Creating the future you want for you and your team through strategic planning. · 2018-09-20 ·...
Transcript of Creating the future you want for you and your team through strategic planning. · 2018-09-20 ·...
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Creating the future you want for you and your team through strategic
planning.
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What is Strategy
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Overview
• Why do strategic planning.
• The strategic planning process.
• How to get your team involved.
• Best practices to maximize your success.
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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.
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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.
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About me.
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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?
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Three levels of Alignment
1. Alignment at the leadership level
2. Alignment with the vision and the strategy
3. Alignment of the entire organization
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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
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The strategic planning process.
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Strategy is an ongoing process.
Assess
Plan
Align Execute
Measure
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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
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Overview
• Inputs- o Internal and External
• VMOST
• Culture
• Risks
• KPI’s
• Implementation
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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.
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Inputs to your strategy
SWOT
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
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Building a capability driven strategy
You are strong in your strengths and weak in your weaknesses
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Analysis of the economic climate
PESTLE • POLITICAL
• ECONOMICAL
• SOCIETAL
• TECHNOLOGICAL
• LEGAL
• ENVIRONMENTAL
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Vision
Mission
Goals and Objectives
Strategies
Tactics
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Vision
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Can you see your future?
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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?
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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.
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Putting the puzzle together
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Mission/Purpose Why you do what you do?
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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?
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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)
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Turning Values Into Culture
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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?
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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
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Making Values Stick
• Talk the talk
• Walk the walk
• Reward the walk
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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
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Vision
Mission
Objectives
Strategies
Tactics
Align your strategy with your
vision, mission and values.
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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?
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Risks: Anything can happen
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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?
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Risks R
isk
Lik
elih
oo
d
Risk Impact
Low Moderate High
Low
M
od
erat
e
H
igh
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Prioritizing and Setting Goals
3-5 year goals
1 year goals
Quarterly goals
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What are the most important
things you should be doing?
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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.
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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.
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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….
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Moving the needle If you have the strategic priorities and the goals, what
actions do you need to take to move it forward?
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Cascading Goals
Vision
Mission
Strategic priorities
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Functional Management
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Cascading Goals
Vision
Mission
Strategic priorities
Departmental goals
Individual Goals
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How to get your team involved
Getting them bought-in and aligned
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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?
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You need a scoreboard for your
people to win.
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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
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What does this mean for me?
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• 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
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It’s all about alignment.
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Best practices
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Be intentional
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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.
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Communicate your plan
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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.
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Don’t keep your information in
a silo
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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”
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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?
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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
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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.
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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
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Strategic planning is not for
you.
It’s for your people.