strategic thinking by mark ewer march 2005
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Strategic Thinking
Mark A. Ewer MSW RSW
1. Strategic Thinking (skillful planning and managing)
a) Relevance do our activities continue to make sense in terms of the
conditions, needs or problems to which they are intended to respond (think of Mission, Vision, Values)?
b) Management Direction do we operate in a way that mitigates risks to the
organization? does everyone know what they are doing (and why)?
1. Strategic Thinking
c) Appropriateness what choices have been made between alternative
means used to respond to the conditions, needs or problems of those served?
are the investments in people, programs, technology, facilities in the right balance, under the circumstances
d) Achievement of Intended Results what are our results, against performance standards, for
the whole organization? (an approximate estimate of an accurate indicator is better than an accurate estimation of an irrelevant one!)
1. Strategic Thinking
e) Acceptance do we have an acceptable level of public or
customer/client respect, loyalty, recognition and trust (market share) ?
f) Secondary Impacts what unintended impacts (positive and negative) are
occurring as a result of our work (health and safety, environment, community) and should this cause reconsideration in any areas of operation?
1. Strategic Thinking
g) Cost and Productivity are we using our resources to their best advantage? should there be current or planned future
“investments” that will have a longer term benefit?
h) Responsiveness How well are we anticipating and responding to
change? Have we planned for the future in terms of leadership,
staffing. product/service development and crisis management?
1. Strategic Thinking
i) Financial Results How good are our financial results in terms of
matching costs with revenues with budget and financial assets with anticipated obligations?
j) Working Environment Is there a happy, healthy and constructive working
environment where staff are motivated to work together, adapt to change, and to develop their skills? Is it safe and in keeping with statutory regulations?
1. Strategic Thinking
k) Protection of Assets do protect our most valuable assets and ensure that they
will be available in the future to contribute to future results this includes intellectual property as well as human and
physical resources
l) Monitoring and Reporting does management have the information it needs to support
its decision-making and accountability, and is it used appropriately? Is it “real time” and reliable?
are we meeting applicable standards and regulations adequately? How do we know this?
2. Putting Planning in its Place! (Stephen R. Covey)
a) Understanding “Quadrant II … the Quadrant of Quality”
(increasing the “ability to do”, reduces time spent on crises and reactive activities of Quadrant 1)
2. Putting Planning in its Place! (Stephen R. Covey)
2. Putting Planning in its Place! (Stephen R. Covey)
2, Putting Planning in its Place! (Stephen R. Covey)
b) Keeping the Production/Production Capability (P/PC) Balance
The trick is ensuring that each day, you contribute to “capability improvement”. If you do not plan for the future, you will never know when you get there … and you will certainly not be ready when it arrives!
3. Questions
Planning isn’t as much having the correct answers as it is knowing the correct questions to ask!
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