple and too manypages • Tactical rather thanstrategic • Unsuccessfulimplementation • Parks+recreation+planning+administration • Not verybold • Several key theme areas; no cause and effect relationships • Attention not given to cultural shiftneeded • Notmeasuring • Not engagingemployees • Lack of information sharing with partners,residents

  12. THE BALANCED SCORECARD APPROACH TOSTRATEGY • Addresses the leadershipinfrastructure • Thefourperspectives: customer, financial, internalbusiness support, and employee learning andgrowth • Cause and effectrelationships • Themes, Objectives, Measures, andInitiatives • Building a StrategyMap

  13. STRATEGYHIERARCHY • StrategicThemes • StrategicObjectives • StrategicMeasures • StrategicInitiatives • Tactics • Cascade to businessunits

  14. CREATING VALUE THROUGH THE BALANCEDSCORECARD • CustomerPerspective • Product/service attributes (price, programs, quality,availability) • Relationship (customerloyalty) • Service (access mechanisms, standards, requirements, and encounters) • Image FinancialPerspective • Productivity, growth, financial results InternalPerspective • Operations Management (maintenance practices, program development, park design) • Customer Management processes (support systems and use oftechnology) • Innovationprocesses • Regulatory and Social processes (safety, environmental) Learning and GrowthPerspective • Humancapital • Information capital (management of organizationalknowledge) • Organizationcapital

  15. STRATEGYMAP Delight theCustomer Expand recreation opportunities, alignedwith customerneed Customer Perspective Improve customer satisfaction andloyalty Provide a qualityproduct at a goodvalue FinancialCapability Financial Perspective Aligning financial resources Growing programand facilityrevenue Non-taxrevenue OperationalExcellence Internal Perspective Build imageand brand Streamline critical processes Buildstrategic alliances Driveinnovation Continuous EmployeeDevelopment Employee Learning& Growth Perspective Foster a positivework environment Developcompetencies Develop customerfocus

  16. BALANCEDSCORECARD Vision: To serve the community by delivering best in class parks and recreationopportunities. Mission: The Park District is a leader in providing leisure experiences that enhance the quality of life for ourcommunity. StrategicThemes StrategicObjectives StrategicMeasures • Expand recreation opportunities, alignedwith • Program registration(q) • Customersatisfaction • (q) • Customer referral(q) • Customer retention(q) Customer • customerneed • Improvecustomer Delightthe customer satisfaction andloyalty • Provide a quality product at a goodvalue • Non-tax revenuegrowth • Aligning financialresources • Growing program and • facilityrevenue Financial Financialcapability • Program and facility revenue (q) • Alternative revenue(q) • Non-tax revenue percentage (q) • Build image andbrand • Driveinnovation • Streamline critical processes • Build strategicalliances • New programs(q) • Internal customer satisfaction(a) • Partner satisfaction(a) • Efficiency savings(q) • Key process documented(q) Operational Excellence Internal • Foster a positive work environment • Developcompetencies • Develop customerfocus • Employee satisfaction(a) • Regrettable turnover(q) • Percent competencies achieved(q) • Percent service staff rated high(a) Continuous employee development Learning& Employee Growth

  17. REPORTINGEXAMPLE 17

  18. 18

  19. EFFECTIVELY DEPLOYINGSTRATEGY • Top leadershipcommitment • Assigning a champion • Regular reportingsystem • Annualreport • Measurement system (12-20 KeyMeasures) • Continuous communication withemployees • Performance appraisal for seniorleaders • Cascading to divisional levels after ayear • Governance and staff involvement; alignment with Cityplan

  20. EFFECTIVELY DEPLOYING STRATEGY,CONT’D • Stakeholder sharing…cliff notesversion • Just in time adjustments,annually • Tie it into budgetprocess • Institutionalize the process— staff retreat, educateemployees • about strategy, visual management, recalibratemeasures • Parkinglot

  21. Summary,Discussion, For more information, contact BarbaraHeller Barbara@hellerheller.com 224.456.6934 www.hellerheller.com

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