1 strategic planning for information services betty jo hibberd director market development dialog...

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Strategic Planning for Information Services

Betty Jo HibberdDirectorMarket DevelopmentDialog

Strategic Planning for Information Services

A Quantum2 Seminar

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The Quantum2 Leadership Circle

Strategic Competencies

•Environmental analysis

•Knowledge culture vision

•Perception analysis

•Relationship management

•Management buy-in

Business Competencies

•Needs assessment

•Service definition

•Marketing

•Performance

•Measurement

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Agenda

• Introduction• Objectives• Basics of strategic planning• Six steps to strategic planning • Components of a strategic plan document• Key learnings

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Introduction

• Warm-up

– Involved in strategic planning?

– Experiences and/or insights?

– Impact on information services?

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Objectives

• Understand the importance of strategic planning

• Define steps in the strategic planning process

• Learn specific planning techniques

• Offer a format for a strategic plan

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Basics of Strategic Planning

• The 5 W’s– Who are we?– What are we doing now?– Why are we doing what we’re doing?– Where do we want to be in the future?– When and how do we get there?

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• Why strategic planning?– Improved efficiency– Improved employee environment– Consistent internal and external communications– Connection to future

• Why not?– Importance misunderstood– Size– Status quo– Time– How to do it…

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Some key terms…• Vision Statement• Mission Statement• Core Competencies• Competitive Advantage• Industry Analysis• Stakeholders• Goal • Objective• Strategy• Value-chain

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Steps to Successful Strategic Planning

Select core strategic planning team

Analyze performance &external environment

Executeplan

Set goals & objectives

Evaluate, monitor & repeat

Develop/redefine vision & mission statements

Establishstrategy

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• Identify organization’s key personnel– Evaluate and define the various roles – Examine how they can help the

Information Center succeed

Step 1: Select Core Planning Team

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Executeplan




Establishstrategy

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External to the organization

• Industry analysis – Merger, acquisition, divestiture– Products changed or introduced– Regulatory/legal climate changes– Societal changes– Staffing pattern changes (work-at-home, layoff, ramp-up)– Markets opening or closing– Distribution channel changes

Step 2: Analyze performance & external environment

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External to the Information Center (but internal to the larger organization)


•Organizational Priorities

–Vision–Mission–Goals –Objectives

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• Performance– Who are your current and potential patrons/clients? Why?

• Anyone who walks in?• The funding department?• The company/organization itself?• A broader constituency (e.g., shareholders, beneficiaries)?• The field of research itself, connecting to broader human

knowledge?

Internal to the Information Center

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• Performance– How do you determine which products and services

will be your focus?• Needs assessment?• Information audit?• Map information flows within the organization?• Whatever is requested?

Internal to the Information Center

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Identify performance gaps

•Senior Management

–How much money you receive and how you spend it–How you save money for the company and how much–How much time you save your Clients that increases productivity

•Clients

–Availability and expertise of staff–Availability of information when they need it–How easy it is to obtain information–How long to fill a request


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• STRENGTH—core competencies– strong brand names

– good reputation among customers

– cost advantages from proprietary know-how

– favorable access to distribution networks

• THREAT—competitors,– shifts in consumer tastes away from

the firm's products

– emergence of substitute products

– new regulations

• WEAKNESS—processes that need improving, resources

– a weak brand name

– poor reputation among customers

– high cost structure

– lack of access to key distribution channels

Environmental Scan

SWOT Matrix

Internal External

• OPPORTUNITY—other areas for expansion

– an unfulfilled customer need

– arrival of new technologies

– loosening of regulations

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Strengths• Some budget increases• Evaluation & selection skills• Marketing efforts• Analysis & synthesis skills

Opportunities

Weaknesses• Decentralized purchasing• Viewed as “cost center”• Perceived as non-strategic

Threats

SWOT Matrix

• Change process• Global service & training provision• Increased volume of requests• Increased staff levels• Advances in content technology

• Changed reporting structure• Physical library closures• Cost savings imperative• Inwardly focused outlook

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Executeplan




Establishstrategy

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Mission Statement Generator

http://www.dilbert.com/comics/dilbert/games/career/bin/ms.cgi

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Step 3: Develop mission & vision statements

• Vision statement– Specific purpose of the Information Center over time– What it will be when goals and objectives are achieved

• Mission statement– Answer 3 questions:

• What are the opportunities or needs we exist to address?• What are we doing to address these needs?• What principles or beliefs exist to guide our work?

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• Vision statement– Clarity and lack of ambiguity – Paint a vivid and clear picture, not ambiguous – Describing a bright future (hope) – Memorable and engaging expression – Realistic aspirations, achievable – Alignment with organizational values and culture, Rational – Time bound if it talks of achieving any goal or objective – Example

Be the leading global provider of information tools to business and professional customers.

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• Mission statement– Is focused on satisfying customer needs – Tells “who" our customers are – Explains “what" customer needs our company is trying to satisfy. – Explains “how" our company will serve its customers. – Fits the current market environment – Is based on our competitive advantage – Is based on our distinctive core competencies. – Motivates and inspires employee commitment– Is realistic – Is specific, short and sharply focused – Is clear and easily understood. – Says what we want to be remembered for.– Example

Combine industry expertise with innovative technology to deliver critical information to leading decision makers in the financial, legal, tax and accounting, scientific, healthcare and media markets, powered by the world’s most trusted news organization.

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• Vision statement points– What - Add value and promote visibility of the information center– How - Through demonstrable cost & time savings– For - enhanced employee productivity and impact on operational excellence

• Mission statement points– What – develop, implement & manage strategies for optimal access, transfer

and use of info & knowledge– How – by evaluating, selecting and harnessing appropriate solutions – For – organizational employees worldwide, to maximize efficiency &

competitive advantage

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Executeplan




Establishstrategy

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Step 4: Set goals & objectives

• Goals– Long-term outcome that influences decisions that develop organization

appropriately– Example:

• Objectives– Short-term achievement that directs organization toward attaining a goal– Example:

• Characteristics

Obtain 3% market share of the mobile phone industry by 2010.

−Specific−Measurable−Achievable−Realistic−Time-bound

Identify 1 new target market for mobile phones by end of Q4, 2008.

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Step 4: Set goals & objectives

Goals

1. Enhance visibility and value of information center

2. Extend global reach of info services, utilizing appropriate technology and resources

Objectives1. Become part of value chain in corporate

risk evaluation and decision making for core functions by year end.

2. Elevate analytical expertise of information staff through recruitment program to fill analysis gaps.

1. Understand global user needs and preferences to facilitate appropriate information provision by end Q4.

2. Select best value-for-money external content sources for organization on global licenses to control total info costs in line with budget

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Executeplan




Establishstrategy

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Step 5: Establish strategy

• Internal analysis– Core competencies– Competitive advantage– Processes needing improving– Issues and concerns

• Strengths & Weaknesses (from SWOT)• Analysis & synthesis skills• Evaluation & selection skills• Marketing efforts• Some budget increases• Decentralized purchasing• Viewed as “cost center”• Perceived as non-strategic

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• Industry analysis– Compelling business events, such as the recent acquisition

• Capture the needs of the broadest swath of customers where success is most critical

• Make trade-offs among customers

• Opportunities and Threats (from SWOT)– Change process– Global service & training provision– Increased volume of requests– Increased staff levels– Advances in content technology– Changed reporting structure– Physical library closures– Cost savings imperative– Inwardly focused outlook

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• Scenario planning requires– Making assumptions– Determining potential outcomes– Identifying controlling factors

• 3 steps– Identify issues, trends & uncertainties– Build scenarios– Determine “expected case”

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Importance of Scenario Planning

• Scenario planning

– Answers the “what if…” questions– Enables proactive thinking and planning for the future– Looks at alternative versions of the future– Deals with “genuine uncertainty”

“If you don’t know where you are going… ...you just might end up somewhere else.”

Yogi Berra

“If you don’t know where you are going… ...you just might end up somewhere else.”

Yogi Berra

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Benefits of Scenario Planning

• Investment in planning avoids the need to think through every crisis situation from scratch

• Appropriate planning creates an institutional learning and memory-bank

• Early warning or awareness of impending change results in winning business strategy

• Preparing for possible changes can reduce organizational exposure and risk

• Future planning gives rise to innovative business ideas and helps to capture divergent views across a business

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Context for Scenario Planning

• Test Assumptions

• Wife or Mother-in-Law?

W.E. Hill. Puck, November 6, 1915

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Context for Scenario Planning

• Avoid Patterned Thinking– Habit bound thinking– Breaking out of a rut– Familiarity is the handmaiden of habit

• Create New Perspectives– Cannot see the wood (forest) for the trees– Keep sight of the big picture

• Take Prudent Risks– No one truly succeeds without failing first– We must take risks to have any chance of succeeding

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• Goals• Objectives• Strategy• Action Steps

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Executeplan



Develop/redefine mission & vision statements

Establishstrategy

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Step 6: Execute plan

• Integrate into daily routine

– Educate to understand plan’s concepts & requirements• Managers• Supervisors• Others in information center

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Step 6: Execute plan

• Issues

– Expectations of top management– Culture– Ethics– Responsibilities– Organizational structure

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Executeplan



Develop/redefine mission & vision statements

Establishstrategy

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Step 7: Evaluate, monitor & repeat

• Organizations change constantly– Consistently re-evaluate your strategic direction– Correct for change– Repeat the process

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Elements of a Strategic Plan Document

• Title page

• Executive summary

• Organization description

• Strategy

• Financial situation

• Action Plan

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Key Learning

• Strategic planning – Helps define direction and organizational priorities

– Improves efficiency by assisting with benchmarking & performance

monitoring

– Involves in-depth analysis of strengths, weaknesses, opportunities & threats

– Requires “looking into the future” through scenario planning

– Depends on an effective communication strategy

• Also– A continual process

– A great career skill to develop

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References…

Lemon, Nancy, “Climbing the Value Chain: a Case Study in Strategic Planning.” Online, Nov/Dec 1996, pp 50-55.

Martinelli, Frank, Strategic Planning Manual. 1999. http://www.uwex.edu/li/learner/spmanual.pdf

Mission Statements. http://www.mystrategicplan.com/strategic-planning-topics/mission-statements.shtml

Mission Statements and Vision Statements, http://en.wikipedia.org/wiki/Strategic_planning#Mission_statements_and_vision_statements

Penniman, David, “Strategic positioning of information services in a competitive environment. “ American Society for Information Science. Bulletin v23n4 pp: 11-14, Apr/May 1997.

Plosker, George, “The Information Strategist.” Online, Jul/Aug, 2004, pp.49-51.

Radtke, Janel N., “ How to Write a Mission Statement.” Strategic Communications for Nonprofit Organizations: Seven Steps to Creating a Successful Plan. John Wiley & Sons, 1998.

The Strategic Planning Process, Quick MBA, http://www.quickmba.com/strategy/strategic-planning/Silbiger, Steven, The Ten Day MBA, Quill, William Morrow, New York, 1999.

Zimmerman, Michael C., “Your library's strategic plan: plan the writing before you write the plan.” Information Outlook , v1 , n12 , p40(2), Dec , 1997.

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…Further ReadingBalas, Janet L., “Online Help for Library Strategic Planners.” Computers in Libraries , 19 , 1 , 40(1), Jan , 1999

Baldock, Carole, “Marketing libraries: A survival course?” Library Management v14n1 pp: 4-8, 1993.

Campbell, Corinne A., “Product service strategies for information services.” American Society for Information Science Bulletin, v22n4 pp: 15-17, Apr/May 1996.

Carr, Stephen J., “Strategic planning in libraries: An analysis of a management function and its application to library and information work.” Library Management v13n5 pp: 4-17, 1992.

Deiss, Kathryn J., ‘Innovation and strategy: risk and choice in shaping user-centered libraries.” Library Trends , 53 , 1 , 17(16), Summer , 2004.

Hannabuss, Stuart, “Scenario planning for libraries.” Library Management , v22n4/5 pp: 168-176, 2001.

Johnson, Heather, “Strategic planning for modern libraries.” Library Management v15n1 pp: 7-18, 1994.

McCarthy, Grace, “Getting to know your non-users.” Library Management v15n4 pp: 30-34, 1994. Muir, Robert F., “Marketing your library or information service to business.” Online v17n4 pp: 41-46, Jul 1993.

Penniman, David W., “Strategic Planning to Avoid Bottlenecks in the Age of the Internet.” Computers in Libraries , 19 , 1 , 50(1) Jan , 1999.

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…and More Reading

• Leading Strategic Information Initiatives. A Quantum2 e-brief for Information Professionals [PDF; 643KB; 31pp]

• Kochoff, S. Shaking Hands: A Personal Reflection on Personal and Professional Connections. (SLA NY Chapter President)

• Schwartz, P. The Art of the Long View: Planning for the Future in an Uncertain World. 1st ed. Doubleday Currency (pbk), 1996, 288pp.

• van der Heijden, K. Scenarios: The Art of Strategic Conversation. 2nd ed. John Wiley & Sons, 2005, 380pp.

• Dewar, J.A. Assumption-Based Planning: A Tool for Reducing Avoidable Surprises. Cambridge Univ. Press, 2004, 248pp

• Ogilvy, J. and Schwartz, P. Plotting Your Scenarios. Global Business Network, 2004. [Originally published in Fahey. L & Randall, R. Learning from the Future. John Wiley & Sons, 1998]

• VanGundy, A.B. 101 Activities for Teaching Creativity and Problem Solving. John Wiley & Sons, 2005,

• Willmore, J. Scenario Planning: Creating Strategy for Uncertain Times. Information Outlook, Vol 5(9), Sep 2001, pp24-30.

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Thank You

• Any questions?

• [email protected]

• http://quantum.dialog.com

1 strategic planning for information services betty jo hibberd director market development dialog...

Documents

successful strategic

strategic planning components

strategic planning process

strategic plan slide

core planning team slide

strategy slide

information center slide

seminar slide