Strategic Planning

Things to Consider when Strategic Planning Duane Hampton

STRATEGIC PLAN MARKETING PLAN LONG-RANGE PLAN PLAN OF WORK ? ? ? ? ? ?

Toward Integrated Planning Strategic Plan Plan of Work Integrated Planning

Integrated Planning ,[object Object],Operational Tactical 3-5 Years 1-3 Years 1 Year or less

Goals for Strategic Planning ,[object Object],[object Object]

Strategic Planning A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. From, Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative Extension May 2002

Strategic Planning (short definition) “ The process of building a vision and the means to carry it out” “Strategic Planning and the Non Profit Board” by Dabney G. Park, Jr.

[object Object],[object Object],[object Object],Strategic Planning vs. Long-Range Planning

Components of Planning Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Planning Development Strategy/ Methods Program Delivery Needs/ Opportunities Indicators Results - Outcomes - Impacts Niche & Priorities

Levels of Planning Plan of Work Activity Plans Direction/Strategy Operations/Tactics Implementation Plans

Getting the Most from Planning

What can planning do for you? ,[object Object],[object Object],[object Object],[object Object],[object Object],From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative Extension May 2002

What do “good” plans look like? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Planning Advice ,[object Object],[object Object],[object Object]

Planning Pitfalls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Steps in Strategic Planning 1. Initiating and agreeing on a planning process 2. Identify organizational mandates 3. Establish an effective organizational vision for the future 4. Clarify organizational mission and values 5. Assess the external environment: Opportunities and Threats

Steps in Strategic Planning 6. Assess the internal environment: Strengths and Weaknesses 7. Identify Key Strategic Issues 8. Formulate strategies to manage issues 9. Plans for use, review, and updating From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative

from “Strategic Planning Notebook”, Wilder Foundation What is needed and feasible in your service area? OPPORTUNITIES/ THREATS What do you intend to do? MISSION What are you capable of doing? STRENGTHS/ WEAKNESSES THE “FIT”

Why Initiate Strategic Planning? ,[object Object],[object Object],[object Object],[object Object],[object Object]

When Not to Initiate Strategic Planning? ,[object Object],[object Object],[object Object],[object Object],From Terry Gifford, Don Pettit Michael W. Duttweiler Cornell Cooperative

Strategic Planning Strategic Initiatives In-Progress Market Driver Tech. Roadmap Prod. & Service Roadmap Tactical Plans DS Market One stop Shop Bundling Services HPI Market Increased usage of alternative fuels New Product development Pipe—line Int.

Scenario Planning 3YIP Today 2010 2020 Market Driver Tech. Roadmap Prod. & Service Roadmap Market Driver Tech. Roadmap Prod. & Service Roadmap Market Driver Tech. Roadmap Prod. & Service Roadmap DS Market HPI Market Water Market

Market Drivers Industry Roadmap Voice of Customer Competitive Landscape Disruptive Technologies Regulatory Issues Political Economic Climate Technology Roadmaps and Different Scenarios 3 rd Party Products New Products New Services Modified Products Acquisitions and Mergers Roadmap Development Process Product Roadmap Develop Future State

Year 2007 Market Drivers 2008 Market Drivers 2009 Mkt. Drivers 2010 Market Drivers 2011 Market Drivers 2012 Mkt. Drivers 2015 Market Drivers New Product Develop Intro. Growth Growth Maturity Rationalize Develop New Service Assess Develop Intro. Growth Growth Develop 3rd Party Product Assess Develop Intro. Growth Growth Rationalize Product Modification Modify Introduction Growth Growth Growth Develop Acquisition and Merger Assess Assess Acquire Intro. Growth Growth Develop

Sales / Marketing Relationship

Outstanding Very Satisfactory Satisfactory Average Not Satisfactory Poor Horrible Expected Result Actual Results ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Strategic Planning

Strategic Planning

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Strategic Planning