creating the future you want for you and your team through strategic planning. · 2018-09-20 ·...
TRANSCRIPT
Creating the future you want for you and your team through strategic
planning.
What is Strategy
Overview
• Why do strategic planning.
• The strategic planning process.
• How to get your team involved.
• Best practices to maximize your success.
What you can leave today with
• An understanding how to use strategic planning to create a clear vision for the future.
• Tools to engage your people so they are excited about their work.
• A clear benefit to you in developing your strategy and your leadership.
About me
• Anthony C Taylor o Managing Partner and lead
facilitator at SME Strategy.
o Clients include: SME’s with 20-300 employees, local and foreign governments, local and national non profits.
o Known worldwide for providing insights on strategy and leadership.
o Author of 2 books.
About me.
Aligned Strategy Development
• Where are we now?
• Where are we going?
• What is going to get in our way?
• What do we need to do to get where we want to go?
Three levels of Alignment
1. Alignment at the leadership level
2. Alignment with the vision and the strategy
3. Alignment of the entire organization
Benefits of Strategic Planning
• Get your team engaged
• Access to a new level of performance.
• Create a workplace where your people can be successful
• Save time, money and energy
• Fun
The strategic planning process.
Strategy is an ongoing process.
Assess
Plan
Align Execute
Measure
Strategic planning stages
First time
•Do we even need strategic planning?
Once in a while
•We did a plan a couple years ago. I think I can find it.
We have a plan
•Here's our strategic plan and here's where we're going.
Alignment with the plan
•Staff have action items
•Culture transformation
Performance management
•Monthly/quarterly KPI measurement
•Action items are tracked and measured
Overview
• Inputs- o Internal and External
• VMOST
• Culture
• Risks
• KPI’s
• Implementation
Inputs
• External analysis
o SWOT
• STRENGHTS, WEAKNESSES,OPPORTUNITIES, THREATS
o PESTLE
• POLITICAL,ECONOMICAL,SOCIETAL,TECHNOLOGICAL,
LEGAL,ENVIRONMENTAL
• Internal Analysis o Stakeholder and management team inputs.
Inputs to your strategy
SWOT
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
Building a capability driven strategy
You are strong in your strengths and weak in your weaknesses
Analysis of the economic climate
PESTLE • POLITICAL
• ECONOMICAL
• SOCIETAL
• TECHNOLOGICAL
• LEGAL
• ENVIRONMENTAL
Vision
Mission
Goals and Objectives
Strategies
Tactics
Vision
Can you see your future?
If success was a place, how would you know if you got
there? Where are you going?
What is winning?
Where do you see your organization in 3-5 years?
Vision
• Get your team to describe their vision of the organization as clearly and vividly as possible.
• What do operations look like?
• What do staff look like?
• What do clients look like?
• How else does your organization look?
• Like a blueprint for a house, you build the design.
Putting the puzzle together
Mission/Purpose Why you do what you do?
Mission
(How you fulfill your vision?)
Why do you exist?
Who do you do it for?
Who is your main customer?
What do you do for them?
Who is your customer?
• If you could focus the bulk of your energy serving one key customer, who would it be?
• (Stakeholders, clients, shareholders, suppliers, government, other)
Turning Values Into Culture
Values
• How would you describe the organization if it were a person?
• What is: “the way you do things around here” currently?
• What are the values and behaviours that you want to duplicate?
Values
• What are the top 5 values that you want to foster?
• What does it look like to live those values? o (How would I know if someone was doing those actions?)
• What behaviours would it create, what behaviours would not be in alignment?
• IE: Exceptional customer service
Making Values Stick
• Talk the talk
• Walk the walk
• Reward the walk
Culture as a driver to
performance
• Create a culture that supports what you want to achieve.
• People are either doing or they aren’t. Make it easy for them to get it.
• You could have the best plan, but you need your people need to be behind it. See: Culture eats Strategy
Vision
Mission
Objectives
Strategies
Tactics
Align your strategy with your
vision, mission and values.
Strategic planning process
Where are we now?
Where are we going?
• What is going to get in our way?
• What do we need to do to get where we want to go?
Risks: Anything can happen
Evaluating Risks
• What uncertainty exists in our organization?
• What are the impacts of that uncertainty (risk)?
• What is the likelihood of that happening?
• What can we do to mitigate that risk?
Risks R
isk
Lik
elih
oo
d
Risk Impact
Low Moderate High
Low
M
od
erat
e
H
igh
Prioritizing and Setting Goals
3-5 year goals
1 year goals
Quarterly goals
What are the most important
things you should be doing?
Setting objectives
• Pick a handful of priorities (3 or 4), and then pick the most important one.
• Pick priorities that everyone can help move the needle on.
• Everyone is on the same team and everyone plays their position.
Objectives and Goals
• Objectives are generic themes that support the accomplishing the mission
• Goals or KPI’s are specific and measurable that contribute to moving the needle on the goals. o Eg: Moving from X to Y by Date.
• Strategies and tactics are done at the implementation level to accomplish the objective.
MISSION
VISION What is going to move the
needle on the vision?
SPECIFIC OBJECTIVES AND INITIATIVES
GOAL 1 GOAL 2 GOAL 3
Your organization’s vision:
Our purpose….
Moving the needle If you have the strategic priorities and the goals, what
actions do you need to take to move it forward?
Cascading Goals
Vision
Mission
Strategic priorities
Functional Management
Cascading Goals
Vision
Mission
Strategic priorities
Departmental goals
Individual Goals
How to get your team involved
Getting them bought-in and aligned
How do you get alignment?
• Communicate clearly and simply
• Get buy in o Bring people into the strategic planning process.
• Match goals and motivation
• Capability to execute o Are they given the tools they need to succeed?
You need a scoreboard for your
people to win.
Communicating the plan
• How are you going to share this strategic plan with your organization?
• Keep in mind that different people absorb information in different ways: o Words
o Audio
o Pictures
What does this mean for me?
• Harvard business review interviewed 26000 people at 31 companies to determine what traits align with strong strategy execution.
• https://hbr.org/2008/06/the-secrets-to-successful-strategy-execution
It’s all about alignment.
Best practices
Be intentional
Let everyone contribute to the
plan
• Pick priorities that everyone can contribute to.
• Everyone is on the same team- See: Alignment
• Ask and listen. Pull people into the plan.
Communicate your plan
Communicate your plan
• Top down and bottom up.
• Tell people about the plan
• Tell them why: Urgency
• Leaders tell managers, managers tell employees, and then information goes back up.
Don’t keep your information in
a silo
Celebrate!
• Get wins early
• Change is real when people start to see it.
• If you don’t see change, they will go back to how it was before.
• They might think: “We should have done it my way”
Keep it Simple
• Here’s where we want to go.
• How does that sound? Do you have any questions/concerns?
• How can you best help us get there?
Best practices- Takeaways
1. Be intentional: Create a clear vision and goals
2. Let people contribute.
3. Keep talking about it
4. Celebrate
5. Keep it simple
In Summary
• Have a vision- Make it known.
• Get your people involved and create a culture of teamwork.
• Make goals that everyone can contribute to- Make them simple to understand, explain and measure.
• Be proactive at looking inward and outward. The world changes fast and wont wait for you.
In Summary
• For your strategic plan to be successful it requires a well coordinated process and structure.
• “The whole is greater than the sum of its parts”
• You need both the individual parts and the whole process
Strategic planning is not for
you.
It’s for your people.
