Paralympic Leadership Conference Strategy 101

Paralympic Leadership ConferenceStrategy 101

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Defining current and future state

Why is strategy important?

What are the components of strategy?

− Mission Statement

− Vision Statement

− Strategic Goals Initiatives

− Performance Management

Cross-Cutting Observations, Updates, and Useful Tips

Agenda

Objectives

Understand your organization’s current environment

Identifying where you want to be in the future and the gap that exists to get there

Identifying your mission and the vision that supports your future state

Taking ownership to your business process to define the initiatives that drive the transformation of the organization

Understand the stepping stones over the 3-5 years to actively meet your expectations

A disciplined strategic planning effort allows an organization to:

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Defining Current and Future State

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How does current and future state fit into strategic planning

What business issues and barriers to change exist in the organization?

Which business initiatives will drive the most value in our organization?

How can we most effectively execute against goals and objectives?

What is the organization’s mission and vision and how well are we aligned to deliver the strategy?

How will we communicate the plan, monitor progress, and demonstrate results?

RecommendedStrategic PlanningApproach

5. Monitor and manage effectiveness

4. Implement business initiatives

3. Confirm and prioritize strategic initiatives

2. Define “future state” vision

1. Conduct “current state” assessment

Our approach helps clients link strategy development with day-to-day implementation activities to overcome organizational resistance and inertia

Current State

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CurrentCan you describe the current state of your organization?

What is your organization’s structure?

Do you have dedicated facilities? Does it meet your needs?

How many staff do you have including full-time/part-time, coaches, volunteers, and administrative?

What programs do you offer?

How many participants in the programs?

Do you have a Board of Directors or other oversight group?

What is your budget?

What percentage is focused on staff?

Where do you get your funding?

What is your community footprint?What is the awareness of your footprint?

What do they know?

How do you get the information to the community and participants?

Are you comfortable with your Mission statement?

Let’s take a look at current state questions:

Future State

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Future (In 5 Years...)

Can you describe the future expectations of your organization?

What would you like your organization’s structure to look like?

Do you want an upgrade or new dedicated facilities?

How many staff do you want to have including fulltime/part-time, coaches, volunteers, and administrative?

Do you want to sustain programs you have and/or build on new programs?

How many participants do you want in the programs?

Do you want to increase the number and types of programs?

Do you want to build on or establish a Board of Directors or other oversight group?

What is your budget?

What breakdown in budget between programs and staff do you need to meet your expectations?

What additional funds/ sponsors/ advocates do you need?

What is your community footprint?

What do you need to do to increase awareness of your footprint?

What are your expectations with increased awareness?

Let’s take a look at future state questions:

Why is strategy important?

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Clear understanding of the future state is critical

What you thought you needed What your staff heard How the BOD

understood the requestWhat the community

heard How the volunteers

understood the need

What you really wantedHow it was supportedWhat the stakeholders

envisionedWhat the fundraising

team focused onHow the strategy was

documented

What are the components of strategy?

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Components of strategy: Mission Statement

Strategic Goal 1

Mission

Initiative 1 Initiative 2 Initiative 3

Strategic Goal 2

Vision


PerformanceManagement

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Mission StatementSeveral characteristics to consider when drafting a mission statement

Characteristics of a Mission StatementCharacteristics Description

Conveys Overall

Purpose

Explanatory: Describes fundamental reason for which the Organization existsComprehensive: States the services the Organization provides the community it serves

Clear Statement

Understandable: Comprised of clear, concise statementsMemorable: Is easily remembered and noteworthy

Long-Term

Lasting: Includes statements that will be valid years after they are developedEnduring: Conveys core values and philosophy of the Organization

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What does your organization’s mission say about you?

Clear Statement

Covers Overall Purpose

Long-Term

“The Coca-Cola Company exists to benefit and refresh everyone it touches.”

“To deliver measurable value to our clients

through a global network of diverse professionals who bring unmatched

depth & breadth of expertise"

Deloitte

USOC

“To support U.S. Olympic and Paralympic athletes in achieving sustained competitive

excellence and preserve the Olympic ideals, and thereby inspire all Americans.”

Coca-Cola

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Components of strategy: Vision Statement

Strategic Goal 1

Mission


Strategic Goal 2

Vision



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Vision StatementSeveral characteristics to consider when drafting a vision statement

Characteristics of a Vision StatementCharacteristics Description

Comprehensive

Overarching: Concise statement that encompasses all Organization activities (1-2 sentences)Informative: Captures Organization's desired spirit Representational: Gives a better understanding of how an individual purpose can be realized in the group

Stimulating

Challenging: Compels the Organization to stretch to goals beyond what is comfortableForward Thinking: Describes a meaningful and preferred future state

MotivationalInspirational: Challenges and encourages employees Attainable: Perceived as something the Organization can achieve

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What does your organization’s vision say about you?

StimulatingComprehensive Motivating

“To become the world's leading Consumer

Company for automotive products and services”

“Our professionals should do more than

delivering value to clients. They should excel in all aspects of the business, in all

regions of the world”

Deloitte

“To Enable Paralympic Athletes to Achieve Sporting Excellence and Inspire and Excite

the World”

International Paralympics Committee

Ford Motor Company

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Components of strategy: Strategic Goals

Strategic Goal 1

Mission


Strategic Goal 2

Vision



Understanding the strategic goals

Focus on the long-term objectives of your organization over 3-5 years (tied closely to the future state discussion earlier)

Focus on the following areas at a minimum:− People/Staffing− Process and Procedures− Programs− Budget− Technology/Facilities

Goals are strategic and normally don’t change – doesn’t mean they can’t if the environment changes

Goals drive the business planning decisions of the organization

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Components of strategy: Business Planning

Strategic Goal 1

Mission


Strategic Goal 2

Vision



Tactical business planning

Initiatives are specific measureable steps that you implement over your period of performance to achieve your future state

− Develop a business plan that defines the specific initiatives that you need to accomplish the first year

− Yearly initiatives need to define the actions that need to be successfully implemented to continue the process into year two Example – An increase in program support by year 5 requires the development of an

impact plan in year one, negotiating more facilities and identifying potential participants in year two, identifying and hiring staff in year three, etc.)

Initiatives enhance the previous year initiatives

With the initiatives in place you now have the information to provide effective performance management

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After developing the current and future state, you understand the gaps that need to be addressed

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Components of strategy: Performance Management

Strategic Goal 1

Mission


Strategic Goal 2

Vision



Effective performance management

Measures and metrics should be associated with the initiatives

Metrics should provide insight into the progress of the specific initiative as well as providing success of the overall goal

To be successful, the metrics should be consistent with SMART− Specific− Measurable− Attainable− Realistic− Timely

SMART approach helps you in defining the content and expectations of your initiatives

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Cross-Cutting Observations

Updating Your Strategic Plan

Useful Tips

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Cross-cutting observations

Clear definition of a future state (what do you want to be when you grow up)

Development of a clear strategy with initiatives focused on a future state

Definition, development and implementation of an effective board of Directors

Clear and effective marketing approach

Better use of social networks (internet, blogs, twitter, etc.)

Sustained commitment to community while developing new programs for the future

Effective fundraising approaches

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Observations of challenges collected through workshops with PSC

Challenges faced by all types of organizations

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Cross-cutting themes

Need to add staff or develop internal

competencies to meet future state

Lack of or inconsistent understanding of overall strategy

Lack of or inconsistent communication to

internal and external stakeholders

Lack of clear fundraising strategy

Lack of or inconsistent branding of organization

An absent or inactive Board of Directors

Lack of independence from local Government

regulation

Inability to say no to programs that may not be a strategic priority

Updating your strategic plan

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A variety of signals can indicate that it is time for you to update or change your strategic plan

Update or change your strategic plan when you notice changes in:Funding environment: Are you seeing major shifts in the type and level of support to your organization?

Policy changes: Have new policies created challenges or opportunities for your organization?

Competitive environment: Have new competitors or collaborators entered the space you operate in?

Organizational leadership: Do you have a new executive director or Board leadership?

Useful tips

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Extensive strategic planning experience yields the following insights for implementation:

Use your strategic plan as a decision tool: Ensure your tactical and organizational decisions align with your strategic goals

Stay flexible in your approach: Maintain a balance between consistent focus and adapting to changing circumstances

Constantly communicate your strategy: Ensure that your stakeholders are acutely aware of your strategy

Identify and empower change champions: Identify those people that will drive the process forward

Presenter Contact Information

Chuck [email protected]

Johan Van Der [email protected]

Abbi [email protected]

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mailto:[email protected]



Paralympic Leadership Conference Strategy 101

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