TUESDAY. Strategic Thinking: Your Strategic Plan (Option A)

Your Strategic plan

YBI Global Forum 2010, Mexico City

Gia Campari21 September 2010

Your Strategic plan

An effective organisation is one where everyone is making progress towards the achievement of a shared and meaningful goal.

The first step in the process of creating an effective organisation is to obtain consensus within the leadership team on where you are taking the organisation, that is, on your strategic plan.

Your Strategic Plan, GF 2010

A process: developing your strategy

2.Where do

we want to be?

2.Where do

we want to be?

1.Where are we now?

1.Where are we now?

3.How will we get there?

3.How will we get there?

5.How do we know we

are getting there?

5.How do we know we

are getting there?

4.What

could stop us?

4.What

could stop us?


A process: developing your strategy

For each step:

Tools What questions could we ask that will lead to insights Some examples


1. Where are we now?

Tools 1. Helicopter view2. Life cycle analysis3. SWOT analysis4. Current critical issues


The helicopter view

Your Youth Your Youth BusinessBusiness

Board of Board of TrusteesTrustees

The larger The larger organisation organisation

you are part ofyou are part ofLegislationLegislation

PartnersPartners

Funding Funding organisationsorganisations

The job The job marketmarket

VolunteersVolunteers

Youth Youth Business Business

InternationalInternational

CompetitorsCompetitorsOrganisations Organisations competing for competing for same fundssame funds

Organisations Organisations competing for same competing for same

entrepreneurs/ young entrepreneurs/ young peoplepeople

Young people with Young people with a business ideaa business idea

Young people Young people looking for a looking for a business ideabusiness idea

Young Young EntrepreneursEntrepreneurs


1. The Helicopter View

1. What’s changing in our environment?2. What are we doing/going to do about it?3. An effective organisation is an adaptable one; what potential changes/pressures must we be able to adapt to? 4. What is the relationship between us and the other players in our landscape? How do we want it to develop?5. What opportunities are there?

Questions to ask when undertaking the Helicopter View exercise:


2. Where do we want to be?

Purpose/MissionPurpose/Mission

Vision/Vision/Long Long Term GoalsTerm Goals

Objective

ValuesValues

Objective

The reason our organisation exists

Our guiding principles

Short term goals/projects: stepping stones towards achieving our vision

Where we want to be in 3, 5, 10 years’ time

Action plan


Purpose or mission

“To drive the economy of our country by helping to develop sustainable small business enterprises”

“To help young people fulfill their potential and contribute to society/the community”

Some examples


Purpose or mission

“Provide start-up mentoring, financing and business resources that empower young people 20-33 to start and grow businesses which contribute to sustainable economic development across the country”

“Helping young people make a contribution to society”


Some examples

Vision or Long term goals

The picture you have of where your organisation will be in 3, 5, 10 year’s time.

The clearer and more detailed, the better. Yet there must be room for maneuver.


“By the end of 2014 we will have:

Assisted with 100 new start-ups Recruited 120 new volunteer business mentors Established 60 new partnerships in the public sector, private sector and civil society”

Example


Could be much richer, more detailed

Vision or long term goals

To extend start-up capital, business mentoring and business development support directly or indirectly to young entrepreneurs

To foster the concept of self-employment/enterprise from amongst the Nation’s youth.

To introduce young entrepreneurs to sources of business expertise through its advisory network.

To complement other youth programmes sponsored by private/public sector institutions

To re-direct away from entrepreneurship to employment those young persons who would not be successful

Example


Could be more specific

Vision or long term goals

3. How will we get there?

Values determine how we behave and how we take decisions as we are getting there

Objectives are short term goals that are stepping stones towards achieving the vision or long term goals and should be treated as projects

Objectives generate an action plan


Objectives or short term goals

Production of 1500 basic mentor promotional brochures Replication of 500 copies of didactic mentors handbook 16 business club meetings Fully established Youth Entrepreneurship Resource Centre 1 Mayor youth entrepreneurship development conference 20 media adverts Revise and enhance the efficiency of the selection process Establish and develop the "Best Mentor Program" in the

market Complete the accreditation process with YBI

Some examples


Short term goals/projects

Short term goal/proje

ct

Action Who is responsib

le

By When cost

Build a capable mentoring pool

(Actively manage 30 new mentor – entrepreneur relationships by end March 2011)

- Recruit 30 mentors

- Train mentors

- Match mentors with entrepreneurs

-Appoint mentor coordinator

- Review and manage mentor-entrepreneur relationship

Jane Smith

Bob Brown

Jane Smith

Mandy Price

Mentor Coordinator

End Oct ‘10

End Nov ‘10

End Jan ‘11

End Nov ‘10

End March 2011

US $ x

US $ y


Short term goals/projects

Short term goal/proje

ct

Action Who is responsib

le

By When

cost

Increase marketing and communications efforts to strengthen brand of YBP

- Develop and launch media campaign with selected media

- Organize entrepreneurs award

- Strengthen relationships with external stakeholders

- Develop marketing materials

C. Perry End March 2011

US $ 12,000


To be improved:

4. What Could stop us?

• What organizational and/or individuals’ ‘habits’ could stop us from achieving our vision and goals?

• What factors beyond our control could stop us?• What factors within our control could stop us?• What can we do to mitigate the risks?• What are our contingency measures?

Questions to ask


5. How do we know we are getting there?

Strategy Project Milestones – from project plans

Financial measures – Profit & Loss, Cash Flow, loan repayment timing

Core Process Measures – Young Entrepreneur selection process; Mentor recruitment process; fund raising process; etc.


In Summary

The Strategic Process is an iterative process - the more turbulent your environment, the more frequently your strategic plan needs to be reviewed

It’s asking the right questions that makes the difference

Always start with the helicopter view!


TUESDAY. Strategic Thinking: Your Strategic Plan (Option A)

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