精美 PPT模板 3 Day Strategic Planning Course.ppt

1、Strategic Planning,A High-Level Overview of Process, Formulation and Implementation,Strategic Planning,Opening and Introduction,Strategic Planning,Before we get started . . What are your expectations, or desired results for this course?,Course Overview,Purpose Target Audience Objectives Organization

2、 Outline Description Agenda Course Ground Rules,Course Purpose,Provide a high-level overview of the strategic planning process, including strategic formulation, plan development and implementation. Participants will receive skills training needed to develop effective strategic plans for organization

3、s, programs and projects. Target Audience: Leaders and managers of projects, programs and organizations.,Course Objectives,Review the major steps of the strategic planning process How to develop mission and vision statements and values How to formulate effective strategies and approaches How to deve

4、lop strategic goals, objectives, expectations and measures How to assure successful strategic plan implementation,Course Organization,This course is organized into a series of Parts, covering the course objectives Each Part addresses the accomplishment of one or more of the objectives Objectives hav

5、e been developed for each Part,Course Outline,A Three-Day Course Day One: The Strategic Planning Process Developing mission, vision, and values Assessment Review of major strategic planning process steps Review roles and responsibilities,Course Outline,Day Two: Strategic Formulation Developing appro

6、priate strategies Developing strategic goals and objectives Developing strategic expectations,Course Outline,Day Three: Strategic Implementation Performance measures Communication and Trust Assuring successful implementation,Course Description,Course is presented in six parts: Part 1: Vision, Missio

7、n and Values Part 2: Assessment Part 3: The Strategic Planning Process Part 4: Goals, Objectives, and Expectations Part 5: Developing Performance Measures and Accountability Part 6: Assuring Successful Plan Implementation,Course Agenda,Three days of presentations, group exercises and discussions Ade

8、quate breaks Warm-up exercises, as needed Daily review of previous day End-of-day course evaluations,Strategic Planning,Part 1: Vision, Mission, and Values,Vision, Mission, and Values,Part 1 Objectives: Understand the need for a shared vision Understand how clarity of vision, mission and values crea

9、tes alignment,Vision, Mission, and Values,Vision Snapshot of a desired “future state” Mission Description and purpose of your business Values Principles that shape your culture,Vision, Mission, and Values,Questions to ask during process of vision, mission, and values What does your organization do?

10、Who are your customers? What basic assumptions do you operate from? What internal processes reinforce your values? Should you be forging in new directions?,The Visioning Process,Visioning is emotional Visioning is the beginning of organizational, programmatic and/or project change process. Visioning

11、 requires involvement.,Vision should be.,Clear Positive Forceful,Simple Stretching Inspiring,Vision,Sample Vision Statements NASA: Extending a human presence throughout the solar system IRS: The IRS in 2009 is a 21st Century agency with the human capital and technology capabilities to effectively an

12、d efficiently collect taxes owed with the least disruption and burden to tax payers Girl Scouts: Help a girl reach her highest potential DOE: To achieve results in our lifetime ensuring: Energy Security, Nuclear Security; Science-Driven Technology Revolutions; and One Department of Energy Keeping ou

13、r Commitments,Vision,Group Exercise/Discussion Identify those visions which have the characteristics of a good vision statement What is a good vision for your organization?,Mission,Clarify organizational Mission Review formal and informal mandates Do customer analysis Clarify organizational purpose,

14、Mission Statement,Statement must have what you do, for whom, and your uniqueness Ask: What business are you in? Who are your customers? What added value do you bring to your customers? How is your group distinctive and unique?,Mission,Sample Mission Statements The First Tee: To impact the lives of y

15、oung people by providing learning facilities and educational programs that promote character development and life-enhancing values through the game of golf IRS: Provide Americas taxpayers top-quality service by helping them understand and meet their tax responsibilities and by applying the tax law w

16、ith integrity and fairness to all HUD: To increase homeownership, support community development and increase access to affordable housing free from discrimination DOT: Serve the United States by ensuring a fast, safe, efficient, accessible and convenient transportation system that meets our vital na

17、tional interests and enhances the quality of life, the American people, today and into the future DOE: Discovering the solutions to power and secure Americas future,Values,Organizational Culture: a general set of attitudes, beliefs, customs, value systems, behavioral norms, and ways of doing busines

18、s that set a general pattern for organizational activities and actions,Values,Principles or standards considered inherently worthwhile or desirable The essence of ones philosophy for achieving success Provides a sense of common direction and guidelines for day-to-day behavior,Generations Todays Work

19、place,GENERATIONAL CORE VALUE MOTIVATORS AND POTENTIAL CLASHES,DUTY BEFORE PLEASURE DEDICATION/SACRIFICE PATIENCE HARD WORK CONFORMITY LAW AND ORDER RESPECT FOR AUTHORITY HONOR,DIVERSITY CIVIC DUTY OPTIMISM SOCIABILITY MORALITY CONFIDENCE STREET SMARTS ACHIEVEMENT,DIVERSITY FUN INFORMALITY THINKING

20、GLOBALLY BALANCE SELF-RELIANCE TECHNOLITERACY PRAGMATISM,PERSONAL GRATIFICATION TEAM ORIENTATION OPTIMISM WORK PERSONAL GROWTH CHALLENGE AUTHORITY HEALTH AND WELLNESS/YOUTH INVOLVEMENT,VETERANS,GENERATION X,NEXTERS/MILLENIALS/GEN Y,BABY BOOMERS,Values,Examples of Values Succeed through satisfied cus

21、tomers Aspire to deliver quality and excellence Trust each other Value employees Value open and honest communication Value a work environment free from fear Involve all employees in continuous improvement Behave ethically and with integrity,Values,Internal Revenue Service Integrity Accountability Re

22、spect Professionalism Partnering,First Tee Foundation Honesty Integrity Sportsmanship Respect Confidence Responsibility Perseverance Courtesy Judgment,Examples of Values (contd),Values,Examples of Values (contd) DOT Professionalism: As accountable public servants, we exemplify the highest standards

23、of excellence, integrity, and respect in the work environment Teamwork: We support each other, respect differences in people and ideas and work together in ONE DOT fashion Customer Focus: We strive to understand and meet the needs of our customers through service, innovation and creativity. We are d

24、edicated to delivering results that matter to the American people.,Values,Examples of Values (contd) SC Chicago Office We are customer-oriented We are committed to excellence We believe people are our most important resources and should be treated with fairness, respect, and dignity We recognize tha

25、t leadership, empowerment, and accountability are essential We work as a team and advocates teamwork We value public safety and respect the environment We value creativity and innovation We are good neighbors and model community citizens We pursue the highest standards of ethical behavior,Deploying

26、Vision, Mission, and Values,Dialogue and participation are key Success comes with understanding and buy-in Include in performance agreements Communicate listen, talk, act,Vision, Mission, and Values,Implementation Phase One Complete initial review of vision, mission, values Complete readiness assess

27、ment, climate survey Develop initial roadmap for change,Vision, Mission, and Values,Implementation Phase Two Document vision, mission, values Disseminate and communicate vision, mission, values throughout organization Conduct formal climate assessment Incorporate vision, mission, values, results of

28、assessment and transitional action steps into strategic plan,Vision, Mission, and Values,Implementation Phase Three Ensure employees throughout organization are aware of vision, mission, values Conduct periodic formal organization assessments Incorporate transitional action steps into strategic plan

29、,Vision, Mission, and Values,Summary Vision is a snapshot of the future desired state Mission describes your current purpose or business, and uniqueness Values are principles that shape the culture All are key to successful achievement of Vision, delivery of Mission,Vision, Mission, and Values,Group

30、 Exercise/Discussion Cultural Pyramid Now and Future Who are you today? Who will you be in the future? What changes, if any, are necessary to attain future state?,Strategic Planning,Part 2: Assessment,Assessment,Part 2 Objectives Understand the importance of assessment and how to assess against obje

31、ctive criteria Understand how the gap between current reality and the vision impels change,The Role of Assessment,Questions to answer through assessment Where we are coming from Where we are going How to get there,Assessment,Types of Assessments Change readiness assessment Cultural/climate survey Fo

32、rmal organization assessment,Assessment,Change readiness assessment Determine receptivity to change Determine how employees, or program participants feel Result is a “prediction” of likely response,Assessment,Change readiness assessment Informal interviews Statistically-based surveys,Assessment,Grou

33、p Discussion/Exercise Discuss readiness of program or organization Identify favorable/unfavorable factors to change,Assessment,Questions for Group Exercise/Discussion To what extent do employees feel they participate in decisions that affect their work? Does top management routinely solicit suggesti

34、ons from employees? Do employees feel empowered to make decisions that affect their own work? Are there any ongoing or pending reorganizations or restructuring that might impede a major change effort? Are there any long-standing and deep-rooted tensions or differences that might get in the way of ef

35、forts to improve collaboration among units? Are there existing or past change efforts that might serve as a basis on which to build a change effort? Are there key champions, or opponents, to change who might affect ultimate outcome?,Assessment,Change Readiness - Typical Issues Lack of management com

36、mitment to long-range improvement Lack of funds for training, or unwillingness to free up people Major organization changes underway or imminent Interpersonal conflicts among key leaders Strong resistance to change by key leaders,Assessment,Cultural/Climate Surveys Employees perceptions of culture L

37、eaders/managers perceptions,Assessment,Cultural/Climate Typical Issues Do employees feel that they are listened to and valued? Is the top leadership trusted to communicate the truth? Do employees feel safe in raising issues? Do employees feel they have the skills and training to do their jobs adequa

38、tely? Do employees understand the primary goals and objectives of the organization; do they agree with them?,Assessment,Formal organization assessment Objective comparison of systems, processes, culture, workforce, and performance results Determines where organization stands in relation to its visio

39、n, and how it compares to high-performing organizations Serves as a baseline against which to assess future progress,Assessment,Formal organization assessment Objective standard Presidents Award, or Baldrige Award criteria Developing a baseline is important A major benefit is learning from doing the

40、 assessment Use results in strategic plan,Assessment,General Considerations Select an approach Timing Who does assessment? Communicate results Feedback/Action,Assessment,Summary Assessment identifies the gap between the current and desired states Key to successful achievement of Vision, delivery of

41、Mission,Strategic Planning,Part 3: The Strategic Planning Process,Strategic Planning,Part 3 Objectives Understand significance of strategic planning Review key steps of strategic planning Review roles/responsibilities,Strategic Planning,The process is dynamic and iterative An essential act of manage

42、ment Gets to the core of the purpose and future direction Must have active involvement of key decision-makers in the process Cannot be effectively done as a “staff” activity,Strategic Planning,Questions answered through Strategic Planning Process Where are we going? How do we get there? What is our

43、plan of action? How do we know if were on track?,Strategic Planning,Strategic Planning,Strategic Planning,Strategic Planning,A continuous learning process that defines the purpose of an organization and how it will achieve performance results that lead to its desired state,Strategic Planning,Key Asp

44、ects of Strategic Planning Future-focused Customer-driven Outcome and results-oriented High involvement: workforce, customers, suppliers, partners Dynamic,Strategic Planning,Process Focus,Participative Distributed Informal Dynamic Action “Customer” needs Outcomes,Strategic Thinking,Strategic Formula

45、tion,Visionary Goals,Present Situation Strengths Weaknesses Opportunities Threats,ISSUES,Strategic Planning Process,Six Generic Process Steps: Clarify organizations purpose Assess external and internal environment and customer needs/feedback Identify strategic issues, outcome-related goals Formulate

46、 strategies, actions to manage issues Deploy plan Evaluate progress continuous improvement,Strategic Planning Process,Clarify organizations purpose Review formal and informal mandates Complete requirements analysis Review and clarify mission Develop vision and values,Strategic Planning Process,Exter

47、nal Threats and opportunities Forces and trends Customer needs Partners and competition,Internal Strengths and weaknesses Current performance Present strategy Resources,Assess External and Internal Environment to Reveal Strategic or Critical Issues,Strategic Planning Process,Identify Strategic Issue

48、s and Outcome-Related Goals What are the critical issues? What outcomes will indicate success in addressing them? Where should we prioritize and focus? Critical few Issues with highest impact Issues with major consequences,Strategic Planning Process,Formulate Strategies and Actions Identify alternat

49、ive approaches Identify barriers Identify proposals to overcome the barriers Identify major action steps Identify short-term actions Assign responsibility,“Planning is everything Plans are nothing.” Dwight D. Eisenhower,Strategic Planning Process,The ideal plan relies primarily on an unwritten agree

50、ment in the minds of key decision makers Strategic thinking and acting count more than the plan Plan is still very important: Documents what people should do and why Provides baseline for evaluation of performance Documents agreement on important issues Great communication tool,Strategic Planning Pr

51、ocess,Deployment and Alignment Communicate at all levels Link objectives and strategies at all levels Align actions and systems with strategies Communicate with key customers, suppliers, and partners Make the plan visible and useful Coordinate between units and cross-functionality,Roles and Responsi

52、bilities,The most effective strategic plans are developed by the organization, working through the process, with active participation from Leadership, Management, and all Team members committed to the success of the organization,Roles and Responsibilities,Leadership Creates Vision, Mission, Values;

53、knows what to do Management plans, organizes and carries out mission; knows how to do Team Helps to develop goals, objectives, expectations consistent with Vision, Mission, Values; carries out actions consistent with plan,Leadership,Effective Leaders possess well developed beliefs or characteristics

54、 Acknowledgment that uncertainty exists Realization that errors and mistakes lead to learning and improvement A future orientation Interpersonal competence Self-knowledge,Ref: Bennis, W., University Associates,Strategic Planning,Summary Strategic planning focuses on purpose, direction, and results f

55、or customers Provides basis for assessing performance and systematic improvement Active and effective Leadership and Management are critical to successful strategic planning An essential element of strategic management,Strategic Planning,Part 4: Goals, Objectives and Expectations,Goals, Objectives a

56、nd Expectations,Part 4 Objectives Understand effective strategy formulation, strategic management and systems thinking Understand development and importance of effective strategic goals, objectives and expectations,Strategic Planning Process,Identify Strategic Issues and Outcome-Related Goals What a

57、re the critical issues? What outcomes will indicate success in addressing them? Where should we prioritize and focus? Critical few Issues with highest impact Issues with major consequences,Strategic Thinking,Strategies,Patterns of purposes and policies defining organization and its business Best str

58、ategies are discerned by analyzing: Internal strengths and weaknesses Values of senior management External threats and opportunities of operating environment Other obligations of the organization,Strategic Thinking,Strategies Enduring courses of action New directions to move to overcome key barriers

59、 Motivational and challenging Believable,Strategic Issues,Comparing where you are vs. where you want to be Determine key barriers or obstacles to overcome Become “Strategic Issues” Discussion will reveal “strategies” to adopt from which goals and objectives should be derived,Strategic Issues,Examples of Strategic Issues How can program or organization deliver on mission without appropriate skills mix and requisite capabilities Will the incoming Administration endorse programs or organizations vision Will trends toward increases in environmentally-friendly products impede or enhance pote