Documentos de Académico
Documentos de Profesional
Documentos de Cultura
At the end of this training, participants will be able to: Know the difference between Conventional Management and Strategic Management. Understand what it means to think strategically. Understand the importance of Strategic Planning. Understand the relationship between Strategic Thinking and Strategic Planning. Outline the Strategic Planning Process. Know how to apply Strategic Thinking and Planning to their organization.
2
When people care deeply about their work, they dont need to be pushed into performing at their best.
in law, a man is guilty when he violates the right of another. In IEthics, he is guilty, if only he thinks of doing so
Immanuel Kant
A person who graduated, yesterday & stops studying today is uneducated tomorrow."
"
you are blessed. If you have insight, you are a thousand times blessed.
8
To do right is
wonderful. To teach others to do right is even more wonderful and much easier.
Self-pity is our worst enemy & if we yield to it, we can never do anything wise in this world
- Helen Keller
10
Treat people as if they were what they ought to be, & you help them to become what they are capable of being
- Johann Wolfgang von Goethe
12
The race is not always to the swift... but to those who keep on running.
13
happiness,
but there is
no happiness
without Action
- Benjamin Disraeli
14
Setting an example is not the main means of influencing others, it is the only means.
- Albert Einstein
15
The greatest discovery of our generation is that a human being can alter his life by altering his attitudes.
- William James
In order to be big, you have to think big. If you think small, you're going to be small.
- Emeril Lagasse
A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved. (Glueck, 1980:9) The pattern or plan that integrates an organizations major goals, policies, and action sequences into a cohesive whole. (Quinn, 1980)
A pattern of resource allocation that enables firms to maintain or improve their performance.
A good strategy neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses. (Barney, 1997:17)
Strategy is: A stream of decisions focused on a purpose. Looking long term. Capitalizing on change. Managing strategic risks. The creation of a unique and valuable position in your industry. Choosing what not to do. Creating a fit among an organizations activities.
Strategy is about finding a unique way to put the organizations activities (buying, selling, producing, hiring, firing, etc.) together that is hard or impossible for competitors to replicate and is valuable to customers.
43
Strategy is the larger vision in an organization that guides the plans for employees and managers. Strategy has its foundation in strategic thinking. It is the determination of the long-term goals and objectives of an organization and the courses of action and resources necessary for implementing these goals.
Strategic planning must anticipate unexpected events, randomness, and chaos to provide a good strategy.
44
Strategy involves envisioning & planning future. Means by which LT objectives achieved.
for
45
Org Excellence
Marketing
Productivity
Technology
Strategy
46
Sustained, superior performance is attained by utilizing a combination of effective strategies and excellent execution
Strategy
Effective
Excellent
Long Term Success
Ineffective
Success Unlikely
Execution
Poor
Maybe successful For a while Failure
47
A company exhibits strategic intent when it relentlessly pursues an ambitious strategic objective & concentrates its competitive actions & energies on achieving that objective!
48
The very essence of Leadership is that you have to have a Vision. It's got to be a vision you articulate clearly & forcefully on every occasion.
Theodore Hesburgh, President of University of Notre Dame
Internal
Organizational Goals unclear. Disorganized with individuals doing whatever they think is the best for them or their unit. Weak core or NO CORE Values. Customer is An Afterthought.
Some teams formed. Some training at the interpersonal level. No real sense of Mission toward Corporate Objectives. Customer is important but customer satisfaction is not the: Goal of all Subgroups. Upper management does not understand modern tools-- but pretends to anyway.
Stage THREE Org A Learning Community Shared Vision (e.g., Xerox). Effective Teamwork & Strategic Planning. Core Values important & Well integrated into the Companys Corporate Culture. Internal and External Customers important. Willingness to use Quality Management Tools. Sense that everyone: Succeeds or Fails Together.
Corporate Strategy
Two-Way Influence
Business Strategies
Two-Way Influence
Functional Managers
Functional Strategies
Two-Way Influence
Operating Managers
Operating Strategies
54
Functional Strategies
Game plan for a strategically-relevant function, activity, or business process Details how key activities will be managed
Provide support for business Specify how functional objectives are to be achieved
strategy
55
Operating Strategies
Concern narrower strategies for managing grassroots activities and strategically-relevant operating units Add detail to business and functional strategies
56
Thinking Strategically
About. . .
STRATEGIC PLANNING
In essence, strategic management is about growing toward Accomplishing your organizational goals.
57
Strategic Thinking
What do we do well?
58
Strategic Thinking
Focuses on finding and developing opportunities to create value, by encouraging creative dialogue among people who can affect a companys direction.
Strategic thinking is a way of understanding the fundamental drivers of an organization, and challenging conventional thinking about them in constructive dialog.
59
Clarity of Purpose
Be clear about: Your organizations mission Your organizations vision Your organizations values Your customers
Who your customers are. What their needs are. What value you add in meeting those needs. What skills are required to add that value.
60
Missing activity at any org among Different activities require different approaches 5 Purposeful Activities
(Gerald Nadler)
Important Thoughts
Planning is a Process, not an event. The norm is for Strategic Planning to Fail, because the way things are is very powerful! Planning takes time!
The Process of Developing Strategies to reach a defined Objective for Your org.
(Wikipedia)
Strategic Planning
Systematic process through which an org agrees on & builds commitment among stakeholders to priorities that are essential to its mission & are responsive to the environment.
Pre-Requisites to Planning
Senior leadership commitment Who will do what? What will each group do? How will we do it? When is the best time?
2/23/2013 12:38 PM
65
Strategic Planning is ongoing, not used just when considering major changes
If you fail to plan, then you plan to fail be Proactive about the future
Strategic Thinking & Planning Process of deciding the Optimal alignment between unlimited needs & Limited resources to achieve your Priorities.
Center for Organizational Effectiveness
Strategic Plan
A Program of Action, that addresses the Orgs Strategic issues (fundamental questions or challenges) & is driven by the orgs Vision/ mission/ purpose.
71
Process to establish priorities on what you will accomplish in the future Forces you to make choices on what you will do & what you will not do Pulls entire organization together around a single game plan for execution Broad outline On where resources will get allocated
Strategic Planning
Not easy stuff. Takes experience & knowledge to facilitate & participate. Can not be rushed. The approaches used can vary, but there are some essential parts.
1.
Planning strategically helps: Focus talents and energies. Assess and adjust direction in light of performance and a changing environment. Do a better job. Being strategic is to be clear about objectives, resources and expected results, and combining these in response to the wider political context in the long and medium term.
74
2.
2.
3.
Managers must know the process and results since their own departments objectives should be derived from the strategic plan.
Strategic Planning
Is
Is not A dead document Day to day activities and operations A wish list Divorced from other plans and goals of the campus
Process To identify broad goals Stakeholder driven Responds to a defined and understood environment
In modern organizations, executives include every level of the organization in developing and implementing the overall strategy.
79
Strategic Planning
.
Strategic planning is a process that reviews market conditions, customer needs, competitive strengths and weaknesses, sociopolitical, legal, and economic conditions, technological developments, and the availability of resources to assist the organization in its planning for opportunities or threats.
80
Stakeholder Input
Stakeholder Buy-In
Executive Buy-In
Draft Plan
Plan
Implement Plan
1. Where are we now? Part of this can be answered by using financial analysis. Use other tools to assess what strategic resources, capabilities and core competencies you have.
2. Where are we going? If no changes are made, where will the organization be in 5 years? What about 10 years? Are the answers satisfactory? If not, what specific actions must be taken to ensure change?
3. How will we get there? Strategic planning is about doing things that fulfill the vision you have for the organization It is about goals and objectives and deciding what things need to be done.
82
omponents
Initiatives
Measures
AI1
M1 M2 T1 T1
Targets
2/23/2013 12:38 PM
83
Contd
Planning process charts path to objectives & systems that will follow-up on performance. Many orgs mgrs-spend more energy on planning component of strategic planning than on strategizing. When this happens, they tend to lose sight of what they should be doing as opposed to what they have been doing.
84
Contd
Strategizing Entails Envisioning, brainstorming for ideas, thinking about future, & analyzing existing conditions & trends in society, industry, & marketplace. Result in vision, mission, & set of objectives that will set direction of org.
Contd
85
Operational
Strategy:
86
87
Assessment
2/23/2013 12:38 PM
88
SWOT Analysis
An analysis of a businesses internal & external Environments
SWOT Analysis
Assessment
Strengths
Strengths Those things that you do well, high value or performance points Strengths can be tangible: Loyal customers, efficient distribution channels, very high quality products, excellent financial condition Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid reputation, high skilled workforce. Often considered Core Competencies Best Leverage points for growth without draining your resources
2/23/2013 12:38 PM
91
Weaknesses
Assessment
Weaknesses Those things that prevent you from doing what you really need to do Since weaknesses are internal, they are within your control. INCLUDE: Bad leadership, unskilled workforce, insufficient resources, poor product Quality, slow distribution and delivery channels, outdated technologies, lack of planning, . . .
2/23/2013 12:38 PM
92
Opportunities
Assessment
Opportunities Potential areas for growth & higher performance External in nature marketplace, unhappy customers with competitors, better economic conditions, more open trading policies, . . Internal opportunities should be classified Strengths Timing: May important for capitalizing on opportunities
2/23/2013 12:38 PM Matt H. Evans, matt@exinfm.com 93
Threats
Threats Challenges confronting org, external in nature
Assessment
Threats can take a wide range bad press coverage, shifts in consumer behavior, substitute products, new regulations, . . .
If an organizations strategic plan is properly executed, the scope, range, issues, and the time perspectives will differ from department to department, but all plans will be derived from the strategic plan and this will guide the achievement.
95
Change
It may be hard for an egg To turn into a bird. It would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present, and you cannot go on indefinitely being just an ordinary decent egg. We must be hatched or go bad.
--C.S. Lewis
96
Anticipating:
Driving: Capitalizing:
Strategic Management:
Thinking
Doing
Planning
99
"Delivering excellent public services that address our community's needs and enhance our quality of life."
101
Mission Statement:
Describes orgs purpose, customers, products or services, market, philosophy & basic tech. Specifies reasons for which business is established FP& Light Mission: To supply safe, reliable, reasonable priced electric service to its customers Provides: Foundation for establishing goals, plans, priorities, & work assignments.
Contd
102
103
A vision is where we want to be, what we are working towards. It describes what we strive for everyday. Miami-Dade Countys Vision Statement:
104
A Vision:
Future
Strategic Vision
Where are do we want to go? What are the implications for our campus and organizational goals? What problems are we trying to solve? What problems should we be trying to solve?
2/23/2013 12:38 PM
106
Vision is the art of seeing things invisible. It's okay to lose sight of the shore as long as you don't lose sight of the inner course.
2/23/2013 12:38 PM
107
Vision
Components
How org wants to be perceived in the future what success looks like an expression of desired end state Challenges everyone to reach for something significant inspires a compelling future Provides a long-term focus for the entire organization
2/23/2013 12:38 PM
108
2/23/2013 12:38 PM
109
Mission Statement
Components
Captures Essence of why the org exists Who we are, what we do Explains the basic needs that you fulfill Expresses the core values of the org Brief & to the point Easy to understand If possible, convey Unique nature of your org & the role it plays that differentiates it from others
2/23/2013 12:38 PM 110
An effective mission statement : Should be able to tell: Your org story and ideals in: Less than 30 seconds.
2/23/2013 12:38 PM
111
By the end of the decade, we will put a man on the moon. John F. Kennedy
2/23/2013 12:38 PM 112
Values are also known as Core Values and as Governing Values, and Guiding Principles.
113
Customer-focused and customer-driven. Honest, ethical and fair to all Accountable and responsive to the public. Diverse and sensitive. Efficient and effective. Committed to development of leadership in public service. Innovative. Valuing and respectful of each other. Action-oriented.
114
Vision
Vision is paramount component in core of strategy. Vision provides picture of different reality for future. Without vision business wanders aimlessly. Vision statement - answers question, What do we want to become? - business direction -LT view of what it wants to accomplish -who it wants to serve, & what it would like to be. Inspire of org to be committed & to work toward achieving future objectives.
Contd
115
Contd
3M: Be innovative & satisfy our customer. Microsoft: Information at your fingertips. Florida Power & Light Company (FPL): We want to be best managed electric utility in USA. GE: To be no. one or two in every business. Fed Ex: When it absolutely, positively, must get there overnight, use FedEx. Oracle: Enabling information age.
Contd
116
Contd
117
Components
Goals
Describes a future end-state desired outcome that is supportive of the mission and vision. Shapes the way ahead in actionable terms. Best applied where there are clear choices about the future. Puts strategic focus into the organization specific ownership of the goal should be assigned to someone within the organization. May not work well where things are changing fast goals tend to be long-term for environments that have limited choices about future.
2/23/2013 12:38 PM
119
Components
Developing Goals
Cascade from top of Strategic Plan Mission, Vision, Guiding Principles. Look at your strategic analysis SWOT, Environmental Scan, Past Performance, Gaps . . Limit to a critical few such as 5-8 goals. Broad participation in development of goals: Consensus from above buy-in at execution level. Should drive higher levels of performance n close a critical performance gap.
2/23/2013 12:38 PM
120
Components
Examples of Goals
Reorganize entire org for better responsiveness to customers We will partner with other businesses, industry leaders, and government agencies in order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our internal customers. Establish a means by which our decision making process is market and customer focus.
Components
Objectives
Relevant - directly supports goal Compels org into action Specific enough so we can quantify n measure results Simple n easy to understand Realistic n attainable Conveys responsibility n ownership Acceptable to those who must execute May need several objectives to meet a goal
2/23/2013 12:38 PM Matt H. Evans, matt@exinfm.com 122
Components
Examples of Objectives
Components
Develop a customer intelligence database system to capture and analyze patterns in purchasing behavior across our product line. Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization. Centralize the procurement process for improvements in enterprise-wide purchasing power.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction survey across all business functions.
2/23/2013 12:38 PM
124
Components
2/23/2013 12:38 PM
125
Components
We treat everyone with respect and appreciate individual differences. We carefully consider the impact of business decisions on our people and we recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original thought and its application, and willing to take risks based on sound business judgment.
We are committed to forging public and private partnerships that combine diverse strengths, skills and resources.
2/23/2013 12:38 PM
126
Components
We treat everyone with respect and appreciate individual differences. We carefully consider the impact of business decisions on our people and we recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original thought and its application, and willing to take risks based on sound business judgment.
We are committed to forging public and private partnerships that combine diverse strengths, skills and resources.
2/23/2013 12:38 PM
127
Components
We treat everyone with respect and appreciate individual differences. We carefully consider the impact of business decisions on our people and we recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original thought and its application, and willing to take risks based on sound business judgment.
We are committed to forging public and private partnerships that combine diverse strengths, skills and resources.
2/23/2013 12:38 PM
128
Summary
In essence Strategic Thinking and Planning involve several factors:
Thinking long term Understanding the organizations vision Understanding the organizations mission Understanding the organizations values Knowing who is going to do what Organizing for action Implementing strategy for action Evaluating progress Continuous improvement
129
2.
3.
Is there clarity of purpose? Is the direction realistic? Be willing to make major changes. Does the department or organization have a competitive advantage?
Does the department or organization have distinctive competencies in the skills critical for success?
130
4.
5.
4.
5.
Formulate expected results, together with indicators (especially where results are of a qualitative nature).
Formulate a strategy to attain objectives.
6.
7.
Specify the resources and inputs required (in terms of staff, external advice, and funds).
Specify extent of desirable extra budgetary support.
131