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Strategic Thinking

Strategic Thinking. Mark A. Ewer MSW RSW. 1. Strategic Thinking (skillful planning and managing). a) Relevance do our activities continue to make sense in terms of the conditions, needs or problems to which they are intended to respond (think of Mission, Vision, Values)?

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Strategic Thinking

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  1. Strategic Thinking Mark A. Ewer MSW RSW

  2. 1. Strategic Thinking (skillful planning and managing) a) Relevance • do our activities continue to make sense in terms of the conditions, needs or problems to which they are intended to respond (think of Mission, Vision, Values)? b) Management Direction • do we operate in a way that mitigates risks to the organization? • does everyone know what they are doing (and why)?

  3. 1. Strategic Thinking c) Appropriateness • what choices have been made between alternative means used to respond to the conditions, needs or problems of those served? • are the investments in people, programs, technology, facilities in the right balance, under the circumstances d) Achievement of Intended Results • what are our results, against performance standards, for the whole organization? (an approximate estimate of an accurate indicator is better than an accurate estimation of an irrelevant one!)

  4. 1. Strategic Thinking e) Acceptance • do we have an acceptable level of public or customer/client respect, loyalty, recognition and trust (market share) ? f) Secondary Impacts • what unintended impacts (positive and negative) are occurring as a result of our work (health and safety, environment, community) and should this cause reconsideration in any areas of operation?

  5. 1. Strategic Thinking g) Cost and Productivity • are we using our resources to their best advantage? • should there be current or planned future “investments” that will have a longer term benefit? h) Responsiveness • How well are we anticipating and responding to change? • Have we planned for the future in terms of leadership, staffing. product/service development and crisis management?

  6. 1. Strategic Thinking i) Financial Results • How good are our financial results in terms of matching costs with revenues with budget and financial assets with anticipated obligations? j) Working Environment • Is there a happy, healthy and constructive working environment where staff are motivated to work together, adapt to change, and to develop their skills? Is it safe and in keeping with statutory regulations?

  7. 1. Strategic Thinking k) Protection of Assets • do protect our most valuable assets and ensure that they will be available in the future to contribute to future results • this includes intellectual property as well as human and physical resources l) Monitoring and Reporting • does management have the information it needs to support its decision-making and accountability, and is it used appropriately? Is it “real time” and reliable? • are we meeting applicable standards and regulations adequately? How do we know this?

  8. 2. Putting Planning in its Place! (Stephen R. Covey) • Understanding “Quadrant II … the Quadrant of Quality” (increasing the “ability to do”, reduces time spent on crises and reactive activities of Quadrant 1)

  9. 2. Putting Planning in its Place! (Stephen R. Covey)

  10. 2. Putting Planning in its Place! (Stephen R. Covey)

  11. 2, Putting Planning in its Place! (Stephen R. Covey) b) Keeping the Production/Production Capability (P/PC) BalanceThe trick is ensuring that each day, you contribute to “capability improvement”. If you do not plan for the future, you will never know when you get there … and you will certainly not be ready when it arrives!

  12. 3. Questions Planning isn’t as much having the correct answers as it is knowing the correct questions to ask!

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