Strategic Planning Larry Potterfield Founder and CEO

America Needs Baldrige!

1 Set the Direction January Validate Mission Statement To ensure guidance to the organization is aligned with current business needs and direction. BOD and President Validate Key Stakeholders To ensure groups with a vested interest in the organization’s success are represented. CEO and President Validate Organizational Goals To ensure goals are aligned with current business needs and direction. Goals owned by BOD. Future performance levels for goals set by CEO and President. BOD and President A B C

1 Set the Direction January Validate Mission Statement To ensure guidance to the organization is aligned with current business needs and direction. BOD and President A

1 Set the Direction January Validate Key Stakeholders To ensure groups with a vested interest in the organization’s success are represented. CEO and President B

1 Set the Direction January Validate Organizational Goals To ensure goals are aligned with current business needs and direction. Goals owned by BOD. Future performance levels for goals set by CEO and President. BOD and President C

1 Set the Direction January Validate Shareholder Key Requirements To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal. CEO and BOD Validate other Stakeholder Key Requirements To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal. President and SLT DE

1 Set the Direction January Validate Shareholder Key Requirements To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal. CEO and BOD D

1 Set the Direction January Validate other Stakeholder Key Requirements To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal. President and SLT E

1 Set the Direction January Results Review To identify opportunities to address, actual and projected performance are reviewed against goals. CEO and President F

1 Set the Direction January Create Company Strategies To provide guidance in decision making. CEO and President G

1 Set the Direction January Conduct Company SWOT Analysis Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. Strategic advantages, challenges and core competencies are validated. Reviewed with the BOD to identify blind spots. Chairman, CEO and SLT H

1 Set the Direction January Create Strategic Objectives To define the initiatives to undertake to remain competitive and achieve current and future goals. Major APs may be identified. Reviewed with the BOD to identify blind spots. CEO and President I

2 Deploy the Strategic Objectives February, May and August Strategic Objectives Deployed To all employees with a formal call for innovation. Employees submit ideas for APs. Employees help identify blind spots. CEO and SLT J

2 Deploy the Strategic Objectives February, May and August Innovation Employees submit ideas for APs.

2 Deploy the Strategic Objectives February, May and August Ideas Categorized To identify strategic ideas as APs on the strategic plan. SLT K

2 Deploy the Strategic Objectives February, May and August Results Review To identify opportunities to address, actual and projected performance are reviewed against goals. SLT Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT Review To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed. SLT S OT W L MN Operational Analysis

2 Deploy the Strategic Objectives February, May and August Results Review To identify opportunities to address, actual and projected performance are reviewed against goals. SLT L

2 Deploy the Strategic Objectives February, May and August Review Company SWOT Analysis and Conduct Department SWOT Analyses SLT S OT W M

2 Deploy the Strategic Objectives February, May and August Review To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed. SLT N

2 Deploy the Strategic Objectives February, May and August Innovation Strategic ideas for APs to achieve strategic objectives are captured.

3 Create Strategic Plan October - October Analyze and Select Ideas for APs for Next Year’s Strategic Plan To determine the most important APs to implement next year to achieve strategic objectives and goals. SLT Analyze and Select APs for Long-Term Strategic Plans To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals. SLT Prioritize APs To determine the appropriate importance level of each AP. SLT Integrate Strategic Plan with Workforce Planning To ensure the resources needed to execute the strategic plan are integrated into workforce plans. SLT Integrate Strategic Plan with Financial Plan To ensure the impacts to financial plans are identified and incorporated into the budget. SLT Finalize and Approve the Strategic Plan To commit to a strategic plan to implement in the next year. SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan. CEO and SLT O-T

3 Create Strategic Plan October – October Analyze and Select Ideas for APs for Next Year’s Strategic Plan To determine the most important APs to implement next year to achieve strategic objectives and goals. SLT O

3 Create Strategic Plan October – October Analyze and Select APs for Long-Term Strategic Plans To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals. SLT P

3 Create Strategic Plan October – October Prioritize APs To determine the appropriate importance level of each AP. SLT Q

3 Create Strategic Plan October – October Integrate Strategic Plan with Workforce Planning To ensure the resources needed to execute the strategic plan are integrated into workforce plans. SLT R

3 Create Strategic Plan October – October Integrate Strategic Plan with Financial Plan To ensure the impacts to financial plans are identified and incorporated into the budget. SLT S

3 Create Strategic Plan October – October Finalize and Approve the Strategic Plan To commit to a strategic plan to implement in the next year. SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan. CEO and SLT T

3 Create Strategic Plan October – October

4 Deploy the Strategic Plan November Deploy the Strategic Plan To the entire organization to facilitate engagement and acceptance of the plan. SLT U

5 Execute the Strategic Plan January - December Execute the Strategic Plan Implement the APs on the intermediate-term strategic plan. SLT V

6 Control the Results of APs January – December Control the Results of APs To ensure desired results are achieved and sustained. CEO and SLT W

America Needs Baldrige!