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STRATEGIC PLANNING 101 Susan Bryan de Martínez BNC-Monterrey, México ABLA 2010 Cali, Colombia July 27, 2010 Fernando Ruiz BNC-Cochabamba, Bolivia.

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Presentation on theme: "STRATEGIC PLANNING 101 Susan Bryan de Martínez BNC-Monterrey, México ABLA 2010 Cali, Colombia July 27, 2010 Fernando Ruiz BNC-Cochabamba, Bolivia."— Presentation transcript:

1 STRATEGIC PLANNING 101 Susan Bryan de Martínez BNC-Monterrey, México ABLA 2010 Cali, Colombia July 27, 2010 Fernando Ruiz BNC-Cochabamba, Bolivia

2 STRATEGIC PLANNING 101 In today’s world, strategic planning is more important than ever. It helps us clearly define objectives and assess internal and external situations that could have an effect on our institutions. Stated simply, strategic planning tells us where our organization will be going over the next few years and it serves a variety of purposes: 1.It defines the purpose of the organization and establishes realistic goals and objectives that are consistent with the mission within a defined time frame. 2.It communicates those goals and objectives to the organization’s members. 3.It develops a sense of ownership of the plan. 4.It ensures the most effective use of an organization’s resources by focusing them on key priorities. 5.It provides a basis for measuring progress and for determining when change is needed. 6.It takes into account everyone’s opinions to build consensus about where the organization is going.

3 STRATEGIC PLANNING 101 When an organization’s products and services are in an industry or area that changes rapidly, strategic planning should be done more frequently. However, it is usually done: 1.When an organization is just getting started, as a part of its business plan. 2.Approximately every three years in normal situations (complete strategic planning). 3.In preparation for new major ventures (new products, departments, etc.) 4.Once a year for the coming fiscal year. For this, goals are identified that need to be achieved during the fiscal year. 5.Every year to update action plans. 6.Every quarter its progress should be reviewed. When is it done?

4 STRATEGIC PLANNING 101 The real benefit is usually the planning process itself and not the plan. There are no “perfect” plans. You just do your best. It is a series of small moves and nothing earthshaking in itself. Things aren’t usually as bad as you fear nor as good as you’d like. Start simple … but start! Comments:

5 STRATEGIC PLANNING 101 There should be a planning team and this team should include: 1.Strategic planning is the primary responsibility of the Board of Directors in order for the organization to be effectively led. A planning committee can be assigned to represent the Board. 2.At least one person who has the authority to make strategic decisions, usually the Executive Director or General Director. 3.As many stakeholders as possible (Leaders from each department) 4.Those responsible for doing the written outcome and for implementing the plan. 5.Someone who will be in charge of the process (arranging for meetings, providing and keeping key information, monitoring status of pre-work, etc.). 6.An outside consultant or facilitator is highly recommended. Who should be involved?

6 STRATEGIC PLANNING 101 The presence of the Board is usually strongest when determining the mission, vision and values and the staff is usually more involved in analyzing and determining goals and strategies. Mixing the Board and staff planners is very important during the planning process so that Board Members are able to understand the institution’s day-to-day issues and so that the staff is able to understand top-level issues. Who should be involved?

7 STRATEGIC PLANNING 101 The strategic plan should never be found in a “dead” document gathering dust. It must be kept alive and used every day in our organizations. To assure this: 1.Be sure the plan is realistic. 2.Organize the overall strategic plan into smaller action plans. 3.Specify who is doing what and by when. 4.Specify implementation roles and responsibilities. The first 90 days are crucial. 5.Translate the plan’s actions into job descriptions and personnel performance reviews. The plan’s goals and objectives should form a basic part of the general director’s or executive director’s performance review. How do we assure implementation of the new plan?

8 STRATEGIC PLANNING 101 Strategic planning should be completed in two to three months. If more time is taken, momentum is lost and the effort will fall apart. How long should it take?

9 STRATEGIC PLANNING 101 Develop: Vision – How the business is visualized in 3 to 5 years (If someone from Mars visited the business, what would he see or sense?) Mission – What a business does or better yet – its reason for existence. Values – The rules of conduct Objectives – What the organization needs/wants to achieve in the medium/long term. They may include growth, profitability, technology, offerings, etc. Strategies – Rules, guidelines by which the mission, objectives, etc. may be achieved. Goals – Specific time-based measurements of objectives. They should be quantifiable, consistent, realistic and achievable. Ex: A 15% increase in new students registered during the academic year. Implementation plans for key strategies –Resources, budgets, performance targets, deadlines. What is the planning sequence?

10 STRATEGIC PLANNING 101 As has been observed, the first step is the mission/vision statement which describes the company’s reason for existence. After defining the mission statement and the objectives, the environment is studied and may include: We must: Build on strengths Resolve weaknesses Exploit opportunities Avoid threats The internal analysis of the firm (Strengths - Weaknesses) An analysis of the task environment (where the organization directly interacts, including its competitors, customers, suppliers, materials, etc.) (Opportunities – Threats) External macroenvironment or PEST analysis (Political, Economic, Social and Technical)

11 STRATEGIC PLANNING 101 Institutions usually attempt to develop competitive advantages over their rivals with the use of different strategies, which are policies that will be used by the firm to reach its goals. After strategies are defined, they must be implemented. To do this, procedures, programs and budgets are defined. Implementation of strategies is of utmost importance and care must be taken to communicate the strategies and the reasoning behind them to the entire organization. If strategies are misunderstood and there is resistance, implementation does not usually succeed.

12 STRATEGIC PLANNING 101 As has been mentioned, in all strategic planning, evaluations must be performed to monitor and adjust the plan. This is done by: 1.Defining parameters to be measured 2.Defining target values for these parameters 3.Measuring performance 4.Comparing measured results to pre-defined standards 5.Making changes Many times goal sequencing must be used as a stepping-stone to higher and more complicated goals.

13 STRATEGIC PLANNING 101 The Association of Binational Centers of Latin America (ABLA) was established approximately 22 years ago in Santa Cruz, Bolivia. It is an organization that is very well- known in certain areas of Latin America and virtually unknown in others. To date, its main objective has been for its members to select a BNC to be the site for organizing a convention held every two years that is funded by the U.S. State Department, a registration fee charged its members and other outside funding. During the convention, presentations are made on subjects that are thought to be of interest to BNCS in Latin America, all of which are considered to be members of ABLA. Last year, Mission and Vision Statements and a Logo were developed and submitted for approval by an internet vote of BNCS throughout Latin America. Overview of ABLA in 2010

14 STRATEGIC PLANNING 101 Overview of ABLA in 2010

15 STRATEGIC PLANNING 101 Although the average attendance at conventions by BNCS is approximately 3 conventions, in part due to the high cost of the same, 70% of participants are very interested in becoming involved in ABLA in the future and 79% feel that ABLA could be very relevant to the future of BNCS by opening up paths of communication to learn from others and hear about other perspectives. The general opinion is that BNCS should have voluntary guidelines since there is no formal manner for them to be made binding and ABLA could serve as a consultant to BNCS in order for them to comply with those guidelines. Since we are faced with great interest in the organization, it is time to do some strategic planning to take advantage of the talent present and to mark a path for the development of future processes and procedures to fulfill ABLA’s future objectives. Overview of ABLA in 2010

16 STRATEGIC PLANNING 101 SWOT ANALISIS

17 STRATEGIC PLANNING 101 ABLA PROCESSES:

18 STRATEGIC PLANNING 101

19 Let’s get busy! 1.Merge tables (two tables = 1) 2.Select a leader of each table 3.Leaders pick a USB Flash Drive 4.Select someone to take notes 5.Copy forms to laptops (work on forms if you don’t have one) 6.Complete forms and copy them or turn them in 7.Make sure the names and roles are registered 8.When writing objectives consider the SWOT matrix as a reference for proposing tasks Consider the time…

20 STRATEGIC PLANNING 101

21 THANK YOU FOR YOUR KIND ATTENTION


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