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Strategic Planning for CSOs

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1 Strategic Planning for CSOs
Part 1 – The Process Rob Fuller Director of Entrepreneurship

2 What is Strategic Planning?
Strategic planning helps you set the long-term course and direction for your organization. I think a good metaphor for strategic planning is to think of your organization as a sailboat. Left alone, it drifts along aimlessly – but, provide a captain, a destination and a crew – and you’ve got a vehicle capable of achieving something. MEET U.S.

3 “Plan or be Planned for”
Why Plan? Russell L. Ackoff “Plan or be Planned for” MEET U.S. 3 3

4 MEET U.S. 4 4

5 The Basic Elements of Strategic Planning
Vision & Mission Strategy Action Plans Resulting Actions Desired Outcomes MEET U.S.

6 Strategic Planning Context

7 Strategic alternatives to deal with emerging critical issues
External environment Opportunities, Threats, Challenges Triggers for Change Major Issues Screen and filter 3-4 critical issues with high impact on organization Internal environment Strategic alternatives to deal with emerging critical issues Choose the “best” strategy Develop action plans Take Action Report, evaluate progress, revise Update and renew progress MEET U.S.

8 The Nine Tasks of Strategic Planning

9 1. Audit the current situation
1. Audit the current situation: the present mission and the long-term goals, strategies, and conditions that have obstructed your organization’s effectiveness in accomplishing its mission, goals, and past strategies. MEET U.S.

10 2. Review your mission MEET U.S.
2. Revise your organization’s mission, if necessary, to reflect a desired future or to provide a clearer sense of organizational purpose. MEET U.S.

11 3. Conduct SWOT Analysis. MEET U.S.
3. Scrutinize your organization and its environment to determine any outside forces that may affect the organization, and assess its ability to manage these forces to its advantage. MEET U.S.

12 4. Prioritize issues, problems, opportunities & threats
4. Identify and evaluate the major issues, problems, opportunities, and threats that your organization is or will be facing, and rank them in order of importance. MEET U.S.

13 5. Choose appropriate goals and strategies.
5. Choose appropriate goals and strategies, after reviewing various options, that balance your organization’s potential with the challenge of changing conditions. Take into consideration your organization’s mission, the values and desires of its board and management, its resource capabilities, and its social responsibilities. MEET U.S.

14 6. Write the plan. 6. Prepare a written plan to support and carry out the strategy. MEET U.S.

15 7. Obtain approval(s) for the plan.

16 8. Carry out the plan. 8. Carry out the plan. MEET U.S.

17 9. Monitor the plan and evaluate results
9. Establish a procedure and a timetable to monitor the plan and to determine whether what is subsequently accomplished is what was actually intended. Revise strategies and plans if indicated. MEET U.S.

18 What does Success Look Like?
How will you know if you are a success? How do you define success for your organization? Do you have a sustainable strategy? MEET U.S.

19 Clarifying My Mission Why does my organization exist? What does it do?
Who are my constituents? What does my organization stand for? Who is my competition? MEET U.S.

20 Visioning Creating the Corporate Future : Plan or be Planned For
Russell L. Ackoff, Wharton “Idealized Designs” Bell Labs, 1963 MEET U.S. 20

21 Assessment tool 1 My three-year vision
Capture your thoughts on the Handout Don’t analyze Avoid saying, “That won’t work because…” MEET U.S. 21

22 Assessment tool 2 Where am I today? Record your reality on the Handout
What’s good? What’s not so good? Don’t make excuses MEET U.S. 22

23 Assessment tool 3 MEET U.S. 23

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