Strategic Thinking And Planning Handout
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Strategic Thinking and Planning The process of deciding the optimal alignment between unlimited needs and limited resources to achieve our priorities.
Our work requires bold new ways of developing and implementing services and one of our challenges is deciding how to maximize the alignment between the needs of our constituents and the services we offer. Strategic thinking and planning can help! This overview will introduce you to the key elements of strategic planning, including the five questions that leaders must ask and answer:
• Who are we? • Where are we now? • Where do we want to be? • How will we get there? • How will we know how we’re doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
1
Why plan?
What happens if you don’t plan?
What happens if you do plan?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
2
Working Definition of Strategic Planning
Strategic thinking and planning is the process of deciding the optimal alignment between unlimited needs and limited resources to achieve your priorities.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1— Establish Your Organizational Identity Ask and answer:
Who are we? Where are we now? Where do we want to be?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Who are we?
A. ORGANIZATIONAL CULTURE & VALUES “A person’s values answer the question, “What’s important to me?” Organizational culture and values are the essence of the organization’s philosophy for achieving success. They provide staff members with a sense of common direction and guidelines for day-today behavior.”*
Questions to consider when identifying your organizational culture and values • What do we stand for? • How do we interact with each other? with our constituents? • How do we want to interact with each other? • How do we want to interact with our constituents? Organizational culture and values tip Discussing what people value about the organization and what values they want to live and share helps build a sense of community and common purpose.
* Source: Organizational Vision, Values and Mission by Scott, Jaffe and Tobe, CRISP Publications, 1993, p.19.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Who are we?
B. MISSION/STATEMENT OF PURPOSE The mission or statement of purpose describes why your organization exists; it defines how you will reach your organization’s vision/destination. A mission or statement of purpose is a short, inspiring statement that describes what services you provide (your business), identifies who receives your services (key constituents), and describes how these services are provided (values).
Questions to consider when defining your mission • What do we do? • What should we do? • For whom? • How? • Why? Mission tip During the strategic planning process, the mission might need to be revised to address significant changes uncovered during the external and internal assessments or to align it with the mission of the next highest level of the organization.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
An important element of strategic planning is to determine what external pressures impact your organization and to assess the opportunities and challenges these pressures present.
C. CONSTITUENTS & STAKEHOLDERS Constituents are groups that use or benefit from your organization’s services. Stakeholders are people outside your organization who can exert influence or pressure.
Questions to consider when identifying your constituents and their needs, wants, and expectations • What groups need or want our services? (constituents) • What are the needs, wants and expectations of each constituent group? • What constituent needs, wants and expectations do we currently satisfy? • What needs, wants and expectations are unsatisfied? How can these be addressed? • What can we stop doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
C. CONSTITUENTS & STAKEHOLDERS CONTINUED Questions to consider when identifying your stakeholders and their interests • Who can exert influence or pressure on our organization? • What are the main interests of these stakeholders? • What stakeholder interests do our activities currently satisfy? • What are the risks or consequences of not satisfying specific stakeholder interests?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
D. COMPETITORS & PARTNERS Competitors are other organizations that provide similar services to your constituents. Partners are other organizations that you agree to work with to provide services to constituents.
Questions to consider when identifying your competitors and partners, and the opportunities and challenges they present • What other organizations meet our constituents’ needs and wants? • What do our constituents receive from these organizations that they don’t receive from our organization? and vice versa? • What is the impact of these competitors on our organization? (challenges) • Which organizations could we partner with to enhance services to our constituents? (opportunities) How can we make this happen? Competitor/partner tip By working collaboratively, or by establishing clear niches, some competitors can become your partners. This transition often releases a significant amount of organizational energy that can be redirected to constituents.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES The environment for your organization encompasses the trends and changes that will impact your organization, your constituents and stakeholders, and competitors and partners in the following areas: sociodemographic, regulatory/legal, political, economic/financial, technological, and higher education/K-12 education.
Useful questions to consider • Sociodemographic —What demographic changes are anticipated during the next two-five years? —What changes are anticipated in student enrollment? —What changes are anticipated in faculty recruitment and retention? —What changes are anticipated in staff recruitment and retention? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Regulatory/legal —How have Proposition 209 and SP1 impacted our constituents? our organization? —What other regulatory/legal changes are anticipated in the next two-five years? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization? • Political —What changes in leadership and political support are anticipated during the next two-five years on the state level? the campus level? —What legislative changes are anticipated during the next two-five years? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Economic/financial —What economic changes/trends are anticipated during the next two-five years on the national level? state level? campus level? —What changes in organization funding are anticipated? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization? • Technological —What changes in computer technology and telecommunications are anticipated during the next two-five years? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Higher education/K-12 education —What changes in higher education are anticipated during the next two-five years that will impact our constituents? our organization? —What changes in K-12 education are anticipated during the next two-five years that will impact our constituents and our organization? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
An important element of strategic planning is to determine what internal resources are available from your organization and to assess the strengths and weaknesses of these resources. F. INTERNAL STRENGTHS & WEAKNESSES The internal resources are the human, financial, physical and technological resources available in your organization to address the constituent and stakeholder needs, external opportunities and challenges, and critical issues.
Useful questions to consider • Human Resources —Which staff are available to address our constituent and stakeholder needs? external opportunities and challenges? critical issues? —What are their strengths? weaknesses? —What human resource issues will we need to address in the next two-five years? —How does our current organizational structure support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when these individuals focus their energy on these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
F. INTERNAL STRENGTHS & WEAKNESSES CONTINUED • Financial Resources —What financial resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What financial resource issues will we need to address in the next two-five years? —How does our current financial structure support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our funding is used to address these issues? What will be gained? • Physical Resources —What space/physical resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What physical resource issues will we need to address in the next two-five years? —How does our current physical layout support or inhibit our ability to address needs, opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our space/physical resources are used to address these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
F. INTERNAL STRENGTHS & WEAKNESSES CONTINUED • Technological Resources —What technological resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What technological resource issues will we need to address in the next two-five years? —How does our current technological structure and systems support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our technological resources are used to address these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
G. VISION The vision describes what you want your organization to become— your destination.
Questions to consider when developing your vision • What will be our ideal organization—one where we optimally meet our constituents and stakeholders’ needs with our resources—in two years? In five years? Ten? Vision tip Think of the vision as a work-in-progress until all the steps in the strategic planning process are completed. What you learn during the planning process will influence your vision.
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
Selecting the critical issues and strategic priorities, and determining how you will optimally address them within your resource limitations, requires strategic thinking and decision making. H. CRITICAL ISSUES & STRATEGIC PRIORITIES Critical issues are the handful of significant opportunities and challenges that must be addressed to ensure the on-going success of your organization. They represent the synthesis of the constituent and stakeholder needs, and the external and internal issues, that impact your organization. Strategic priorities are where you choose to focus your organizational energy; the optimal intersection between your critical issues and your resources. Questions to consider when determining your critical issues and strategic priorities • What issues could overwhelm our organization if they are not addressed? (challenges) • What are the risks of not addressing these challenges? • What, if any, are the advantages of not addressing these challenges? • What issues could significantly enhance our organization if we were to take advantage of them? (opportunities) • What are the risks of not taking advantage of these opportunities? • What, if any, are the advantages of not pursuing these opportunities? • How can we optimally address our critical issues with our resources? (strategic priorities)
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
H.
CRITICAL ISSUES & STRATEGIC PRIORITIES CONTINUED
Approaches that Encourage Strategic Thinking and Planning Critical issue (described on previous page) Identify critical issues and list possible strategies for addressing each one. Assess the pros and cons of each strategy. Prioritize a sequence of strategies to implement that represent the optimal intersection between these critical issues and your resources. Scenario Develop alternative pictures of what your organization might look like in the future. Assess the risks and benefits of each scenario, then pick one and refine it.
Goal (see next section) List possible goals that describe the directions in which your organization might move. Identify strategies and objectives to reach goals. Select preferred strategies and develop action plans.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2— Develop and Implement an Action Plan to Achieve Your Strategic Priorities Ask and answer:
How will we get there?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
I. GOALS & OUTCOMES Goals describe the directions your organization plans to move in to address your critical issues and implement your strategic priorities. Goals provide the basis for developing initiatives or operational improvements. Outcomes describe what will be different once the goals are met, creating an image of what success will look like. Clear outcomes will help you evaluate which of the possible initiatives and operational improvements to implement.
Questions to consider when developing goals • What major directions must our organization move in to address our critical issues? to implement our strategic priorities? • What will have to be given up (opportunity costs) to move in these directions? What will be gained? • What are the risks of not moving in these directions? • What, if any, are the advantages of not moving in these directions? Questions to consider when developing outcomes • What will have changed once our goals are met? • What will these changes look like? feel like?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
J. INITIATIVES Initiatives are the major improvements or structural changes that you plan to undertake to achieve your goals and outcomes.
Questions to consider when developing initiatives • How can our strategic priorities be addressed? (brainstorm possibilities) • Which of these possibilities will best support the goals and outcomes for our organization? • Which of these possibilities can be achieved given our current internal resources (human, financial, physical, and technological)?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
K. OPERATIONAL IMPROVEMENTS Operational improvements are incremental improvements in ongoing work.
Questions to consider when developing operational improvements • What improvements in day-to-day operations will best support our organization’s goals and outcomes? • Which improvements can be achieved given our current resources? Operational improvement tip During the strategic planning process, many ideas are generated for improving day-to-day operations. By recording, evaluating and prioritizing these ideas, you can develop a manageable list of operational improvements that will help you achieve your goals and outcomes.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 3— Evaluate How Well Your Actions Address Your Strategic Priorities Ask and answer:
How will we know how we’re doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 3 Evaluate How Well Your Actions Address Your Strategic Priorities
How will we know how we’re doing?
L. PERFORMANCE MEASURES Performance Measures quantitatively and qualitatively demonstrate how well you have achieved your organization goals and outcomes.
Questions to consider when developing performance measures • How will we know when we have achieved our organizational goals? outcomes? • What methods and data sources (quantitative and qualitative) can we use to verify that we have achieved our goals and outcomes? • What baselines do we need to establish at the beginning of our work so that we have a point of comparison at the completion of our work? • How will we assess how well we have addressed our critical issues and strategic priorities? Performance measure tip Make sure to assess how well your critical issues and priorities have been addressed, not just how well the actions have been implemented. This “double-loop” evaluation helps ensure that the actions you’re implementing actually address your critical issues.
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Common Elements in Strategic Planning Documents in Alphabetical Order Action Plans Specific details about how the plan will be implemented, either as major initiatives or improvements to daily operations in specific areas. Assumptions Assumptions upon which the plan is based (could include how the organization supports the mission of the University of California, etc.) Critical issues and strategic priorities Description of major opportunities and challenges facing the organization that must be addressed in order for it to survive and thrive. Description of how these critical issues will be addressed within resource limitations (strategic priorities). Director’s Preface or Executive Summary Message from the organization’s director that inspires interest and involvement (director’s preface) or a summary of the major points made in the plan (executive summary). External Environment Description of the current external environment: needs/expectations of target populations, competitors and partners, pressures/changes in the field and external environment. Financial Data Summary organizational financial data and/or detailed financial data about how the improvements presented in the strategic plan will be financed.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Goals Description of goals to be achieved and/or how the critical issues will be addressed and strategic priorities implemented. Internal environment Analysis of the organization’s strengths and weaknesses. Mission/statement of purpose The purpose of the organization: what does it do? for whom? how? why? Organization/structure Current organization chart or description of the organizational structure planned for the future. Performance measures Explanation of actions, goals, and outcomes will be measured and how it will be known that the critical issues and strategic priorities have been addressed. Sub-unit descriptions Overview of each sub-unit’s organization, purpose, and goals, if appropriate. Target population/groups Description of who receives the organization’s services (constituents); can include quantitative use statistics. Values The principles that guide the day-to-day actions of each staff member in the organization. Vision The preferred description of the organization in two to five years.
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Selected Strategic Planning Resources Organizational Vision, Values and Mission. Includes values activity and templates for values cards. Cynthia Scott, Dennis Jaffe, Glenn Tobe, Crisp Publications, Menlo Park, CA, 1993, (1-800-442-7477).
Strategic Change in Colleges and Universities: Planning to Survive and Prosper. Daniel Rowley, Herman Lujan, Michael Dolence, Jossey-Bass, San Francisco, CA, 1997.
Strategic Planning Workbook for Non-Profit Organizations. A step-by-step guide for developing, implementing, and updating a strategic plan. Amherst H. Wilder Foundation, St. Paul, MN, 1990, (612-642-4025).
Team-Based Strategic Planning: A Complete Guide to Structuring, Facilitating and Implementing the Process. C. Davis Fogg, AMACOM, American Management Association, New York, NY, 1994.
Also of interest The Empowered Manger: Positive Political Skills at Work. Peter Block, Jossey-Bass Publishers, San Francisco, CA 1987.
Facilitator’s Guide to Participatory Decision-Making. Sam Kaner et. al., New Society Publishers, Gabriola Island, Canada, 1996, (415641-4840).
The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. James Kouzes and Barry Posner, Jossey-Bass Publishers, San Francisco, CA, 1995. Process and materials created by: Katherine Mitchell Organizational Development Consultant Center for Organizational Effectiveness University of California, Berkeley [email protected] 510-642-0707
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Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Our work requires bold new ways of developing and implementing services and one of our challenges is deciding how to maximize the alignment between the needs of our constituents and the services we offer. Strategic thinking and planning can help! This overview will introduce you to the key elements of strategic planning, including the five questions that leaders must ask and answer:
• Who are we? • Where are we now? • Where do we want to be? • How will we get there? • How will we know how we’re doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
1
Why plan?
What happens if you don’t plan?
What happens if you do plan?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
2
Working Definition of Strategic Planning
Strategic thinking and planning is the process of deciding the optimal alignment between unlimited needs and limited resources to achieve your priorities.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
3
Strategic Planning Phase 1— Establish Your Organizational Identity Ask and answer:
Who are we? Where are we now? Where do we want to be?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
4
Strategic Planning Phase 1—Establish Your Organizational Identity
Who are we?
A. ORGANIZATIONAL CULTURE & VALUES “A person’s values answer the question, “What’s important to me?” Organizational culture and values are the essence of the organization’s philosophy for achieving success. They provide staff members with a sense of common direction and guidelines for day-today behavior.”*
Questions to consider when identifying your organizational culture and values • What do we stand for? • How do we interact with each other? with our constituents? • How do we want to interact with each other? • How do we want to interact with our constituents? Organizational culture and values tip Discussing what people value about the organization and what values they want to live and share helps build a sense of community and common purpose.
* Source: Organizational Vision, Values and Mission by Scott, Jaffe and Tobe, CRISP Publications, 1993, p.19.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Who are we?
B. MISSION/STATEMENT OF PURPOSE The mission or statement of purpose describes why your organization exists; it defines how you will reach your organization’s vision/destination. A mission or statement of purpose is a short, inspiring statement that describes what services you provide (your business), identifies who receives your services (key constituents), and describes how these services are provided (values).
Questions to consider when defining your mission • What do we do? • What should we do? • For whom? • How? • Why? Mission tip During the strategic planning process, the mission might need to be revised to address significant changes uncovered during the external and internal assessments or to align it with the mission of the next highest level of the organization.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
An important element of strategic planning is to determine what external pressures impact your organization and to assess the opportunities and challenges these pressures present.
C. CONSTITUENTS & STAKEHOLDERS Constituents are groups that use or benefit from your organization’s services. Stakeholders are people outside your organization who can exert influence or pressure.
Questions to consider when identifying your constituents and their needs, wants, and expectations • What groups need or want our services? (constituents) • What are the needs, wants and expectations of each constituent group? • What constituent needs, wants and expectations do we currently satisfy? • What needs, wants and expectations are unsatisfied? How can these be addressed? • What can we stop doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
C. CONSTITUENTS & STAKEHOLDERS CONTINUED Questions to consider when identifying your stakeholders and their interests • Who can exert influence or pressure on our organization? • What are the main interests of these stakeholders? • What stakeholder interests do our activities currently satisfy? • What are the risks or consequences of not satisfying specific stakeholder interests?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
D. COMPETITORS & PARTNERS Competitors are other organizations that provide similar services to your constituents. Partners are other organizations that you agree to work with to provide services to constituents.
Questions to consider when identifying your competitors and partners, and the opportunities and challenges they present • What other organizations meet our constituents’ needs and wants? • What do our constituents receive from these organizations that they don’t receive from our organization? and vice versa? • What is the impact of these competitors on our organization? (challenges) • Which organizations could we partner with to enhance services to our constituents? (opportunities) How can we make this happen? Competitor/partner tip By working collaboratively, or by establishing clear niches, some competitors can become your partners. This transition often releases a significant amount of organizational energy that can be redirected to constituents.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES The environment for your organization encompasses the trends and changes that will impact your organization, your constituents and stakeholders, and competitors and partners in the following areas: sociodemographic, regulatory/legal, political, economic/financial, technological, and higher education/K-12 education.
Useful questions to consider • Sociodemographic —What demographic changes are anticipated during the next two-five years? —What changes are anticipated in student enrollment? —What changes are anticipated in faculty recruitment and retention? —What changes are anticipated in staff recruitment and retention? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Regulatory/legal —How have Proposition 209 and SP1 impacted our constituents? our organization? —What other regulatory/legal changes are anticipated in the next two-five years? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization? • Political —What changes in leadership and political support are anticipated during the next two-five years on the state level? the campus level? —What legislative changes are anticipated during the next two-five years? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Economic/financial —What economic changes/trends are anticipated during the next two-five years on the national level? state level? campus level? —What changes in organization funding are anticipated? —How have/will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization? • Technological —What changes in computer technology and telecommunications are anticipated during the next two-five years? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
E. EXTERNAL ENVIRONMENT OPPORTUNITIES & CHALLENGES CONTINUED • Higher education/K-12 education —What changes in higher education are anticipated during the next two-five years that will impact our constituents? our organization? —What changes in K-12 education are anticipated during the next two-five years that will impact our constituents and our organization? —How will these changes impact our constituents? our organization? —What challenges might be created for our organization? —What opportunities can be created for our organization?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
An important element of strategic planning is to determine what internal resources are available from your organization and to assess the strengths and weaknesses of these resources. F. INTERNAL STRENGTHS & WEAKNESSES The internal resources are the human, financial, physical and technological resources available in your organization to address the constituent and stakeholder needs, external opportunities and challenges, and critical issues.
Useful questions to consider • Human Resources —Which staff are available to address our constituent and stakeholder needs? external opportunities and challenges? critical issues? —What are their strengths? weaknesses? —What human resource issues will we need to address in the next two-five years? —How does our current organizational structure support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when these individuals focus their energy on these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
F. INTERNAL STRENGTHS & WEAKNESSES CONTINUED • Financial Resources —What financial resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What financial resource issues will we need to address in the next two-five years? —How does our current financial structure support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our funding is used to address these issues? What will be gained? • Physical Resources —What space/physical resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What physical resource issues will we need to address in the next two-five years? —How does our current physical layout support or inhibit our ability to address needs, opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our space/physical resources are used to address these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where are we now?
F. INTERNAL STRENGTHS & WEAKNESSES CONTINUED • Technological Resources —What technological resources are available from our organization to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What technological resource issues will we need to address in the next two-five years? —How does our current technological structure and systems support or inhibit our ability to address our constituent and stakeholder needs, external opportunities and challenges, and critical issues? —What will have to be given up (opportunity costs) when our technological resources are used to address these issues? What will be gained?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
G. VISION The vision describes what you want your organization to become— your destination.
Questions to consider when developing your vision • What will be our ideal organization—one where we optimally meet our constituents and stakeholders’ needs with our resources—in two years? In five years? Ten? Vision tip Think of the vision as a work-in-progress until all the steps in the strategic planning process are completed. What you learn during the planning process will influence your vision.
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
Selecting the critical issues and strategic priorities, and determining how you will optimally address them within your resource limitations, requires strategic thinking and decision making. H. CRITICAL ISSUES & STRATEGIC PRIORITIES Critical issues are the handful of significant opportunities and challenges that must be addressed to ensure the on-going success of your organization. They represent the synthesis of the constituent and stakeholder needs, and the external and internal issues, that impact your organization. Strategic priorities are where you choose to focus your organizational energy; the optimal intersection between your critical issues and your resources. Questions to consider when determining your critical issues and strategic priorities • What issues could overwhelm our organization if they are not addressed? (challenges) • What are the risks of not addressing these challenges? • What, if any, are the advantages of not addressing these challenges? • What issues could significantly enhance our organization if we were to take advantage of them? (opportunities) • What are the risks of not taking advantage of these opportunities? • What, if any, are the advantages of not pursuing these opportunities? • How can we optimally address our critical issues with our resources? (strategic priorities)
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 1—Establish Your Organizational Identity
Where do we want to be?
H.
CRITICAL ISSUES & STRATEGIC PRIORITIES CONTINUED
Approaches that Encourage Strategic Thinking and Planning Critical issue (described on previous page) Identify critical issues and list possible strategies for addressing each one. Assess the pros and cons of each strategy. Prioritize a sequence of strategies to implement that represent the optimal intersection between these critical issues and your resources. Scenario Develop alternative pictures of what your organization might look like in the future. Assess the risks and benefits of each scenario, then pick one and refine it.
Goal (see next section) List possible goals that describe the directions in which your organization might move. Identify strategies and objectives to reach goals. Select preferred strategies and develop action plans.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2— Develop and Implement an Action Plan to Achieve Your Strategic Priorities Ask and answer:
How will we get there?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
I. GOALS & OUTCOMES Goals describe the directions your organization plans to move in to address your critical issues and implement your strategic priorities. Goals provide the basis for developing initiatives or operational improvements. Outcomes describe what will be different once the goals are met, creating an image of what success will look like. Clear outcomes will help you evaluate which of the possible initiatives and operational improvements to implement.
Questions to consider when developing goals • What major directions must our organization move in to address our critical issues? to implement our strategic priorities? • What will have to be given up (opportunity costs) to move in these directions? What will be gained? • What are the risks of not moving in these directions? • What, if any, are the advantages of not moving in these directions? Questions to consider when developing outcomes • What will have changed once our goals are met? • What will these changes look like? feel like?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
J. INITIATIVES Initiatives are the major improvements or structural changes that you plan to undertake to achieve your goals and outcomes.
Questions to consider when developing initiatives • How can our strategic priorities be addressed? (brainstorm possibilities) • Which of these possibilities will best support the goals and outcomes for our organization? • Which of these possibilities can be achieved given our current internal resources (human, financial, physical, and technological)?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 2 Develop and Implement an Action Plan to Achieve Your Strategic Priorities
How will we get there?
K. OPERATIONAL IMPROVEMENTS Operational improvements are incremental improvements in ongoing work.
Questions to consider when developing operational improvements • What improvements in day-to-day operations will best support our organization’s goals and outcomes? • Which improvements can be achieved given our current resources? Operational improvement tip During the strategic planning process, many ideas are generated for improving day-to-day operations. By recording, evaluating and prioritizing these ideas, you can develop a manageable list of operational improvements that will help you achieve your goals and outcomes.
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 3— Evaluate How Well Your Actions Address Your Strategic Priorities Ask and answer:
How will we know how we’re doing?
Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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Strategic Planning Phase 3 Evaluate How Well Your Actions Address Your Strategic Priorities
How will we know how we’re doing?
L. PERFORMANCE MEASURES Performance Measures quantitatively and qualitatively demonstrate how well you have achieved your organization goals and outcomes.
Questions to consider when developing performance measures • How will we know when we have achieved our organizational goals? outcomes? • What methods and data sources (quantitative and qualitative) can we use to verify that we have achieved our goals and outcomes? • What baselines do we need to establish at the beginning of our work so that we have a point of comparison at the completion of our work? • How will we assess how well we have addressed our critical issues and strategic priorities? Performance measure tip Make sure to assess how well your critical issues and priorities have been addressed, not just how well the actions have been implemented. This “double-loop” evaluation helps ensure that the actions you’re implementing actually address your critical issues.
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Common Elements in Strategic Planning Documents in Alphabetical Order Action Plans Specific details about how the plan will be implemented, either as major initiatives or improvements to daily operations in specific areas. Assumptions Assumptions upon which the plan is based (could include how the organization supports the mission of the University of California, etc.) Critical issues and strategic priorities Description of major opportunities and challenges facing the organization that must be addressed in order for it to survive and thrive. Description of how these critical issues will be addressed within resource limitations (strategic priorities). Director’s Preface or Executive Summary Message from the organization’s director that inspires interest and involvement (director’s preface) or a summary of the major points made in the plan (executive summary). External Environment Description of the current external environment: needs/expectations of target populations, competitors and partners, pressures/changes in the field and external environment. Financial Data Summary organizational financial data and/or detailed financial data about how the improvements presented in the strategic plan will be financed.
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Goals Description of goals to be achieved and/or how the critical issues will be addressed and strategic priorities implemented. Internal environment Analysis of the organization’s strengths and weaknesses. Mission/statement of purpose The purpose of the organization: what does it do? for whom? how? why? Organization/structure Current organization chart or description of the organizational structure planned for the future. Performance measures Explanation of actions, goals, and outcomes will be measured and how it will be known that the critical issues and strategic priorities have been addressed. Sub-unit descriptions Overview of each sub-unit’s organization, purpose, and goals, if appropriate. Target population/groups Description of who receives the organization’s services (constituents); can include quantitative use statistics. Values The principles that guide the day-to-day actions of each staff member in the organization. Vision The preferred description of the organization in two to five years.
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Selected Strategic Planning Resources Organizational Vision, Values and Mission. Includes values activity and templates for values cards. Cynthia Scott, Dennis Jaffe, Glenn Tobe, Crisp Publications, Menlo Park, CA, 1993, (1-800-442-7477).
Strategic Change in Colleges and Universities: Planning to Survive and Prosper. Daniel Rowley, Herman Lujan, Michael Dolence, Jossey-Bass, San Francisco, CA, 1997.
Strategic Planning Workbook for Non-Profit Organizations. A step-by-step guide for developing, implementing, and updating a strategic plan. Amherst H. Wilder Foundation, St. Paul, MN, 1990, (612-642-4025).
Team-Based Strategic Planning: A Complete Guide to Structuring, Facilitating and Implementing the Process. C. Davis Fogg, AMACOM, American Management Association, New York, NY, 1994.
Also of interest The Empowered Manger: Positive Political Skills at Work. Peter Block, Jossey-Bass Publishers, San Francisco, CA 1987.
Facilitator’s Guide to Participatory Decision-Making. Sam Kaner et. al., New Society Publishers, Gabriola Island, Canada, 1996, (415641-4840).
The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. James Kouzes and Barry Posner, Jossey-Bass Publishers, San Francisco, CA, 1995. Process and materials created by: Katherine Mitchell Organizational Development Consultant Center for Organizational Effectiveness University of California, Berkeley [email protected] 510-642-0707
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Strategic Planning • Center for Organizational Effectiveness • UC Berkeley • 2000
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