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TRAINING ON DEPED’s STRATEGIC PLANNING CONTENT & PROCESS. July 29-August 2, 2013 DepED RO2 Conference Hall Carig Sur, Tuguegarao City. Symbol for past 3 days. Formulating Strategies from PIs and SWOT Analysis. STRATEGIC PLANNING.
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TRAINING ON DEPED’s STRATEGIC PLANNING CONTENT & PROCESS July 29-August 2, 2013 DepED RO2 Conference Hall Carig Sur, Tuguegarao City
Formulating Strategies from PIs and SWOT Analysis STRATEGIC PLANNING
From the major Strengths and Weaknesses and the major Opportunities and Threats, the strategist can then put these conclusions into a two dimensional grid as follows:
The Strategist must remember that the SWOT Analysis should be made from the point of view of the unit in relation to its: • Vision • Mission • Objectives • Key Result Areas • Performance Indicators. • In formulating Strategic Options, the strategist can use the SWOT grid.
Guide Questions • How can my unit use its Strengths to Exploit the Opportunities in order for to us to achieve our VMOKraPi? • How can my unit overcome its Weaknesses to Exploit the Opportunities in order to achieve our VMOKraPi? • How can my unit use our Strengths to counteract the Threats challenging the attainment of our VMOKraPi? • How can my unit overcome our Weaknesses to counteract the Threats challenging the attainment of our VMOKraPi?
Guide Questions • From the different Strategic Options generated which strategies should your unit take? Why? Why not the others? • Evaluate the Strategic Options according to the VMOKraPi set. The more the strategies meet the VMOKrapI, the better suited they are for the unit.
STRATEGIES Major moves or significant changes in the way an organization wants to achieve its vision, mission and objectives. Finding the best means of achieving one’s goals. It also means bridging the chasm between where the organization is at today and where it wants to be tomorrow.
In the Strategic Planning and Management model of Dr. Eduardo A. Morato, Jr., there is a recommended methodology for doing Rational, Sequential and Analytical Strategy Formulation • The recommended methodology should start either from the top (and goes down to the bottom) or start from the bottom (and goes up to the top). STRATEGIES
From the Bottom UP Strategies Strategic Option Generated from SWOT Analysis Strengths and Weaknesses (SW) from Internal Assessment Opportunities and Threats(OT) from Internal Assessment Ten Levels of Internal Assessment Four Levels of External Assessment
Top Down Strategizing • Starting from the top means that the strategizer is beginning from his/her ambitious goals or dreams. These goals or dreams are encapsulated in the Vision, Mission, Objectives, Key Result Areas and Performance Indicators. • Select the most important or priority Performance Indicators to start the process of strategizing. PIs of lesser importance can be done later.
Bottom Up Strategizing • Starting from the bottom means that the strategist is anchoring the organization to the realities at the ground level. There are two ground levels: • Reality (and fearless forecast) of the External Environment at the four different levels • Reality of the internal environment at the ten different levels articulated in the Internal Assessment workbook.
From one priority PI, the strategist should ask this question: • “In how many ways can the organization meet its Performance Indicators?”
“In how many ways can my unit achieve 100% Participation Rate? 100% Participation Rate 1. 2. 3. 4. Strategic Options
Select your priority Performance Indicators (PIs). Ask, “In how many ways can my unit achieve these PIs?” 1. PI 2. PI 3. PI
