Академический Документы
Профессиональный Документы
Культура Документы
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• Process to establish priorities on what a
CEO will accomplish in the future
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• If you fail to plan, then you plan to fail – be
proactive about the future
• Strategic planning improves performance
• Counter excessive inward and short-term
thinking
• Solve major issues at a macro level
• Communicate to everyone what is most
important
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor our progress (Balanced
Scorecard)
• Address critical performance issues
• Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
• Cover a sufficient time period to close the
performance gap
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –
operational, tactical, individual
• BOD commitment
• Who will do what?
• What will each group do?
• How will we do it?
• When is the best time?
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Where we are Where we want to be How we will do it How are we
doing
• Situational Analysis • Align / Fit with • Major Goals • Initiatives and • Take Corrective
Capabilities Projects Actions
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Assessment
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Assessment
SWOT SWOT
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•Strengths – Those things
that you do well, the high
value or performance points
•Weaknesses – Those things
that prevent you from doing
what you really need to do
•Opportunities – Potential
areas for growth and higher
performance
•Threats – Challenges
confronting the organization,
external in nature
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Baseline
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Baseline
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Baseline
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Baseline
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Baseline
• Customer
• Products and Services
• Financial
• Human Capital
• Operational
• External (Regulatory Compliance, Social
Responsibility, . . . )
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Baseline
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Components
Strategic Plan
Action Plans
Mission Why we exist
Evaluate Progress
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Components
NASA
To Explore the Universe
and Search for Life
Does a good job of expressing the core values
and to Inspire the
Next Generation of
of the organization. Also conveys unique
Explorers qualities about the organization.
Walt Disney
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Components
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Components
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Components
We obey the law and do not compromise moral or ethical principles – ever!
We expect to be measured by what we do, as well as what we say.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
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Components
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Components
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Components
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
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Components
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Components
GOALS OBJECTIVES
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Components
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
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Down to Specifics
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Down to
Specifics
• The Action Plan identifies the specific steps that will be taken to achieve
the initiatives and strategic objectives
• Each Initiative has a supporting Action Plan(s) attached to it
• Action Plans are geared toward operations, procedures, and processes
• They describe who does what, when it will be completed, and how the
organization knows when steps are completed
• Like Initiatives, Action Plans require the monitoring of progress on
Objectives, for which measures are needed
Objectives
Initiatives
Action
Plans
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Down to
Specifics
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Down to
Specifics
OBJECTIVE
Improve Employee
Satisfaction
MEASURE / TARGET
Measure 90%
Employee
Percent Satisfaction
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Evaluate
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Evaluate
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Evaluate
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Integrate all components from the top to the
bottom: Vision > Mission > Goals > Objectives
> Measures > Targets > Initiatives > Action
Plans > Budgets.
Get Early Wins to create some momentum
Seek external expertise (where possible and
permissible)
Articulate your requirements to senior
leadership if they are really serious about
strategic execution
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