1、Strategic Planning and the Planning Process,Planning in the Academy,Strategy and Planning History and Definitions,Of military origin, applied to a business setting. In Chinese “Heiho” “Method of the solider”Resources, goals, capabilities, dominanceStrategy in the business setting has matured and gro
2、wn from these beginnings,James Bryan Quinn,A strategy is a pattern or plan that integrates an organizations major goals, polices, and action sequences into a cohesive whole. A well-formulated strategy helps to marshal and allocate an organizations resources into a unique and viable posture based on
3、its relative internal competences and shortcomings, anticipated changes in the environment and contingent moves by intelligent opponents.,Henry Mintzberg,“A pattern in a stream of decisions” “Position, perspective, pattern, plan”Intended (The play book) Deliberate (Following the play book) Emergent
4、(Fumble!) Unrealized (Punt on 4th down) Realized (The outcome of the game),Two more definitions,Porter: Decisions that lead to a unique position What you do and dont do A fit between firm actions and the environment. Robert A “picture” of the products, customers, industry segments and geography you
5、will compete in. A future vision of the firm.,Strategy and Planning - the educational context,Blau, Boyer, Astin, Bloom, Birnbaum Clark Kerr Berkeley and the California System “The status quo is the only solution that cannot be vetoed.” “When the borders of the campus are the boundaries of our state
6、, the lines dividing what is internal from what is external become quite blurred; taking the campus to the state brings the state to the campus.“ (1960) Richard Cyert Carnegie Mellon Cohen and Marchs “Garbage Can Model” William Massey Stanford Convenience institutions, mass providers and “Brand Name
7、” Universities,Strategy in Academia,Association and Affiliations ACE AAU CIC NASULGIC ASHE AAHE Society of College and University Planners Foundation Initiatives Ford Foundation Pew Charitable Trusts Carnegie Foundation for the Advancement of Teaching Journals New Directions in Higher Education High
8、er Education,Michael Robert Strategy: Pure and Simple 1993,Distinctive Characteristics A very “corporate” view A focus on driving forces and communication issues Robert says while many driving forces are active in every organization, only one can be the most important and in turn the organizational
9、“driving force”.,Roberts strategic areas:, Product/service concept Market type, user/customer class Production capacity/capability Technology/know-how Sales/marketing method Distribution method Natural resources Size/growth or Return/profit,Roberts 7 Rules of Competition,The following are a set of r
10、ules that will produce better results against your competition.Rule 1: Control the “Sandbox”Rule 2: Identify Which Competitors Your Strategy Will AttractRule 3: Anticipate Each Potential Competitors Future StrategyRule 4: Draw Competitive ProfilesRule 5: Manage the Competitors StrategyRule 6: Neutra
11、lize the Competitors Areas of ExcellenceRule 7: Choose Your Competitors; Do Not Let Your Competitors Choose You.,Traditions, Values, and Aspirations,Strengths and Weaknesses: Academic and Financial,Leadership: Abilities and Priorities,Environmental Trends: Threats and Opportunities,Market Preference
12、s, Perceptions, and Directions,The Competitive Situation: Threats and Opportunities,ACADEMIC STRATEGY,George Keller Academic Strategy - 1983,John Bryson Strategic Planning for Public and Nonprofit Organizations - 1988,Distinctive Characteristic Recognizes the unique stakeholder issues of the not for
13、 profit enterprise Citizens Volunteers The difficulty to reach goal congruence,Stakeholder Map for a Government,PoliticalParties,Governing Body,Other Governments,Suppliers,Competitors,Media,Employees,Unions,Service Recipients,Taxpayers,Interest Groups,GOVERNMENT,Citizens,Financial Community,Future G
14、enerations,Strategic Planning Process,Strengths Weaknesses,Opportunities Threats,Implementation,Strategy Formulation,Brysons templates,Stakeholder Analysis Mission Statement SWOT Analysis (Strength Weakness Opportunity Threat) Strategic issue identification worksheets Solution generation worksheets
15、Dreams and Visions Barriers Actions Proposals, actions and action steps,Stakeholders Analysis Worksheet,George Morrisey Morrisey on Planning - 1996,Distinctive characteristics Demonstrates the stages of planning Strategic thinking Long Range Planning Tactical Planning A focus on linking tactics to s
16、trategy Driving implementation issues An Excellent source of templates,The Planning Process,Strategic Thinking Long-Range Planning Tactical Planning,Plan Implementation and Results,Values,Mission,Strategy,Vision,Key Strategic Areas,Critical Issue Analysis,Long-Term Objectives,Strategic Action Plan,K
17、ey Results Areas,Critical Issue Analysis,Key Perf. Indicators,Objectives,Action Plans,Plan Review,Critical Issue Analysis and Plan,Potential/Perceived Issue:Date/Information:Possible Reasons:Conclusion(s):Alternative Ways to Address the Issue:Champion:Long-Term Objective(s):Assumptions:Major Actions
18、:,Action Plan Format,Other Morrisey Templates,Performance Measures Planning Assessment Checklist “Planning to Plan” Training, buy in, etc.,Various models but a common process,Appraise the competitive environment Political, Economic, Technical, Social Forecast environmental trends Ascertain critical
19、success factors Evaluate the organizations strengths and weaknesses Identify strategic issues Establish and implement an action plan Measure results Develop feedback loops,Templates and Examples Bryson,Mission Statement Worksheet,Who are we?In general, what are the basic social needs we exist to fil
20、l?In general, what do we want to do to recognize or anticipate and respond to these needs?What should our responses be to our key stakeholders?What is our philosophy and what are our core values?What makes us distinctive or unique?,SWOT Analysis Worksheet,Internal StrengthsInternal WeaknessesExterna
21、l OpportunitiesExternal Threats,Strategic Issue Identification Worksheet,What is the issue? Be sure to phrase the issue as a question about which your organization can take some sort of actionWhy is this an issue? What is it about the conjunction of mission and mandates, external opportunities and t
22、hreats, or internal strengths and weaknesses that makes this an issue?What are the consequences of not addressing this issue?,Practical Alternatives, Dreams, or Visions Worksheet,What are the practical alternatives, dreams or visions we might pursue to address this strategic issue?,Barriers Identifi
23、cation Worksheet,What are the barriers to the realization of these alternatives, dreams, or visions?,Major Proposal Worksheet,What are the major proposals we might pursue either to achieve the practical alternatives, dreams, or visions directly or to overcome the barriers to their realizations?,Majo
24、r Actions Worksheet,What major actions with existing staff and within existing job descriptions must be taken within the next year to implement the strategies or proposals?,Action Steps Worksheet,What action steps must be taken in the next six months to implement the proposals and who is responsible
25、 for the action step?_ Person Responsible _ Person Responsible _ Person Responsible _,Templates and Examples Morrisey,Examples of Key Performance Indicators,Examples of Key Performance IndicatorsKey Results Areas Key Performance IndicatorsReturn/profit Return on investmentPercentage of return on sal
26、esNet profit before taxes (dollars)Percentage of gross margin (by product line)Productivity Dollars of sales per employeeUnits per month (by product line)Output per work-hourOutput per employeeOvertime as percentage of payroolDowntimeTurnaround time,Examples of Key Performance Indicators (2),Example
27、s of Key Performance Indicators (continued)Key Results Areas Key Performance IndicatorsEmployee development Training investment as percentage of salesNumber of employees on degree planCross-training planNumber of backups per positionNumber of employees with implementeddevelopment plan,Examples of Ke
28、y Performance Indicators (3),Examples of Key Performance Indicators (continued)Key Results Areas Key Performance IndicatorsQuality assurance Percentage of first-time acceptanceYieldCost of rework, scrapPercentage of error-free completions (pershift, per employee)Percentage of recidivism (in law enfo
29、rcement)Cross-functional Percentage of on-time completions Integration Number of unresolved conflictsAverage lead time on support requestsSpecific joint project agreements,Examples of Key Performance Indicators (4),Examples of Key Performance Indicators (continued)Key Results Areas Key Performance I
30、ndicatorsResearch and Number of new product ideas approved for development developmentProjected dollar value of approved product ideasNumber of new applications for current products/servicesCost of R&D investment: ratio to total budget,Examples of Key Performance Indicators (5),Examples of Key Perfo
31、rmance Indicators (continued)Key Results Areas Key Performance IndicatorsOrganizational Favorable mentions in media Image Public information programsInvolvement in communityInterorganizational cooperative effortsLegislative relations Response time to legislatorsInquiries handled favorablyFunding app
32、rovedMajor programs approved,Planning Assessment Checklist,Referenced texts,Strategy: Pure and Simple, Michel Robert, ISBN 0-07-053131-5 Strategic Planning for Public and NonProfit Organizations, John Bryson, ISBN 1-55542-087-7,Morrisey on Planning George L. Morrisey ISBN 0-7879-0170-9 ISBN 0-7879-0169-5 ISBN 0-7879-0168-7 http:/,
