arts leadership strategic planning presentation
DESCRIPTION
Mock "board training" on the topic of the board's role in strategic planning. Presented Thurs, March 8 at Seattle University for MFA in Arts Leadership. Core course: Boards and Volunteers (in non-profit arts orgs). All graphics by Snow Dowd.TRANSCRIPT
The Board’s Role in Strategic Planning
HOW DO WE GET
WHERE?
- by Kellen Braddock, Monique Courcy, Snow Dowd, Pollyanna Manning, Katie Woodzick
Strategic Planning Strategic planning determines where a community group or organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. Business Planning A business plan focuses on a product, service or program. Program Planning A program plan focuses on an internal or external function. Project Planning A program plan focusing on a specific project.Municipal Planning A municipal plan is a document which outlines a municipality’s policies for planning, use and future development of land.
- Source: http://www.ibrd.gov.nl.ca/regionaldev/StratPlanGuide.pdf
“A strategic plan is a description of the proposed path at a single point in time...
- quote from Michael Kaiser, Leading Roles: 50 Questions Every Arts Board Should Ask
YOU ARE HERE
PATH to SUCCESS
...As the environment changes and the organization succeeds or fails, the plan must be adapted.”
- quote Kaiser, ibid. | graphic adapted from Demetri Martin, This Is A Book
what people think it looks like
PATH to SUCCESS
...As the environment changes and the organization succeeds or fails, the plan must be adapted.”
- quote Kaiser, ibid. | graphic adapted from Demetri Martin, This Is A Book
what people think it looks likewhat it actually looks like
...the best planners are those who understand the logic flow of the planning process;
as something important changes, either in the environment or within the organization itself, they immediately shift course.”
- quote from Michael Kaiser, Leading Roles: 50 Questions Every Arts Board Should Ask
“
It sounded an excellent plan, no doubt, and very neatly and simply arranged. The only difficulty was, she had not the smallest idea how to set about it.”
“
- quote from Lewis Carrol, of Alice in Alice in Wonderland
...even in the Internet age, we can never have perfect information – and even if we could, we areunable to process it properly.Instead we take irrational short cuts.”
- Introducing Irrationality article by Tim Baker & Steven Roth for ArtsMarketing.org, February, 2012
“
LEARN + GROW
gather + analyze
strategize + stabilizeenergize + evaluate
integrate + innovate
the virtuous circle
every turn around the circle strengthens the org and gets you
closer to your goals
- inspired by “the virtuous circle” from The Brand Gap by Marty Neumeier
GATHER + ANALYZE
Is your mission in your pocket?Are your strategic issues sifted?Are you ready for change?Are stakeholders engaged?
start where you are
The Right Data is eagle-eyed, but extensive.
It identifies your organization's ultimate direction by looking at your forefront changes and pending choices in their fullest context.
This allows all shareholders to understand, with greater clarity, your organization's location along the current path.
GATHER + ANALYZEstart where you are
Environmental impacts: political, economic, social, technical. (PEST)
Internal impacts: underlying organizational issues, hidden strengths and weaknesses, what's terribly "inherent" about operations, the ultimate pre-requisites to success (as understood across departments).
Details regarding your competition, audiences, and benefactors.
Financial information: What's doable, the realityof your strategic planning goals.
What isn't known but should be known, in the future.
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GATHER + ANALYZE
STRATEGIZE + STABILIZE
Is your north star clear?Does your plan fit now?Will it be flexible later?Are you ready to learn?
ready for turbulence
STRATEGIZE + STABILIZE
A good strategic plan will outline the tactics used to achieve goals. As you prepare for the challenges ahead, consider the wisdom of the World Chess Champion, Max Euwe:
Strategy requires thought, tactics require observation.”“
ready for turbulence
STRATEGIZE + STABILIZE
Key dimensions of Strategic Agility
1. strategic sensitivity 2. collective commitment 3. resource fluidity
ready for turbulence
-Source: http://executiveeducation.wharton.upenn.edu/resources/upload/Fast-Strategy.pdf
ENERGIZE + EVALUATE
What style suits your team?Are decision-makers identified?What tools will you use?Is evaluation built in?
plan for planning
dashboard your data
ENERGIZE + EVALUATE
INTEGRATE + INNOVATE
Make friends with curiosity & chaosGenerate new perspectivesGet outside your comfort zoneStrive for transparency
don’t get stuck
INTEGRATE + INNOVATEappreciative inquiry
DiscoverDreamDesignDestiny
••••
- Source: http://www.ibrd.gov.nl.ca/regionaldev/StratPlanGuide.pdf
INTEGRATE + INNOVATEopen space technology
In OST there are 4 principles:
Whoever comes are the right people.Whatever happens is the only thing that could have happened.Whenever it starts is the right time.When it’s over, it’s over.
LEARN + GROW
gather + analyze
strategize + stabilizeenergize + evaluate
integrate + innovate
the virtuous circle
every turn around the circle strengthens the org and gets you
closer to your goals
- inspired by “the virtuous circle” from The Brand Gap by Marty Neumeier