© 2004 Mitchen Inc M ITCHEN C RAFTING O UR S TRATEGIC F UTURE An Overview of Core Principles for setting and implementing organizational strategic directions.

© 2004 Mitchen Inc M ITCHEN P LANNING L EVELS Planning Level Desired Result Style of Action Underlying Value Tactical Satisfy customer expectations; solve problems Reactive Survival and responsiveness Operational Maintain status quo or improve operations; meet or exceed expectations; control results; turn plans into action Proactive, Has short- term focus; fixes problems; maintains smooth operation Stability, control, and continuous improvement Program Proactive, Has a 2-4 year focus, product only view. Relevant and valued programs Strategic Achieve ideal future; optimize outcomes, given resources and constraints Future-minded; has long-term focus; explores alternative possibilities Controlled instability and optimization of opportunities Creation of new programs; modification of existing programs; ensuring relevant programs

© 2004 Mitchen Inc M ITCHEN Vision — A description of the ideal future and the outcomes it hopes to create for its stakeholders Mission Statement — A description of who the organization serves, how it serves them, and why Core Values and Beliefs — Statements of belief describing behaviors/ideas to guide actions Internal and External Scans — A description of reality, the challenges faced and the opportunities present Strategic Issues — Key issues to address to close the gap between the ideal and the real Clear Directional Goals — Broad Direction Statements that drive everyone toward the vision Critical Measurable Success Factors — Broad measures indicating that the organization is making progress toward the vision Clear Action Strategies — Specific Actions that move the organizations toward realizing the Vision as well as address success factors.

© 2004 Mitchen Inc M ITCHEN Guiding Values Organizational Mission Organizational Mission Competitors Political Forces Economic Forces Technology Shifts Social Trends Collaborators Reality Score Card People - Facilities - Materials - Policy - Methods - Processes - Resources Reality Score Card People - Facilities - Materials - Policy - Methods - Processes - Resources Inspiring Vision of What Could Be! Strategic Plan Actions Strategies Goals Initiatives

© 2004 Mitchen Inc M ITCHEN Interviews Surveys Interviews Reports Campus Meetings & Other Regional Meetings Field Faculty – Stakeholders out in the state Campus Faculty, Staff, & Students Employers & Alumni Key Decision Makers and Experts and Literature: (Other Institutions of Higher Ed & Federal, State, & Non-Profit)

© 2004 Mitchen Inc M ITCHEN M ISSION Who are you?What do you do?Who do you do it for? Why do you do it? (What is the value of what you do?)

© 2004 Mitchen Inc M ITCHEN E XTERNAL S CAN

© 2004 Mitchen Inc M ITCHEN I NTERNAL S CAN WHAT ARE WE DOING WELL? What methods, actions, attitudes, skills, resources, policies/rules, or tools that are influencing our organization in a positive way toward achieving our mission? NOT DOING SO WELL? What methods, actions, attitudes, skills, resources, policies/rules, or tools that are influencing our organization in a negative way toward achieving our mission?

© 2004 Mitchen Inc M ITCHEN K EY Q UESTIONS : 1. What are we doing well? 2. What are we not doing well? 3. What are the trends and forces (economic, social, political and technological) that could effect the mission of CAES in the next ten years? 4. How would we describe the ideal College of Agricultural and Environmental Sciences in 2020?

© 2004 Mitchen Inc M ITCHEN L EADING O THERS TO E XCELLENCE Dr. Mitchell (Mitch) Owen Leadership Development Master Facilitation Organizational Strengthening M ITCHEN