The document discusses the importance of strategy and provides guidance on developing an effective strategy. It defines strategy as a general plan of action to achieve complicated goals over long periods of time. It recommends establishing strategy before, during, and after projects to provide direction, allow for adjustment, and get back on track if issues arise. Developing strategy requires understanding goals, customizing plans to fit each situation, getting stakeholder input, explaining strategies with data, and ensuring strategies are smart and sustainable. The key is standing up for the value of strategy on one's campus.

1. Inspired by
the Cheshire Cat
Strategy leads to success.
CASE Annual Conference for Publications Professionals | November 2012

2. Hello!
Susan T. Evans,
Senior Strategist
mStoner page 2

3. Huh. @susantevans seems a lot
smarter than I expected.
#casepubs

4. "If you don't know where you're
going, any road will get you there."
#truethat #casepubs

6. 22+ years at the 2nd oldest college in the nation
page

7. Jack Rebecca
William & Mary Peabody
Class of 2010 Conservatory
Class of 2013
page 7

8. monstersuniversity.com/edu/ page 8

9. S-T-R-A-T-E-G-Y
http://mstnr.me/PXezAz

10. What?

11. What it is...
Strategy is a general, undetailed plan of
action, encompassing a long period of time,
to achieve a complicated goal.
page 11

12. What it is...
Strategy is a general, undetailed plan of
action, encompassing a long period of time,
to achieve a complicated goal.
intentional
page 11

13. What it is...
Strategy is a general, undetailed plan of
action, encompassing a long period of time,
to achieve a complicated goal.
intentional
an efficient use of resources
page 11

14. What it is...
Strategy is a general, undetailed plan of
action, encompassing a long period of time,
to achieve a complicated goal.
intentional
a set of options
an efficient use of resources
page 11

15. What it is...
Strategy is a general, undetailed plan of
action, encompassing a long period of time,
to achieve a complicated goal.
intentional
a set of options
a course of action
an efficient use of resources
page 11

16. What it is not...
• Just a buzzword
• A detailed plan
• The tactics
• The phase you skip because you’ve
waited so long to start the project
page 12

17. It’s what you don’t do
and
what you do first.
http://mstnr.me/LOsJ2l

18. When?

20. Before you start:
• Buy in and credibility
• Executive sponsors
• Roles and responsibilities
• Foundation for planning
page 16

22. While underway:
• As a reminder to the team
• For broader communication
• To adjust expectations
page 18

23. page

24. Once trouble starts:
• For getting things back on track
• Gain support while you have their attention
• To get the resources you need
page 20

25. Why?

26. First, where do
you want to go?

30. http://insight.kellogg.northwestern.edu/
page 26

32. What if I don’t?

33. The work will
take more time.

34. The scope will creep.

35. Priorities will be unclear.

36. It will be easier to stop.

37. Your results
will be vanilla.

38. Academic life at William & Mary is spread
across five schools and dozens of academic
departments. If we do our job right, then
you’ll set foot in nearly all of them.
Our students are too multi-talented and
intellectually curious to be pigeonholed as a
"chemistry major" or a "law student."
wm.edu/academics

39. Why resist?

40. Strategy is difficult.
It takes time.
It includes risk.
It requires decisions.

41. How?

42. Custom.
No cookie cutter.
1

43. Let them
have a stake.
2

44. Explain yourself
(with data).
3

45. Go smart.
Go sustainable.
4

46. How (much)?

47. The Goldilocks Principle

48. Who?

49. Stand up for
strategy on your campus!

50. Thank you!
Susan T. Evans
Senior Strategist
susan.evans@mstoner.com
@susantevans
mStoner page 46