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Good vs. Good: Strategy for Progress

Good vs. Good: Strategy for Progress. UNC-Charlotte Atkins Library October 12, 2009. Kathryn J. Deiss kdeiss@ala.org. Photo by cranberries. Photo by d avidkjelkerud. Alice asked the Cheshire Cat “Which way should I go from here?”

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Good vs. Good: Strategy for Progress

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  1. Good vs. Good:Strategy for Progress UNC-Charlotte Atkins LibraryOctober 12, 2009 Kathryn J. Deiss kdeiss@ala.org

  2. Photo by cranberries Photo by davidkjelkerud

  3. Alice asked the Cheshire Cat “Which way should I go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don't much care where,” said Alice. “Then it doesn't matter which way you go,” said the Cat.

  4. Build a Fortress Photo by DarkSpawn

  5. Leverage Resources for Highest Impact Photo by Gossamer1013

  6. Navigate Opportunity Photo by TheShiftedLibrarian

  7. Strategy is: A point of view about the future. Choices for how to enact that point of view. Photo by Sabrina Campagna

  8. Strategy persuades and influences Photo by Aidan Jones

  9. No strategy = we get stuck in the day to day weeds No strategy = no change while outside things change No strategy = greatest success is always in the past

  10. Any planning effort.. • Focuses time and effort on current & emerging reality • Attends to core mission of organization • Articulates desired future state(s) • Develops approaches & strategies for dealing with external (and internal) issues

  11. What are the kinds of issues you should think about? Photo by evilnick

  12. Fundamental Questions • Who are we? • What do we have? • Where are we going? • How are we going to get there? • What’s going on around us? • What is on our side? • What is important for us to do now? Photo by aymlis

  13. A Planning Process • Creates a vision for the future • Looks at environment as context • Chooses areas for special effort/impact in coming years • Develops actions • Produces vivid document that can be shared and acted upon

  14. Choosing good from good Photo by Valerie Renee

  15. Crafting Broad Strategic Directions Look at external environment – what are important trends/factors? Photo by ohad Given your vision and strengths, what 3-5 strategic directions would you choose?

  16. Q: How is our library different from others?

  17. Q: How can we differentiate our most important contributions on campus? Photo by “One”

  18. A plan without implementation is a dream or a wish… Photo by BM5k

  19. Direction Strategic plan vs. operational plan Getting there

  20. Photo by richardroo Photo by Will Lion

  21. Forecasting assumes • a mechanically precise world • the future is an extension of the past • we can know the future Photo by Doug Wallick

  22. Foresight Photo by lxsocon • Requires looking for patterns and scanning the horizon • Maps to the chaotic reality of the current time

  23. A planning process wrongly devised may produce a plan but not strategy! A strategic plan should be a living document • A plan is not strategic until it is implemented Another library’s plan is not good enough for Atkins Library! Photo by niffty

  24. Making the case for a lively plan Photo by Tim Morgan

  25. Effective planning engages many for broad input Photo by RenaissanceChambara

  26. Identify opportunities! Photo by Caro’s Lines

  27. KEY: Identify strengths and match to opportunities Photo by John Thewlis

  28. Don’t base strategy on threats! Photo by kevindooley

  29. Conditions for Planning • New voices • New conversations • New passions • New perspectives • New experiments • A sense of your organization’s traditions and values

  30. “A lot of questions about the woods can’t be answered by staying all the time in the woods…” Norman MacLean, A River Runs Through It Photo by anguskirk

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